Abstract

Project personnel working in construction sites fail to transfer invaluable experiences gained mostly due to the absence of a formalized process to record such information. Construction projects are seldom repetitive in nature and this highlights the need for organizations to have in place robust data repositories to facilitate knowledge sharing. This paper describes an effort in creating a new internal-only web-based lessons learned database named Communicate Lessons, Exchange Advice, Record (CLEAR) for the North Carolina Department of Transportation (NCDOT). A Design For Six Sigma (DFSS) approach of Identify, Define, Develop, Optimize, and Verify (IDDOV) model was used. Findings from this study will help NCDOT to institutionalize knowledge and improve project cost variations and schedule predictability. In conjunction with this database, a data dashboard is envisioned to provide effective visualizations for the upper management to make informed decisions based on the lessons information in the database. The dashboard will include success metrics such as detecting reduced numbers of claims and claims amounts, witnessing periodical increase in lessons uploaded into the database, and enhanced communication among specialized staff. This approach is a significant contribution to the existing body of knowledge in lessons learned database implementation for construction applications. The anticipated outcome of this new application will be a more efficient and effective public organization through reduced claims, improved designs, and construction workflows, and improved policies and standards. Future researchers can make use of information presented in this paper to build new robust lessons learned systems to improve organizational efficiency.

Highlights

  • The need to document and institutionalize firsthand knowledge gained by construction personnel has expanded over the past several decades

  • This paper describes an effort in creating a new internalonly web-based lessons learned database named Communicate Lessons, Exchange Advice, Record (CLEAR) for the North Carolina Department of Transportation (NCDOT)

  • A recent report submitted to the North Carolina Department of Transportation (NCDOT) outlines that on an average, construction claims increase spending by 7 % and schedules pushed by 22 % (Jaselskis et al, 2017)

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Summary

Introduction

The need to document and institutionalize firsthand knowledge gained by construction personnel has expanded over the past several decades. Construction industry is a strong knowledge-based industry which relies heavily on knowledge input by various participants in a project team (Carrillo and Anumba, 2002). Construction project management heavily relies on coordinating teams from all phases of the project lifecycle, e.g. planning, design, construction, and maintenance. Even when precautions are taken, external uncontrolled factors such as utility coordination, right-of-way acquisitions, project funding, and interagency communication can lead to delays and claims (Plotch, 2015). One in three capital projects risks being delayed, over-budget, and fails to achieve its profit objective. One of the primary reasons organizations repeat their past mistakes is failing to document experiential knowledge (Anderson and Tucker, 1994).

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