Qualifications
29 August 2008
PGCert HE
HEA
24 August 2007
PhD in Construction Management
12 September 2003
MSc. Construction Management
Masters:Distinction
(University of Strathclyde, Glasgow, UK.)
31 July 2001
BSc. (Hons.) Building Technology
Bachelors Degree:First
(Kwame Nkrumah University of Science and Technology (KNUST), Ghana)
23 June 1995
Physics, Maths, Chemistry
A Level:A,B,B
(WAEC)
Employment
2007 - Present
Lecturer & Researcher
Responsibilities include teaching and providing tutorial support in Construction Project Management (legal responsibilities of Project Manager, risk management, CDM regulations, leadership), Quantity Surveying Practice and Techniques (taking-off based on CESMM3 and SMM7, approximate estimating, cost planning, and contract administration), Pre-Contract Studies (procurement, tendering procedures, tender evaluation), Post-Contract Studies (valuing variations, interim valuations, final accounts) and Contractual Procedures (contract law, procurement and contractor selection).
Organisation:University of Wolverhampton
Location:Wolverhampton, UK.
2001 - 2002
Assistant Quantity Surveyor and Teaching Assistant
Assistant Quantity Surveyor on Bank of Ghana (Cedi House) refurbishment and extension project, with responsibility for taking off (SMM7, CESMM3), preparation of bills of quantities, approximate estimation and preparation of feasibility report. This project included the construction of a new multi-storey car park. Preliminary estimate was around $20M. Other responsibilities included teaching and giving tutorials on measurement of construction works (SMM7), and supervising laboratory/workshop practice.
Organisation:Department of Building Technology, KNUST
Location:Ghana
2000 - 2001
Assistant Quantity Surveyor
Quantity Surveyor on Emefs Lagoon View Estates project (over 200 housing units valued in excess of $14M, including the provision of water, electricity, roads and other services). Responsibilities included site supervision, taking off and work measurement (SMM7, CESMM3), estimation, stores management, market surveys, preparation of material schedules and bills of quantities, preparation of tender documents, building up of rates and dealing with customer problems.
Organisation:Emefs Construction Ltd.
Location:Ghana
1998 - 1999
Trainee Quantity Surveyor
Trainee Surveyor on Tema Development Corporation housing estates projects. Responsibilities included site supervision, taking off (SMM5 & 7), market surveys, preparation of material schedules, and other administrative tasks.
Organisation:Tema Development Corporation
Location:Ghana
Publications
12 November 2008
Towards a model for diagnosing the culture of a construction project organisation,
Abstract
In undertaking research into culture within a construction project organisation, it is important to have a framework that takes account of the construction project context. In developing such a framework, semi-structured interviews were conducted with experienced practitioners. Analysis of the interviews revealed that while all project participants play a role in the culture that develops within the project organisation, the main contractor is the principal driver of the culture. Key determinants of culture include leadership, workforce stability and training, commitment, procurement, and other project arrangements. In terms of the manifestations of culture, the main dimensions that practitioners recognise and consider relevant are associated with the five key areas of commitment to client, teamwork, leadership, workforce welfare and delivering improved quality. These are issues consistent with current construction industry thinking. A conceptual framework that links culture with project performance and incorporates all the various elements is presented. The framework provides parameters that can help structure and organise data on cultural orientations along relevant dimensions, and will have some relevance for culture researchers.
Journal Article
Reference Number:ANKRAH, N. A., PROVERBS, D. & DEBRAH, Y. (2008) International Journal of Construction Management, 29-43.
02 June 2009
Exploring team orientation on real estate construction projects through the lens of social cognitive theory
Abstract
It has been theorised that human functioning is governed by a triadic reciprocal causal interaction between the cognitive, behavioural and environmental contexts within which people operate. Applying this theory to the real estate development context, it can be hypothesised that if the internal dispositions of project participants can be determined and the situational context in which they operate is known, then their behaviours as project participants can be predicted. This hypothesis if valid has potential implications for behaviour management on real estate construction projects, especially in respect of behaviours relating to aspects such as collaborative working which is considered a priority on many modern projects. This study explores the application and validity of this theory within the real estate construction project context in relation to specific dimensions of team orientation by examining empirical evidence from a number of projects in the UK. The aim is to establish if it is possible to predict the behaviour of project participants by examining their perceptions and attitudes on these real estate construction projects and the situational context under which these projects were undertaken. The results generally confirm the hypothesis, demonstrating that if appropriate internal dispositions and environmental cues are created within the traditionally adversarial and combative environment in which real estate construction projects take place, team-orientated behaviour change can be stimulated. Some of the interventions that take root from the constructs underpinning the theory, and could potentially generate the team-orientated behaviour change, are outlined.
Journal Article
Reference Number:ANKRAH, N. A., PROVERBS, D., DEBRAH, Y. & AHADZIE, D (2009) Real Estate and Development Economics Research Journal, 1 (2) (Accepted – In press).
14 January 2009
Towards developing competency-based measures for project managers in mass house building projects in developing countries: A conceptual agenda
Abstract
Within the Human Resource Management (HRM) genre, the identification and development of appropriate competency-based measures is widely seen as the only viable means for validating and engendering managerial best practices. A competency-based conceptual model is proposed towards the development of a taxonomy of project managers (PMs) performance measures in mass house building projects (MHBPs). The model reflects both elements of performance behaviours and outcomes in predicting the performance of PMs at the construction phase of the project lifecycle. Data was elicited from members of the Ghana Real Estate Developers Association (GREDA), whose speciality is the construction of residential buildings, to test the validity of this conceptual model. The findings, which confirm the validity of the model, demonstrate the suitability and potential usefulness of this model for developing a competency-based agenda towards the professional development of PMs involved in the implementation of MHBPs in developing countries, like Ghana. The model could, therefore, form the basis for curriculum development, recruitment and selection, team-deployment and job matching, career development, and succession planning to facilitate the achievement of managerial best practices in MHBPs.
Journal Article
Reference Number:AHADZIE, D. K., PROVERBS, D., OLOMOLAIYE, P. O. & ANKRAH, N. A. (2008c) Construction Management and Economics, 27 (1), pg 89-102.
21 January 2009
Factors influencing the culture of a construction project organisation: An empirical investigation,
Abstract
Purpose: It is widely recognised that improving project delivery in construction requires a consideration of the culture within the project organisation which is often associated with fragmentation, antagonism, mistrust, poor communication, finger-pointing, machismo, and sexism. Many have thus called for cultural change on construction projects. However change can only take place when there is an understanding of the drivers of culture within the construction project organisation (CPO). Given the argument in cultural theory that culture reflects distinct adaptations to the environments in which people operate, this research was undertaken to look for empirical evidence that the culture of the CPO is associated with particular features of construction projects.
Approach: A mixed methodology approach was employed with qualitative data collected through semi-structured interviews, and quantitative data on project features and cultural orientations collected through a questionnaire survey of UK contractors.
Findings: Factor analysis revealed five principal cultural dimensions of workforce orientation, performance orientation, team orientation, client orientation and project orientation. It was found that these five dimensions are associated with a number of key project features, in particular project size, complexity, influence of participants like the quantity surveyor, client and main contractor, the level of importance of cost and health and safety (H&S), location, and the number of variations. Significantly, no evidence was found to confirm that the procurement approach adopted influenced culture.
Value of paper: The findings provide some insight into the cultural consequences of project features, awareness of which is essential if appropriate strategies are to be developed to mitigate the negative impacts of culture.
Journal Article
Reference Number:ANKRAH, N. A., PROVERBS, D. & DEBRAH, Y. (2009a) Factors influencing the culture of a construction project organisation: An empirical investigation, Engineering Construction and Architectural Management, 16(1), pg. 26-47.
