Why construction productivity initiatives fail to deliver significant improvements?

Popper’s (1972) analytical process of conjecture and refutations highlight how a problem begets a solution that engenders new problems. Efforts, in theory and practice, to increase construction productivity at the strategic level (project delivery systems, internal and external project planning), the logistic level (scheduling theories and lean construction theories and practices) and the tactical level (work task/time studies and value stream mapping) have failed to yield significant improvements. This paper summarizes and links the systemic nature of construction to the three organizational levels in a historical perspective of productivity’s strengths and weaknesses. Structured literature review is used to identify and analyze published research regarding construction productivity at the above-mentioned three levels (Motwani et al. 1995). Sketches of organization and project models are created. These models are based on independent, dependent and interdependent variables uncovered in the literature review. The models use organization and process description language to feed a project simulation that in turn will feed a future meta-project Monte-Carlo simulation expected to generate massive quantity of data. The data will be tested internally and externally through case studies and verified against actual projects, organization and productivity theories and the experience of project personnel