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Abstract: Changes almost always occur on construction projects. Among other things, they can hurt labor productivity. The relationship
between change and labor productivity, though commonly acknowledged, is not well understood. In this paper, such causal linkages are
illustrated to capture the interactions of changes, disruptions, productivity losses, and the responsible parties. They go an extra step from
the current mechanism of changes, disruptions, and inefficiency to underline the critical role of causing parties in cumulative impacts.
From these causal linkages it is visible that: (1) even when disruptions are initially caused by one party (e.g., the owner), the other party
(e.g., the contractor) may be able to reduce or escalate the disruptions and inefficiency throughout the course of work; and (2) productivity
losses rarely result from a single causing factor but multiple and concurrent ones for which both parties can be responsible. Also, the
methods available for quantifying lost productivity are systemized in this paper to visualize relationships among uncertainty, effort and
expertise to use, and the level of contemporaneous project documentation required of these methods. A conceptual framework is also
proposed herein to help project participants match the relevant quantifying analysis with their project circumstances.
Introduction posed causal mechanism. Future analyses and studies are able to
more accurately quantify labor inefficiency induced by each party
Construction projects are typically undertaken in ever-fluctuating by elaborating this mechanism into quantitative cause-and-effect
natural and business environments. Changes therefore normally models.
occur in these projects for various reasons. These changes can
lead to inefficiency or lost labor productivity. As a result, identi
fication of factors causing inefficiency and quantification of the Background
productivity loss has concerned a number of professionals and
researchers. Unfortunately, the impact of changes is not suffi Project change, disruptions, cumulative impacts, and factors af
ciently understood and quantified (Thomas and Napolitan 1995; fecting labor productivity have strong relationships. They are also
Moselhi et al. 2005). playing a vital role in establishing liability, causation, and result
In this paper, we review and systematize current lost produc ant injury in lost productivity claims. Change is one crucial factor
tivity estimating methods so that each method can be properly in a range of factors influencing labor productivity. The following
utilized in certain specific circumstances. In addition, we explain is brief discussion of these concepts.
some insights into the interrelationships of changes, disruptions,
productivity losses, and causing parties by employing the “feed
back” concept from system dynamics methodology. The benefit Factors Affecting Labor Productivity
of this review and analysis is that contractors and owners can Labor productivity is a function of various controllable and un
choose the lost productivity analysis method that is best suited to controllable factors. Schwartzkopf (1995) listed these factors in
their circumstance. They can further understand their role and six groups: (1) schedule acceleration; (2) change in work; (3)
responsibility in cumulative impacts of changes through the pro management characteristics; (4) project characteristics; (5) labor
and morale; and (6) project location/external conditions.
1Professor of Construction Management, Dept. of Civil and Borcherding and Alarcon (1991) present a comprehensive review
Environmental Engineering, Univ. of California, Berkeley, CA 94720; of quantitative information on factors influencing productivity. In
and, President, The Ibbs Consulting Group, Inc. E-mail: DRCWIbbs@ addition, they categorized the major components of productivity
aol.com
loss as waiting or idle, traveling, working slowly, doing ineffec
2Ph.D. Candidate, Dept. of Civil and Environmental Engineering,
tive work, and doing rework. Specific factors and their descrip
Univ. of California, Berkeley, CA 94720. E-mail: duylong@berkeley.edu
3Ph.D. Candidate, Dept. of Civil and Environmental Engineering, tions are available in Borcherding and Alarcon (1991),
Univ. of California, Berkeley, CA 94720. E-mail: sooolee@berkeley.edu MCAA (1994), Schwartzkopf (1995), and AACE (2004).
Note. Discussion open until June 1, 2007. Separate discussions must
be submitted for individual papers. To extend the closing date by one
month, a written request must be filed with the ASCE Managing Editor. Project Change
The manuscript for this paper was submitted for review and possible
publication on September 8, 2005; approved on July 10, 2006. This paper Change is normally defined as any event that results in a modifi
is part of the J o u r n a l o f P ro fes sio n a l Is s u e s in E n g i n e e r in g E d u ca tio n cation of the original scope, execution time, cost, and/or quality
a n d P ra ctice, Vol. 133, No. 1, January 1, 2007. ©ASCE, ISSN 1052- of work (Ibbs and Allen 1995; Revay 2003). There are generally
3928/2007/1-45-52/$25.00. five types of changes; namely, change in scope, differing site
JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007 / 45
conditions, delays, suspensions, and acceleration. Some discus tive disruption” and “cumulative impact” can be used inter
sion about the types of changes can be found elsewhere (e.g., changeably. The Veterans Affairs Board of Contract Appeals re
Orczyk 2002). cently described “cumulative impact is the unforeseeable
Change may not only directly add, subtract, or change the type disruption of productivity resulting from the ‘synergistic’ effect of
of work being performed in a particular area but also affect other an undifferentiated group of changes. Cumulative impact is re
areas of the work for which the change order is not accounted ferred to as the ‘ripple effect’ of changes on unchanged work that
(Jones 2001). The Armed Services Board of Contract Appeals causes a decrease in productivity and is not analyzed in terms of
once stated that the costs of performing changed work consist of spatial or temporal relationships” ( C e n t e x B a t e s o n C o n s t r u c t io n
both (1) those costs directly related to the accomplishment of the C o ., VABCA No. 4613, 99-1 BCA 530,153, at 149,259, 1998).
changed work; and (2) those costs arising from the interaction Jones (2001) argued that when the Board states that cumulative
between the changed work and unchanged work (T r ip le “A " impact cannot be analyzed in terms of spatial or temporal rela
S o u th , A SBCA N o. 46866, 94-3 BCA *127,194, at 135,523). This tionships, it means that cumulative impact costs cannot be se
was also used by the other Boards of Contract Appeals such as the cured in individual contract changes.
Veterans Affairs Board of Contract Appeals in Coates Industrial Pricing of the direct impact due to local disruptions and cumu
Piping ( C o a t e s I n d u s t r ia l P i p in g , I n c ., VABCA No. 5412, 99-2 lative impacts due to cumulative disruptions is different. The di
BCA *130,479, at 150,586, 1999). rect impact costs are prepared on a forward pricing basis. The
cumulative impact costs, on the other hand, are more often priced
on a backward-pricing basis as a contractor cannot foresee or
Extent of Project Change readily quantify, if can foresee, the impact. In other words, a
The degree of project change varies per project but is frequently cumulative impact claim addresses the changed work’s effect on
significant. An overall additive change rate for 22 federally working conditions that will indirectly influence the unchanged
funded and administered projects during the 1979-1983 period work, whereas a direct impact claim covers the impact of changed
was 6% on the dollar due to design errors, owner initiated work on unchanged work (Jones 2001).
changes, differing site conditions, etc. (Diekmann and Nelson
1985). Among 24 construction projects in western Canada,
project costs increased by at least 30 and 60% for more than half Causal Linkages of Labor Inefficiencies
and a third of projects, respectively (Semple et al. 1994). Several
projects suffered delays over 100%. A recent study of the Joint The impacts of changes on labor productivity are extremely com
Legislative Audit and Review Commission (JLARC 2001) on ap plicated to analyze. Quantifying the impacts of changes on labor
proximately 300 road construction projects in Virginia revealed efficiency is burdensome as there are the interconnected nature of
that average project change in dollars was more than 11%. the construction work and the difficulty in isolating factors to
The amount and timing of change are also significant factors quantify them (Hanna et al. 2004). Although there are various
affecting productivity. From 90 construction disputes in 57 inde interacting factors present at all times under practical conditions
pendent projects, Leonard (1987) showed that there was a signifi in the field, very few studies provide a method to address the
cant direct correlation between percentage of change order hours combined effect of different factors that are existing simulta
to contract hours and percentage of lost productivity. Ibbs (1997, neously (Borcherding and Alarcon 1991). Also, there have been
2005) found that: (1) the greater the amount of change, the less no definitive research works disseminating in quantitative terms
the efficiency is; and (2) late project change more adversely af the impacts of changes and why they occur (Thomas and Napoli-
fects labor productivity than early change. This finding was also tan 1995; Hanna et al. 1999b). Importantly, the answer to which
confirmed by later studies (e.g., Hanna et al. 1999a). project party causes lost productivity is difficult to establish. For
instance, factors that are not related to the number of owner-
directed changes could be responsible for schedule delays and lost
Disruptions and Cumulative Impacts
productivity on a construction project (Jones 2001). The Recom
The definition of disruption varies in literature. In C o a s t a l D r y mended Practice (AACE 2004) notes: “contractors tend to blame
disruption is noted as the “cost effect upon,
D o c k & R e p a i r C o r p ., such losses on owners and ask to be compensated. Owners, on the
or the increased cost of performing, the unchanged work due to a other hand, often blame a bad bid or poor project management
change in contract” (C o a s t a l D r y D o c k & R e p a i r C o r p ., ASBCA and thus deny additional compensation for lost productivity.
No. 36754, 91-1 BCA<J23,324, at 116,989, 1990). In some studies Given this situation the root cause of lost productivity is fre
(Thomas and Napolitan 1995; Thomas and Raynar 1997), disrup quently a matter in dispute between owners, contractors and sub
tions are defined as the occurrence of events that are acknowl contractors.”
edged to negatively impact on labor productivity. More broadly, a Although there are a few studies (e.g. Borcherding and Alar
Recommended Practice standard (AACE 2004) defines “disrup con 1991; Thomas and Sakarcan 1993; Thomas and Napolitan
tions as an action or event which hinders a party from proceeding 1995; Finke 1998a) which focus on how changes cause losses of
with the work or some portion of the work as planned or as productivity, these studies mainly focus on the relationship be
scheduled.” tween changes, disruptions, and lost productivity, not the role of
Disruptions can be caused by change. They can reduce labor the project parties. For instance, Thomas and Napolitan (1995)
productivity and extend the project duration (Hanna et al. 2002). present a factor model which explains that changes themselves do
Change-caused disruptions can be both foreseeable and unfore not directly cause productivity loss but cause other disruptive
seeable. The foreseeable or local disruptions can occur at the influences to be activated instead. Unfortunately, this model’s ne
same time and either the same place or within the same resource glect of the responsible party makes this model incomplete, espe
as the changed work, whereas unforeseeable or cumulative dis cially since “causation,” together with “liability” and “resultant
ruptions can also occur at a time or place, or within resources, injury,” is a prerequisite for the success of cumulative impact
different from changed work (Finke 1998a). The words “cumula claims. Proving the cause and the cost of the lost productivity so
46 /JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007
Owner-directed Contractor-directed
changes changes
JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007 / 47
we progress from left to right. Horizontally the level of the con project data are used for the analysis. Unfortunately reporting
temporaneous documentation increases as the more detailed errors are commonplace in the current practice (Thomas and
methods are used. The following discusses the concepts, merits, Sanvido 2000).
and limitations of specific methods. This is a basis to effectively Other limitations are more implicit. Projected cumulative labor
match project practice and quantifying methods employed in hours can be extrapolated differently due to different options of
labor productivity loss claims. the time frame. Gulezian and Samelian (2003) pointed out that:
(1) different time frame and segments selected within the mea
sured mile period may produce different numbers; and (2) varia
Project Practice-Based Methods
tion of daily productivity is concealed to varying extents by the
Measured mile analysis, baseline productivity analysis, system cumulating nature of the measure mile analysis. They also argue
dynamics modeling, earned value analysis, sampling studies, and that the measured mile does not necessarily reflect the productiv
comparison studies are in this group as they require project ity normally achieved by the contractor due to the smoothing
records available for the calculations. As such, they are expected effect of successive cumulative data and the nature of variation in
to be more credible. Courts, Boards of Contract Appeals and other unit productivity values. In addition, the two average productivity
legal bodies therefore prefer estimations of damages that are rates, which are readily calculated and compared for unimpacted
directly linked to the disputed project and supported by its con and impacted periods, may mask the fact that a contractor gener
temporaneous documentation (AACE 2004). Types of the ally does not attain a single rate of productivity throughout a time
contemporaneous documentation required are generally different period (Finke 1998b).
from this method to another. That is, the right method can only be
recognized based upon available project data. Baseline Productivity Analysis
This approach was recently proposed in order to avoid some of
Measured Mile Analysis the substantial limitations and impractical assumptions of a cur
The measured mile approach (differential studies or measured rent measured mile analysis. Similar to the measured mile
productivity comparisons) is widely acknowledged as the most method, baseline analysis relies on the contractor’s actual perfor
favorable method for calculating lost productivity costs. The mance of the project being analyzed. A central point of this analy
analysis compares identical tasks in impacted and nonimpacted sis is to establish the baseline productivity. It represents the best
periods of the project to estimate the productivity loss caused by and most consistent productivity the contractor was able to
the impact of a known series of events (Schwartzkopf 1995). It is achieve on the project (Thomas and Zavrski 1999). Analyzing a
based on an extrapolation of actual work hours spent (Zink 1986). 42-project database, Thomas and Zavrski (1999) revealed that the
The measured mile calculation might include comparison of simi baseline productivity mainly depends on the complexity of the
lar work activities and achieve court acceptance (Jones 2003; design and the work methods used. Unlike the measured mile
Calvey and Zollinger 2003; AACE 2004). The allure of the mea analysis, a baseline analysis neither needs defined unimpacted and
sured mile is that the actual contract performance rather than the impacted periods nor be consecutive reporting periods in the
initial estimate is used for the calculations. baseline time frame (Thomas 2005a). In other words, the baseline
There are several assumptions and prerequisites underlying the analysis can be more flexible and hence more applicable in cur
measured mile technique. First, there must be an unimpacted or rent practice.
least impacted period (so-called the “measured mile” period) for A determining process of the baseline productivity can be
the specific type of work being assessed. The adverse factors found in Thomas and Zavrski (1999), Thomas and Sanvido
affecting productivity during the measured mile period, if any, (2000), and Gulezian and Samelian (2003). However, the process
must be solely attributable to the contractor. Second, the length of has not obtained consensus among studies though it is generally
this period should be significant compared to the impacted period agreed that using individual productivity values is better than cu
and the course of work. In other words, it would be unreasonable mulative productivity for the calculations. This may be due to
to extrapolate 2% of progress into 80% of expected costs (Zink varying views on the baseline productivity. Unlike Thomas and
1986). Third, sufficient amounts of contemporaneous project data Zavrski (1999), Gulezian and Samelian (2003) noted that the
should be available for the analysis. At most the physical units of baseline productivity reflects the normal operating performance of
work completed have to be periodically recorded so that the cu a contractor. Thomas and Zavrski (1999) and Thomas and San-
mulative labor hours can be plotted through the course of work. vido (2000) determine the baseline productivity as “the median of
Fourth, the project data are assumed to be error free. That is, the the individual productivity values in the baseline subset.” Gule-
contemporaneous documentation must be accurately recorded by zian and Samelian (2003) calculate it as “the mean productivity of
the contractor. Finally, all disruptions during the impacted period the points falling within the control limits” after applying an it
are due to one party’s (say, the owner’s) actions or inactions. It is erative process of an individuals’ control chart to deal with dif
extended that other factors unrelated to the claimed impacts have ferent sources of variation of periodically reported productivity
to be accounted for and removed from the impacted period analy values.
sis to the degree these factors occurred during the measured mile Although the baseline analysis solves several problems of the
period (AACE 2004). measured mile approach, it is still limited. The way of calculating
Considerable limitations are embedded in these assumptions. the baseline productivity should be more scientific and straight
The measured mile analysis becomes unreliable or even impos forward, subject to properly dealing with reliability of reported
sible when either an unimpacted period does simply not exist or data, variation of productivity values, and casual linkages to dis
this period is not sizeable. The fact that the analysis requires ruptions and inefficiency. Some shortcomings are related to the
identical or substantially similar activities for comparisons can establishment of the baseline sample as in Thomas and Zavrski
hamper its applicability as the method is inappropriate for unique (1999) and Thomas and Sanvido 2000). They are: (1) the baseline
and complex tasks (Loulakis and Santiago 1999). The reliability sample is identified according to the best daily output instead of
of the method is challenged if inaccurate contemporaneous the best daily productivity; and (2) the 10% requirement for the
48 /JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007
baseline sample size is arbitrary and not based upon scientific fered (AACE 2004). As an earned value analysis is based on the
principles (Ibbs and Liu 2005a). In addition it is agreed that the percent complete and the budget, the credibility of the method can
baseline analysis is a cause-effect analysis, yet it is qualitative or be questionable. The reasons are that (1) the percent complete
very roughly approximate in nature as in Thomas (2005b). There method is not as detailed and accurate as the physical units of
has been no sound method for which damages induced by the work completed method (Schwartzkopf 1995) used in the previ
owner and contractor are classified and quantified during a dis ous quantifying methods; and (2) the original estimate is likely
puted period. Especially, multiple and/or simultaneous owner- unsubstantiated. Any earned value analysis relying on an unrea
and contractor-caused disruptions are not uncommon in real life. sonable budget is very doubtful (AACE 2004).
JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007 / 49
Project change
Productivity loss
- Owner-directed changes
- Recoverable by the contractual terms
No loss claim ed w-Ne the contractor entltti - Contractual compliance
- The changes caused disruptions
Cost-Based Methods and Nagata 2003). Though this method might work, it is ex
tremely uncertain due to no supporting analysis in-hand. Simi
Total cost and modified total cost methods are grouped into cost
larly, the jury verdict that is occasionally applied by boards,
based methods. AACE (2004) further divides a total cost method
courts, and other legal bodies to determine damages has no
into a total unit cost and a total labor cost method. Under the total
ground on which a contractor should rely.
cost method, the contractor subtracts its estimated labor costs
from the costs actually incurred to arrive at the resulting overrun
as the basis for its inefficiency claims (Jones 2003; Klanac and
Nelson 2004). The major difference between the total cost and Matching the Quantifying Methods and Project
modified total cost methods is that damages quantified by modi Practice
fied total cost calculation takes into account unreasonable esti
mates and/or inefficiencies due to contractor’s problems. Thus, Although more than one method may be employed under a cer
the second method is preferable. tain circumstance at an acceptable standard of accuracy, the most
Successful use of the cost based methods is today limited. In appropriate method is normally predicted in a given project prac
order to employ a total cost analysis, a contractor has to prove the tice. Based on the extent of information available in a particular
following requirements: (1) the impracticability of proving actual case, all ways of estimating cumulative impacts try to be as ob
losses directly; (2) the reasonableness of its bid; (3) the reason jective as possible (Gulezian and Samelian 2003). Thus, a guide
ableness of its actual costs; and (4) lack of responsibility for the line on which method should be adopted for inefficiency claims is
added costs ( C e n t e x B a t e s o n C o n s t r u c t io n C o ., VABCA No. necessary.
4613, 99-1 B C A 530,153 at 149,261, 1998). The requirements for Fig. 3 presents a conceptual framework for which a contractor
the use of the modified total cost method are similar but the bid can figure out a proper analysis for quantifying damages. This
and actual costs should be reasonable after adjusted. selection process is primarily based on availability and character
istics of information and degree of reliability of quantifying meth
ods. Available information can be from particular project practice
Other Quantifying Methods
and/or industry studies.
There are other inefficiency estimations such as expert testimony The contractor has to ask himself a series of questions to select
and jury verdict. A considerable portion of lost productivity cal the right quantifying method. Accordingly, the matching process
culations is based primarily upon an expert’s testimony (Sanders structures critical questions by various decision points. These de
50 /JOURNAL OF PROFESSIONAL ISSUES IN ENGINEERING EDUCATION AND PRACTICE © ASCE / JANUARY 2007
cision points are organized in such a way that more general ques Association for the Advancement of Cost Engineering (AACE) Interna
tions regarding project practice arise first so that available meth tional, Inc. (2004). “Estimating lost labor productivity in construction
ods can gradually be classified in terms of their feasibility. claims.” A A C E International R eco m m en d ed P ra ctice No. 25R -03.
Finally, the most advantageous method emerges among the fea Borcherding, J. D., and Alarcon, L. F. (1991). “Quantitative effects on
productivity.” Constr. Law yer, 11(1).
sible set for a certain type of project data and industry studies.
Calvey, T. T., and Zollinger, W. R. (2003). “Measured mile labor analy
The relative advantages and disadvantages of the lost productivity
sis.” A A C E Int. Transactions, E S T .0 3 , 1-6.
quantifying methods are discussed in the previous section.
Cooper, K. G. (1980). “Naval ship production: A claim settled and a
The framework recommends the most favored approach rather framework built.” In terfa ces, 10(6), 20-36.
than a set of possible ones. This means that, for example, an Diekmann, J. E., and Nelson, M. C. (1985). “Construction claims: Fre
earned value analysis can also be used in case a measured mile quency and severity.” J . Constr. E n g . M a n a g e., 111(1), 74-81.
study is not available. However, the measured mile method is Eden, C., Williams, T., and Ackermann, F. (2005). “Analysing project
most favored in that circumstance and hence is recommended. In cost overruns: Comparing the ‘measured mile’ analysis and system
addition, comparison studies do not appear in the possible out dynamics modelling.” Int. J . Proj. M a n a ge., 23, 135-139.
comes of the framework since such more credible methods as Eden, C., Williams, T., Ackermann, F., and Howick, S. (2000). “On the
baseline productivity analysis and system dynamics modeling are nature of disruption and delay.” J . Oper. R es. Soc. Jp n ., 51, 291-300.
preferred when time, available documents, and resources permit. Finke, M. R. (1998a). “A better way to estimate and mitigate disruption.”
J. Constr. E n g . M a n a g e., 124(6), 490-497.
Finke, M. R. (1998b). “Statistical evaluations of measured mile produc
tivity claims.” Cost E n g ., 40(12), 28-30.
Conclusions Forrester, J. (1961). Industrial dynam ics, Pegasus Communications,
Waltham, Mass.
To reliably quantify and successfully claim lost productivity, Gulezian, R., and Samelian, F. (2003). “Baseline determination in con
damages have to be associated with causes. This paper proposes struction labor productivity-loss claims.” J . M a n a ge. E n g ., 19(4),
causal loops or causal linkages to capture and explain the inter 160-165.
actions among changes, disruptions, productivity losses, and Halligan, D. W., Demsetz, L. A., Brown, J. D., and Pace, C. B. (1994).
causing parties when changes occur. These causal relationships “Action-response model and loss of productivity in construction.” J.
extend the current mechanism of changes, disruptions and ineffi Constr. E n g . M a n a g e., 120(1), 47-64.
ciency in order to emphasize the critical role of the project parties Hanna, A. S., Camlic, R., Peterson, P. A., and Lee, M. J. (2004). “Cumu
in cumulative impacts. From the feedback structure of labor inef lative effect of project changes for electrical and mechanical construc
ficiency proposed, it is apparent that: (1) even when disruptions tion.” J . Constr. E n g . M a n a ge., 130(6), 762-771.
are initially caused by owner-directed changes, the contractor can Hanna, A. S., Lotfallah, W. B., and Lee, M. J. (2002). “Statistical-fuzzy
approach to quantify cumulative impact of change orders.” J . Comput.
potentially reduce or escalate the disruptions and inefficiency dur
Civ. E n g ., 16(4), 252-258.
ing the course of work; and (2) losses of productivity rarely result
Hanna, A. S., Russell, J. S., Gotzion, T. W., and Nordheim, E. V. (1999a).
from a single causing factor but multiple and concurrent ones for
“Impact of change orders on labor efficiency for mechanical construc
which both parties can be responsible. tion.” J . Constr. E n g . M a n a ge., 125(3), 176-184.
Resultant injury goes hand-in-hand with liability and causation Hanna, A. S., Russell, J. S., and Vandenberg, P. J. (1999b). “The impact
to form the “triad of proof.” For that reason, this paper system of change orders on mechanical construction labour efficiency.” Con-
atizes the proven lost productivity quantifying methods as well as str. M anage. E co n o m ., 17(6), 721-730.
the other emergent methods. The comments are also made for Howick, S. (2005). “Using system dynamics models with litigation audi
each method in terms of its credibility, effort and expertise to ences.” E ur. J . Oper. R es., 162, 239-250.
prepare or use, and the level of contemporaneous project docu Ibbs, C. W. (1997). “Quantitative impacts of project change: Size issues.”
mentation required. The relationships among these components of J. Constr. E n g . M a n a g e., 123(3), 308-311.
the quantifying methods available are also discussed. Ibbs, C. W., and Allen, W. E. (1995). “Quantitative impacts of project
A conceptual framework is proposed here for matching the change.” S o u rce D o cu m ent 1 0 8 , Construction Industry Institute, Univ.
of Texas at Austin, Austin, Tex.
right quantifying method and its particular project practice. Avail
Ibbs, W. (2005). “Impact of change’s timing on labor productivity.” J.
ability and characteristics of information and degree of credibility
Constr. E n g . M a n a g e., 131(11), 1219-1223.
of the quantifying methods are focused for the matching process.
Ibbs, W., and Liu, M. (2005a). “Improved measured mile analysis tech
Together with employing qualified experts, the framework pro nique.” J. Constr. E n g . M a n a g e., 131(12), 1249-1256.
posed herein can be used to find the most favored quantifying Ibbs, W., and Liu, M. (2005b). “System dynamic modeling of delay and
method in accordance with its circumstance to effectively recover disruption claims.” Cost E n g ., 47(6), 12-15.
the damages. Joint Legislative Audit and Review Commission (JLARC). (2001). “Re
The quantification of cumulative impacts of project changes is view of construction costs and time schedules for Virginia highway
indisputably formidable in terms of their quantum, causing factors projects.” H o u se D o cu m ent No. 3 1 , Commonwealth of Virginia.
and causing parties. Credibility of analysts, explicit connections Jones, R. M. (2001 ). “Lost productivity: Claims for cumulative impact of
between damages and causes, and an acceptable level of accuracy multiple change orders.” P u blic C ontract Law J ., 31(1), 1-46.
for measuring lost labor productivity are the keys to successfully Jones, R. M. (2003). “Update on proving and pricing inefficiency
achieve cumulative impact claims. claims.” Constr. Law yer, Summer, 3-11.
Klanac, G. P., and Nelson, E. L. (2004). “Trends in construction lost
productivity claims.” J . Profl. Issues E n g . E d u c. P ra ct., 130(3), 226
236.
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