Starting with the basics on collaboration, this paper describes the development of a tool called "Collaboration Barometer", which can be used to measure the degree of collaboration between the participants in a construction project and shows how the results are processed and what benefits are derived from them.

A recently conducted survey with corporate members of the LCI showed that the main barriers in Lean implementation are managerial based. To achieve the required change, site managers play a very important role as the linkage between the people responsible for value-adding activities on the construction site and the top management.

Due to the numerous influencing factors, construction scheduling is a complex task. This paper suggests that further research is needed to close the existing gap in construction data management.

It is of utmost importance to identify factors which lead to poor management in Lean construction activities. This paper proposes that lack of ‘top management support’, ‘misperception about Lean practices’, and ‘lack of information sharing and integrated change control’ are the top three barriers for Lean implementation.

When scheduling a construction project, resource consumption, efficiency of the trades, external influences and the possible changes within the construction process must be taken into account. Hence, the complexity of the construction schedule and an exact planning is difficult. So often the time buffers are balancing the unexpected events. That's the reason the full potentials...