Charoenngam, C and Maqsood, T (2001) A qualitative approach in problem solving process tracing of construction site engineers. In: Akintoye, A (Ed.), 17th Annual ARCOM Conference, 5-7 September 2001, University of Salford. Association of Researchers in Construction Management, Vol. 1, 475-83. A QUALITATIVE APPROACH IN PROBLEM SOLVING PROCESS TRACING OF CONSTRUCTION SITE ENGINEERS Chotchai Charoenngam and Tayyab Maqsood School of Civil Engineering, Asian Institute of Technology, Thailand The construction project success greatly depends upon the effectiveness of problem solving process exercised by site managers. This process has been explored to investigate factors impeding its effectiveness. Ninety-nine civil engineers were presented with common on-site problems through various informal intuitive and formal non-intuitive tools and techniques. The nature of tools employed is found to have an effect on problem recognition. Factors like management and technical cognitive styles, the phenomenon of ‘selective perception,’ non-existence of mental models of problem and cognitive biases are found associated with informal tools usages. The study reveals a lack of meta-cognitive awareness among some engineers regarding the problem solving process and their role as a site manager. Non-intuitive formal tools help frame the problems in a more rational and logical way not affected by these psychological factors. The use of non-intuitive tools employed was not found to be difficult and their non-use may be attributed to the unawareness of the existence of such tools. Variations in the problem solving processes exercised by the engineers question the present definition of experience and its value as a measurement of expertise. The focus group interview approach assisted to develop some insights into the current practice of site managers. Keyword: construction experience, decision making, site management, site engineer INTRODUCTION From all stages of construction project starting from design to completion, the construction stage is the largest and the most important in terms of time required to completion and the amount of money to be spent for actual construction. This stage is responsible for the conversion of the ideas into physical shapes. To accurately predict or assess all problems concerned during this stage is a truly difficult job because of the unpredictability of the on-site construction environment. Unexpected problems are inevitable on construction projects because predictive and preventive techniques can never be perfect (Loosemore, 1994). The construction process involves the particular movement of tools, material and workers. The arrangement of the work place characteristics, the scheduled time, and inspection criteria all make the environment complex and uncertain due to which predictability becomes truly difficult (Bennett, 1983). If most on-site problems go unnoticed at the early stage, they may create a lot more trouble later leading to decreased site productivity and finally schedule delays and cost overruns. Monitoring and control are attempts to spot problems while the project is in the execution stage. The key to problem recognition lies in comparing actual progress to