Australian Construction Project Management and Delivery Voice of the Customer Study

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1 Australian Construction Project Management and Delivery Voice of the Customer Study What are the Challenges and the Pain Points for the Clients of the Construction Industry? January 2015

2 Contents Section Slide Number Introduction 5 Overview of the Global Construction Industry 14 Overview of the Australian Construction Industry 21 VoC Study Findings 37 Implications for the Construction Industry 59 Mega Trends 63 The Frost & Sullivan Story 70 2

3 List of Exhibits Exhibits Slide Number Construction Industry: Public versus Private Sector Participant Ratio, Australia, Construction Industry: Percent of Project Managers by Key Vertical, Australia, Construction Industry: ICT Spending, Global, 2013 and Construction Industry: Trends Driving the Uptake of Collaboration Solutions, Australia, 2014 Construction Industry: Revenue Share by Segment, Australia, Construction Industry: Change in Construction Value, Australia, Jun Qtr 2013 to Jun Qtr 2014 Population Growth, Australia, Construction Industry: Key Verticals, Australia, Construction Industry: Work Value States and Territories, Australia, Construction Industry: Construction Activity Value, Australia, to Construction Industry: Market Structure, Australia, Construction Industry: Managing the Changing Risk Profile of the Industry 34 Construction Industry: Serious Claims - Incidence Rate by Year, Australia, to

4 List of Exhibits (continued) Exhibits Slide Number Construction Industry: Significant Challenges in Project Management, Australia, Construction Industry: Macro Changes Impacting the Industry, Australia, Construction Industry: Technology Changes Affecting Projects, Australia, Construction Industry: Innovation Standards, Australia, Construction Industry: Perception of Technology Lag- Public versus Private Sector, Australia, Construction Industry: Top Contractor Selection Criteria, Australia, Construction Industry: Satisfaction with Existing Firms, Australia, Construction Industry: Engineering Firms Used, Australia, Construction Industry: Contractor Selection Stage, Australia, Construction Industry: Unfulfilled Contractor Expectations, Australia, Construction Industry: Causes for Unsatisfactory Outcomes by Contractors, Australia,

5 Research Objectives Typically, the construction industry tracks metrics related to construction activity, spending, growth, and competitive factors. However, a significant challenge for the industry is to understand customer perspective on project delivery. Some of the aspects the industry considers are as follows: What are the factors customers consider when choosing a contractor? What are the major points of dissatisfaction? How are they leveraging technology in their management of projects? This study aims to help address this challenge by understanding the priorities and the pain points of client-side construction project managers. The questions at the core of every construction business are as follows: What do project managers want? What keeps them coming back to a particular construction firm? What are they telling us that can help us provide them with better services and an enhanced experience? What are they not telling us directly, which had we known and acted upon would have prevented them from taking their business elsewhere? Voice of the customer (VoC) initiatives capture and centralize information from multiple touchpoints to improve business processes and customer experience. Source: Frost & Sullivan 6

6 Key Questions this Study will Answer What are the most significant challenges project managers face in terms of delivering a successful project? What specific macro changes will impact the way current and future construction projects are executed? Are there any recent or upcoming regulatory/policy/standard changes that will influence construction projects? What specific technology changes will affect the execution of current and future construction projects? Will changes in construction contractor firms impact the way project managers use their services? What are the key factors organizations consider when selecting a contractor for a project? Source: Frost & Sullivan 7

7 Methodology Data Collection The key insights presented in this study were obtained from primary data collection, through telephonic interviews with client-side project managers in Australia. A structured discussion guide was used, and it included closed and open-ended questions to obtain measurable as well as qualitative feedback. Sample Project managers across all states and territories were interviewed between August and October, client-side project managers provided detailed feedback. No quota was placed on the size of the firm, which ensured that feedback came from firms of varying sizes. The job titles of the respondents interviewed typically included project manager, project officer, project director, and construction manager. Reporting Notes Due to rounding issues, percentages in exhibits may not sum to. Individual feedback from respondents has been de-identified and aggregated to ensure confidentiality. All figures are in Australian dollars, unless stated otherwise. Source: Frost & Sullivan 8

8 Methodology (continued) Of the client-side project managers that were interviewed, private and public sector respondents had equal weightage. The respondents were from a diverse range of verticals. Construction Industry: Public versus Private Sector Participant Ratio, Australia, 2014 Construction Industry: Percent of Project Managers by Key Vertical, Australia, 2014 Roads Commercial Buildings % % Key Verticals Water & Wastewater Infrastructure Residential Mining Agriculture Energy Education Public Sector Base: All respondents (n=30). Private Sector 0% % % % Project Managers Source: Frost & Sullivan 9

9 The Construction Industry Definitions The construction industry is highly fragmented. It focuses on providing a wide range of professional services, including residential, non-residential, and engineering construction. Residential construction includes firms building houses, multi-unit apartments, and townhouses. Non-residential construction includes commercial buildings, retail shops, warehouses, and offices. It also comprises institutional buildings, such as schools, hospitals, and public facilities. Industrial buildings, such as power plants, manufacturing facilities, and commercial factories, also fall into this category. Engineering construction projects range from building roads, railways, and bridges to the development of mines, dams, and irrigation and utility supply systems. Other relevant definitions: Building Information Modeling (BIM): BIM is an information-centric system that helps to virtually manage construction design. It improves the ability to perform simulation and analysis, to coordinate design, and to improve overall visualization through parametric 3D modeling. LEAN Construction: LEAN construction focuses on minimizing wastage in key resources within the construction process. This is often realized through modularization and prefabrication construction methods. Green Building: This concept involves the construction of environment-friendly buildings that incorporate reduced water usage, lower greenhouse gas emissions, and promote the conservation of natural resources. Project Management: In the construction industry, project management is the process of planning, organizing, and controlling resources, procedures, and protocol to achieve specific goals. Source: Frost & Sullivan 10

10 Executive Summary With the scale and the complexity of construction projects in Australia continuing to increase, the demonstrable expertise and track record of contractors will play a significant role in acquiring new projects. Although clients are under substantial cost pressure, the scale of the capital outlay for construction projects prompts them to adopt risk minimization strategies, with the contractor s capabilities being given high priority. For instance, the average value of an infrastructure project reported in Deloitte Access Economics Investment Monitor database rose from $ million in 2001 to $ million in The complexity of construction projects also poses a significant challenge to client-side project managers, manifesting in cost overruns. This, in turn, changes the process by which contractors are brought on board. In the past, cost overruns may have been viewed as unavoidable, now, however, clients are increasingly bringing contractors on board in the early stage of the planning and design process. This is being done so that budgeting can be made more accurately and cost savings can be maximised. The adoption of the early contractor involvement (ECI) model is expected to increase, particularly in the private sector. Compliance with regulations, when combined with environmental management issues, is proving to be almost as significant a challenge as cost overruns. Due to the difficulties in navigating through various regulations, project delays occur, also burdening managers with significant administrative tasks. Source: Deloitte Access Economics, Major Infrastructure Projects: Costs and Productivity Issues, Australian Constructors Association, 2014, Frost & Sullivan 11

11 Executive Summary (continued) While construction equipment is playing an increasingly important role in today s construction site, the industry remains highly labor-intensive. Shortages in skilled labor in the domestic market make it difficult for client-side project managers to find contractors with the necessary talent. In addition, union participation and wage inflation make workforce management issues top-of-mind for managers. For example, over the last decade, one of the fastest-rising cost components for construction has been labor. The average annual growth rates for labor costs, which were % from 2001 to 2006, rose to % between 2006 and Changes in communication solutions were identified as the most significant shift in the impact of technology on the construction industry. Of particular note was the increased use of construction collaboration platforms that allowed project managers and various stakeholders to seamlessly share project-related documents and updates. Given that inefficient communication was cited as the primary source of dissatisfaction among contractors, the increased adoption of construction collaboration platforms is a step in the right direction. Source: Business Council of Australia, Pipeline or Pipe Dream?, 7 June 2012, Macromonitor, Australian Construction Cost Trends 2011, Frost & Sullivan 12

12 CEO s Perspective While cost overruns are the main challenge for project managers, track record is the primary criterion used to select a contractor. The need to manage costs and reduce risk is likely to advance the point at which contractors are brought on board. Next to cost overruns, addressing compliance obligations is the most significant challenge for client-side project managers. 4 5 Workforce-related issues stemming from macro changes pose several challenges to project delivery. The most important shift in the use of technology in construction projects relates to the leverage of communications solutions. Source: Frost & Sullivan 13

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