The construction sector has been a perennial underperformer in the New Zealand economy. The sector’s low productivity reflects very challenging operating characteristics: order-based production, low-task repetition, and site-specific operations are all products of a market that largely deals in bespoke, complex projects requiring unique approaches. However, poor risk management can also play a part in low productivity through increased delays and errors, time-wasting, and ineffective problem-solving. Ongoing construction quality issues and high enterprise failure rates are signs that the sector is currently not managing risk as effectively as it could.
But some parts of the construction sector appear to be doing better than others. The recent success of horizontal infrastructure projects (e.g. pipes, roads, and cables) such as the Northern Toll Road Gateway, Waterview Project, and Christchurch Infrastructure Recovery are in contrast to ongoing challenges faced by the vertical construction sector (e.g. buildings).
The aim of this BRANZ funded project is to uncover core differences in how risk is managed in the horizontal and vertical construction sectors and identify opportunities for cross-sectoral learning. Our focus is on the role risk management plays in improving sector productivity.
Building risk management strategies into the vertical construction sector (Final report)
Charlotte Brown, Nicola McDonald, Alice Chang-Richards, Sophie Horsfall
Riskflow model: Technical report
Nicola McDonald, Charlotte Brown, Alice Chang-Richards
Building risk management strategies into the vertical construction sector: Survey report
Charlotte Brown, Sophie Horsfall, Alice Chang-Richards, Nicky Smith
Building risk management strategies into the vertical construction sector: A preliminary report
Alice Chang-Richards, Charlotte Brown, Nicky Smith