★Why discuss this issue?

Organizing the operations of a job site is primarily about maximizing the productivity of the workforce and equipment. Increased productivity leads to reduced labor and equipment cost and a shorter overall project duration, which in turn lowers the direct cost of project operations as well as project overhead. Early completion may also lead to a more satisfied client and an early completion bonus if offered.（施工现场的组织主要是为了最大限度地提高劳动力和设备的效率。效率的提升能降低项目的人工以及设备成本，缩短项目的总工期，进而降低项目的直接成本以及开销。项目提前完工也可能会让客户更加满意，并且获得提前完工奖金，如果这个奖金有设置的话。）

★What's productivity?

Productivity can best be visualized as the amount of output per hour worked. This could be the amount of cubic yards excavated per hour of equipment operation or the square foot of drywall installed by a carpentry crew.（生产率可以形象地描述为每小时工作的产出量。它可能是设备运行每小时挖掘的立方码数，也可能是木工小组一小时安装干墙的平方英尺数）

★How to attain good productivity?

Good productivity is attained by utilizing the best equipment and mobilizing the best people, laying out the job site efficiently, scheduling the work correctly, and providing good management support and oversight.（高的效率可以通过使用最好的设备、调动最好的人员、有效地布置工作现场、正确地安排工作，以及提供良好管理支持和监督来获取。） 

▶Utilize the best equipment:   Equipment selection is a factor of the equipment available, cost, and the constraints imposed by the accessibility of the site as well as the work plan and order of planned operations. For instance, a number of relatively inexpensive mobile cranes could be used on a job site that allows vehicular movement around the site, whereas a single permanent and more expensive tower crane would be used on a job sited in a dense urban environment. The tower crane is more expensive but provides an extended reach over the entire site. Selecting the wrong equipment may lead to poor productivity throughout the project.  （ 使用最好的设备：设备选择取决于设备的可获得性、成本、现场可达性、工作计划以及计划操作顺序所带来的各种限制。例如，一些相对便宜的移动式起重机可用于允许车辆在工地周围移动的工地，而一台永久性且更昂贵的塔式起重机可用于身处密集城市环境中的工地。塔式起重机价格更高，但可延伸覆盖整个现场。设备的错误选择可能会导致整个项目生产率低下。）

▶Utilize the best people: It is the desire of every project manager to employ a cadre of highly skilled and motivated workers. Good workers are more productive and do work of high quality requiring less rework. They are better able to work around other trades, need less instruction and guidance, display initiative and sound judgment, and work safer. Workers who do not display these traits need to be trained or replaced. Hiring and retaining good workers is every constructor’s goal. Part of retaining good workers is providing good working conditions, and one of the most important factors of good conditions is the site itself.（使用最优秀的人才：每个项目经理都希望雇佣一批技能高、积极进取的员工。优秀员工的工作效率更高，工作质量更高，返工更少。他们能够更好地与其他技术员工共事，不需要太多的指导，他们表现出很好的主动性和良好的判断力，工作更安全。不具备这些特征的工人需要培训或更换。雇佣和留住优秀员工是每个建造经营者的目标。留住优秀员工的一部分措施就是提供良好的工作条件，而良好工作条件的最重要因素之一就是工地本身。）   

▶Efficient job site layout: A well-organized site is organized to minimize worker movement and conflicts between concurrent operations. Materials are delivered directly to where they will be installed or if they need to be stored, a secure and protected location is utilized. Worker and equipment movements are “choreographed” to minimize crossover points, which lead to work slowdown and collisions. A well-organized site will have many of the following characteristics:（ 高效的工地现场布局：组织良好的现场可以最大限度地减少工人流动、避免操作之间的冲突。当材料直接运送至安装地点或者需要储存时，则必须设置一个安全且受保护的存放位置。工人和设备的移动是“精心设计”的，以尽量减少交叉点，交叉或导致工作减速和碰撞。组织良好的工地现场将具有以下特点：）

▪Activities scheduled to minimize conflicts between trades and to allow each operation to run in an efficient manner.

▪Deliveries of stock and equipment, temporary structures and enclosures,scaffolding, and required power and water placed and ready to go the day the work is scheduled to begin.

▪Crew size planned with consideration for the size of the work space.

▪Productive crews kept together working activities in a repeated fashion to buildup a rhythm—crews will “learn” the job and get better and more productive with time. This concept of a “learning curve” should be considered when a schedule is created.

▪When conflicts do occur, priority given to critical activities, since by definition, a delay in a critical activity leads to a delay in project completion 

▶A scientific construction plan ：A good plan can collaborate with different engineering elements, utilizing systematic thinking to improve efficiency.

案例：“丁谓建宫”，一举而三役济：

丁谓乃北宋大臣，其“一举三得”的重建皇宫方案可以视为中国项目管理历史上的经典。

宋真宗大中祥符年间，宫中着火。当时丁谓主持重建宫室工作。但除了金钱外，面临3个难题：一是要很多泥土，可是京城中空地很少，取土要到郊外去挖，路很远，费时费钱费力；二是还需要大批建筑材料，都需要从外地运来，而汴河在郊外，离皇宫很远，从码头运到皇宫还得找很多人搬运；三是工程上原有很多碎砖破瓦等垃圾清运出京城，也是难题。 

经过周密思考，丁谓制订出科学的施工方案：首先从施工现场向外挖了若干条大深沟，把挖出来的土作为施工需要的新土制砖备用。第二步，从城外把汴水引入所挖的大沟中，利用木排及船只运送木材石料，解决了木材石料的运输问题。最后，等到材料运输任务完成之后，再把沟中的水排掉，把工地上的垃圾填入沟内，使沟重新变为平地。一举三得，不仅节约了时间和经费，而且使工地秩序井然，使城内的交通和生活秩序不受施工太大的影响。工程原估计用15年时间建成，而丁谓慎密运筹，只用了7年时间便建成，深得皇帝赞赏。 丁谓主持的皇宫修建工程体现了中国古人高超智慧的管理实践。“一举三得”方案重建皇宫，是一次典型的系统管理实践。

▶Good leadership: Productive jobs begin with the proper equipment selected, good crews, a well organized job site, and a good schedule, but all of the above do not deliver a productive job without good leadership. This is because every project is subject to circumstances beyond the control of the project planners. Workers get sick, equipment breaks down, design changes occur, and bad weather just happens. Strong project leaders take these impacts in stride and make correct and timely adjustments to the work plan. These adjustments are all part of the project control process. Project leaders need to provide continual oversight to the project cognizant of work quality and, with an eye, to the adjustments needed in crew and equipment composition necessary to maintain quality. Construction is a people business and project leaders need to maintain a high level of crew morale and camaraderie.（好的领导：高效的工作始于恰当的设备选择、好的团队、好的工地现场布置以及好的日程安排，但如果没有好的领导，以上所有这些都无法带来高的生产力。这是因为每个项目都会受到项目策划人无法控制情况的影响。工人生病，设备故障，设计变更，恶劣天气就这样发生了。强有力的项目领导能够从容应对这些影响，并对工作计划做出正确及时的调整。这些调整都是项目控制过程的一部分。项目负责人需要对项目进行持续监督，了解工作质量，并着眼于维持质量所需的人员和设备构成的调整。建造施工是一项基于人的业务活动，项目领导者必须维持高水平的团队士气，以及好的同志情谊。）

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