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The health of an economy is heavily dependent on the productivity of the economy's major industries including construction. While most macro-measures of productivity in the USA construction industry indicate a decline, corresponding studies at the individual task level indicate an increase in productivity. Therefore, this paper aims to identify areas where productivity challenges exist and thus provide recommendations for improvement in the construction industry.

A model that relates the way construction projects are executed with the sources of data that inform productivity analyses is developed and presented. This effort/value-flow model informs the data analysis that is performed to determine productivity trends for management and field labor. Further analysis for field labor productivity using field data and management productivity was separately conducted. Management productivity was particularly difficult to gauge, resulting in the use of surrogate measures.

It was observed that while both field labor and management productivities at the industry level have been decreasing, the decrease in management productivity was five times that of field labor productivity. A similar trend was observed for management productivity at the project level.

The primary contribution of this paper to the body of knowledge and industry is the introduction of a holistic analysis of USA construction productivity. Recommendations to improve management productivity include the use of technology, especially project management software.

This study aimed to address a gap in subcontractor management by focusing on previously unexplored complexities surrounding subcontractor management in developing countries. While past studies concentrated on selection and relationships, this study delved into how effective subcontractor management impacts project success.

This study used the Bayesian Network analysis approach, through a meticulously developed questionnaire survey refined through a piloting stage involving experienced industry professionals. The survey was ultimately distributed among participants based in Accra, Ghana, resulting in a response rate of approximately 63%.

The research identified diverse components contributing to subcontractor disruptions, highlighted the necessity of a clear regulatory framework, emphasized the impact of financial and leadership assessments on performance, and underscored the crucial role of main contractors in Integrated Project and Labour Cost Management with Subcontractor Oversight and Coordination.

Previous studies have not considered the challenges subcontractors face in projects. This investigation bridges this gap from multiple perspectives, using Bayesian network analysis to enhance subcontractor management, thereby contributing to the successful completion of construction projects.