Journal articles: 'Construction projects'

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Kahn, Karen, Arlene Stein, Laura Harris, and Elizabeth Crocker. "Construction Projects." Women's Review of Books 15, no. 7 (April 1998): 8. http://dx.doi.org/10.2307/4022919.

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Oluwatosin, Egbebi Adeleke. "Quality Management in Construction Projects." International Journal of Research Publication and Reviews 5, no. 7 (July 2024): 432–39. http://dx.doi.org/10.55248/gengpi.5.0724.1615.

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Moradi, Sina, Kalle Kähkönen, and Kirsi Aaltonen. "Project Managers’ Competencies in Collaborative Construction Projects." Buildings 10, no. 3 (March 9, 2020): 50. http://dx.doi.org/10.3390/buildings10030050.

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Collaborative delivery methods in construction projects provide a new operational environment, which can foster effective interaction and cooperation between different project stakeholders. Project managers are one of the most important players in this environment, who therefore need to possess appropriate competencies. Collaborative construction projects and their managerial solutions are still a relatively new field and, thus, special aspects such as competencies of project managers in such projects have been limitedly studied. The present research aimed to evaluate project managers’ competencies in collaborative construction projects in Finland through a human behavioral approach, where project managers’ everyday work was the main source for understanding the competencies of relevance. Accordingly, a web-based questionnaire and semi-structured interviews were used for data collection from the case projects. Based on the gained data, project managers’ behaviors were analyzed, and consequently, their specific competencies were identified. Findings of this study propose 10 core competencies for project managers in collaborative construction projects, e.g., group capabilities, language proficiency, and leveraging diversity. Additionally, a set of supportive competencies were identified which, together with the core competencies, form the profile of project managers’ competencies for collaborative construction projects. Finally, the differences between competencies needed in traditional and in collaborative construction projects are discussed.

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Navon, Ronie. "Automated project performance control of construction projects." Automation in Construction 14, no. 4 (August 2005): 467–76. http://dx.doi.org/10.1016/j.autcon.2004.09.006.

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Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 2 (May 2, 2024): 42–51. http://dx.doi.org/10.15406/mojbm.2024.09.00216.

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This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycle. Consequently, this integration leads to improved project outcomes and goal achievement. Furthermore, the research highlights the growing recognition among construction professionals of the importance of adopting methodologies that enhance their project management skills, demonstrating a pressing need for such approaches in the industry. Statistical validation confirms the appropriateness of applying the Hybrid Project Management Methodology in the construction sector, with a significant result of 3.903, indicating a high level of appropriateness.

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Dixit, Saurav, and Kinshuk Saurabh. "Impact of Construction Productivity Attributes Over Construction Project Performance in Indian Construction Projects." Periodica Polytechnica Architecture 50, no. 1 (April 30, 2019): 89–96. http://dx.doi.org/10.3311/ppar.12711.

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Performance of a construction project could be influenced by a number of attributes, especially large and complex projects lay additional focus on the success / failure attributes, because of the intensive amount of money invested, a high degree of uncertainty, the complexity of personnel’s required, a multiplicity of goals and problems in coordination between different stakeholders encountered. In this research paper, the author intended to define and examine the relationship and impact of construction productivity (CP) over construction project performance (CPP). The author tests the proposition that there is a positive relationship/impact between both of them. And to test the effect of factors is affecting CP on CPP and to propose a conceptual model on the basis of the analysis. To validate the mathematical validity of factor analysis, Spearman correlation analysis has been performed on the factors. And to check the reliability of all the factors using reliability analysis, and finally test the hypothesis that construction productivity is having a positive impact on project performance using one sample t-test. The findings of the study concluded that there is a positive impact of construction productivity on project performance in Indian construction projects. This paper attempts to identify the relationship between CP and CPP and recommends the framework for the industry to grow sustainably and deliver projects successfully. This study is conducted using a structured questionnaire survey in India and to validate the results of the study similar kind of study is required to be conducted in the other regions of the country to have more reliable findings."This paper is the revised version of the paper that has been published in the proceedings of the Creative Construction Conference 2018: Dixit, S., Mandal, S. N., Thanikal, J. V, & Saurabh, K. (2018). Construction Productivity and Construction Project Performance in Indian Construction Projects, m(July), 379–386. https://doi.org/10.3311/CCC2018-050".

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Afshari, Ali Reza, and Nazi Ghamkhar. "EMOTIONAL INTELLIGENCE TRAINING IN CONSTRUCTION PROJECTS." NWSA Academic Journals 18, no. 1 (January 26, 2023): 1–10. http://dx.doi.org/10.12739/nwsa.2023.18.1.1a0483.

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Sudirman, Weddy Bernadi, and Sarwono Hardjomuljadi. "Project Risk Management in Hydropower Plant Projects." Journal of Infrastructure Development 3, no. 2 (December 2011): 171–86. http://dx.doi.org/10.1177/097493061100300205.

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The development of hydroelectric power plant is one of the efforts in utilising water resources for people’s welfare by generating the energy for electricity purpose. Nowadays, the installed capacity of hydro electric power plants is 3,529 MW from the total installed capacity 24,846 MW from various power plants owned by PT PLN (Persero) and the hydropower potential 75,000 MW all over Indonesia. Hydroelectric power plant has complex structures and involves large amounts of capital with a long-running construction period. This situation imposes uncertainty factors with considerably high risks. The construction phase is identified as a critical phase in hydropower projects where many unforeseen factors occur. Failure to manage project risks leads to significant problems for the client such as completion time delays and cost overruns. In order to prevent time delays and cost overruns in hydropower construction in PT PLN (Persero), the study on project risk management in the construction stage of hydropower plant projects had been conducted. The purpose of this study was to identify and measure the importance of construction risks and to determine the level of agreement or disagreement between the client, consultants and contractors on the ranking of construction risk in hydropower projects. The author selected the respondents from the clients, consultants and contractors’ personnel who had work experience in hydropower construction projects in PT PLN (Persero). JEL Classification: L74—Construction

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Mishra, A. K., Madan Sharma, and Janani Selvam. "Extension of Time In Construction Projects." MEC-J (Management and Economics Journal) 6, no. 2 (August 29, 2022): 157–72. http://dx.doi.org/10.18860/mec-j.v6i2.16659.

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Timely complementation of project is highly focused. With an aim to assess the consequences of time extension in terms of project’s performance i.e time and cost based on cases of Nepal. The questionnaire contained statements on practices adopted of Eot in construction field, consequences of Eot in the project’s cost and time and impacts of Eot in the project’s performance through literature review. Also, the impacts of Eot in the project’s performance were tested through Hypothesis test method. Total of four statements from practices adopted in construction, seventeen statements from the consequences of Eot and Four statements from the impacts of Eot in projects performance were established and administrated on twelve projects for collecting the information. The identified results were analyzed with Relative Importance Index (RII) and Ranking. The significant impacts of cost, time and quality were tested on project performance by Regression as set Hypothesis. Overall RII of practices adopted of Eot in construction field as timing of Eot claim varied from maximum 0.813 to minimum 0.74. The RII of consequences of Eot varied from maximum 0.920 to minimum 0.600. Architect too busy with other tasks attend the bottom position based on overall RII rank value.

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Kantola, Mikko, and Arto Saari. "Project delivery systems for nZEB projects." Facilities 34, no. 1/2 (February 1, 2016): 85–100. http://dx.doi.org/10.1108/f-03-2014-0025.

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Purpose – The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability. Design/methodology/approach – Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature. Findings – The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system. Originality/value – The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers." International Journal of Real Estate Studies 15, no. 1 (June 23, 2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.

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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.

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Velayudhan, Divya P., and Sam Thomas. "Outcomes of Project Management Success in Construction Projects." Asian Journal of Research in Social Sciences and Humanities 7, no. 10 (2017): 421. http://dx.doi.org/10.5958/2249-7315.2017.00515.9.

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Gang, Ji-Sun, and Han-Soo Kim. "Evaluation of Project Manager's Leadership in Construction Projects." Korean Journal of Construction Engineering and Management 11, no. 1 (January 31, 2010): 151–59. http://dx.doi.org/10.6106/kjcem.2010.11.1.151.

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Górecki, Jarosław. "PROJECT PERSONALITY OF MANAGERS IN INVESTMENT CONSTRUCTION PROJECTS." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 475 (2017): 45–54. http://dx.doi.org/10.15611/pn.2017.475.04.

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Abdelmasseh, R. M., H. A. Bassioni, and E. F. Gaid. "Project Manager Skills affecting Construction Projects in Egypt." IOP Conference Series: Earth and Environmental Science 1056, no. 1 (August 1, 2022): 012038. http://dx.doi.org/10.1088/1755-1315/1056/1/012038.

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Abstract The research was to explore the relationships between Construction Project manager skills and the performance of projects in Egypt. Specifically, this study investigated the relationship between the project manager skills (Technical Skills, Human skills, Conceptual Skills, Political and Social Skills) and the dimensions of project performance (Project Cost and Project Time). Hard skills include technological abilities, background, industry knowledge, and project experience. That define the tangible portion of a project manager’s resume as the 21st century recognition of project management. Data has been collected from 104 expert engineers who have a good realistic background in the field of construction industry; questionnaire survey is the used method. The results of analysis propose that risk management abilities have a significant association with project cost and time performance. The Egyptian construction sector may use the findings as a guideline to choosing project managers with the ‘suitable’ skills profile or focusing training and development programs on skills crucial for successful projects.

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McWhirt, Darren, Junyong Ahn, Jennifer S. Shane, and Kelly C. Strong. "Military construction projects: comparison of project delivery methods." Journal of Facilities Management 9, no. 3 (July 12, 2011): 157–69. http://dx.doi.org/10.1108/14725961111148072.

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Griffith, Andrew F., G. Edward Gibson, Michele R. Hamilton, Aniello L. Tortora, and Charles T. Wilson. "Project Success Index for Capital Facility Construction Projects." Journal of Performance of Constructed Facilities 13, no. 1 (February 1999): 39–45. http://dx.doi.org/10.1061/(asce)0887-3828(1999)13:1(39).

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Naaranoja, Marja, Päivi Haapalainen, and Heikki Lonka. "Strategic management tools in projects case construction project." International Journal of Project Management 25, no. 7 (October 2007): 659–65. http://dx.doi.org/10.1016/j.ijproman.2007.04.002.

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Naveen, N., Nadendla Harshit, D. Muthu, C. Venkatasubramaniam, and P. Sharmila. "Post Project Assessment of Risk in Construction Projects." International Journal of Engineering & Technology 7, no. 3.12 (July 20, 2018): 185. http://dx.doi.org/10.14419/ijet.v7i3.12.15916.

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In these days construction projects are applied in risky and unstable environments results in a very high risk factors and unreliability. Risk assessment is a way to conclude the risks and quandary of the project executed and directs it with some actual solutions. In this field the top managements authority need to detect the value, phase, grade and status of the project. Since there is lot of different problems are intricate in construction and it is so hard to keep in existence of value, phase, grade and status as schedule. This paper recognizes the factors required in the projects of construction field and to predict the possibilities which are affects the construction and reduction calculations. The probable risk factors available in the post project and it is categorized the very little effects to huge effects has been composed by the questionnaire survey. And the outcomes were look over by the SPSS software. The acceptable guidance was afforded to make over the negative issues.

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Nugroho, Laksono D., Budi Witjaksana, Wateno Oetomo, and Andi Setiawan. "Analysis of Construction Contract Project Comparison with PNPM Based Projects in Construction Projects (PPIP Project Implementation Study In Tuban District)." Journal of Physics: Conference Series 1364 (December 2019): 012052. http://dx.doi.org/10.1088/1742-6596/1364/1/012052.

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Weerasinghe, Gamini, Karthik Soundararajan, and Janaka Ruwanpura. "LEED–PDRI Framework for Pre-project Planning of Sustainable Building Projects." Journal of Green Building 2, no. 3 (August 1, 2007): 123–43. http://dx.doi.org/10.3992/jgb.2.3.123.

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Green buildings help in sustainability, in terms of achieving energy efficiency and minimizing the utilization of natural resources. Additional benefits include long-term sustainable building management and maintenance. There is, therefore, compelling motivation for the building of sustainable projects. This inspiration has led to the development of the leadership in energy and environmental design (LEED) rating systems and projects by the United States Green Building Council and the Canadian Green Building Council. Proper building project management (BPM) of such projects is warranted. Pre-project planning is a crucial part of BPM that ensures delivery and performance of construction projects. Pre-project planning is defined as the process that encompasses all the tasks between project initiation and detailed design. There is a positive relationship between comprehensive pre-project planning and enhanced project performance. Given the motivation for environmentally sustainable projects and proper management of constructing such projects, diligent pre-project planning for such projects is required. This paper investigates the use of the LEED rating system in pre-project planning of sustainable construction projects by developing a matrix that combines the LEED and the Project Definition Rating Index (PDRI) developed by the Construction Industry Institute. The conceptual matrix and its application to a case study demonstrates that the value of linking pre-project planning with LEED to improve the decision making process during planning and designing of building projects to improve sustainability.

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Radhakrishnan, S., Dr K. G. Selvan, and Dr S. Senthil Kumar. "Article on Handling Challenges in Construction Projects." International Journal of Social Science and Economics Invention 03, no. 01 (June 2, 2015): 115–19. http://dx.doi.org/10.23958/ijssei/vol03-01/04.

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Sadiq, Muhammad Naeem, and Muhammad Shahid Nawaz. "Nexus between Ambidextrous Leadership and Xenophobia in Construction Project Success." iRASD Journal of Management 4, no. 2 (June 28, 2022): 328–43. http://dx.doi.org/10.52131/jom.2022.0402.0082.

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Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, enhancing Project Success (PS) parameters by reducing the impact of Xenophobia (XP). Besides, previous studies relating to ambidextrous leadership (AL), and xenophobia, among CPEC projects in Pakistan and its implication for project success are inadequate. Hence, this study examines the mediating role of Xenophobia on the relationship between ambidextrous leadership and project success. The Study framework is established on ambidextrous theory. Data was collected from persons holding various key positions in the construction projects under CPEC – China Pakistan Economic Corridor. Total questionnaires of 570 were distributed, and 424 were returned. A convenient sampling technique was used. Hypotheses tests were performed via Smart PLS 3.0. Results show that the closing behavior of a leader positively affects the construction project’s success. In contrast, the opening behavior of the leader fails to establish with construction project’s success. Besides, Opening and closing leadership behavior have a negative relationship with Xenophobia. While Xenophobia has a negative effect on the construction project's success. Xenophobia mediated the relationship between Opening & closing leadership and a construction project’s success. Findings provide essential insights to owner-managers, policy-makers, and researchers for further understanding this research.

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Lee, Kyusung, and Jaehyun Choi. "Project Risk Assessment Through Construction Sequence Analyses for Industrial Plant Construction Projects." Korean Journal of Construction Engineering and Management 14, no. 4 (July 31, 2013): 140–51. http://dx.doi.org/10.6106/kjcem.2013.14.4.140.

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Hwang, Bon-Gang, Xiaojing Zhao, and Jane Lim. "Job satisfaction of project managers in green construction projects." Engineering, Construction and Architectural Management 27, no. 1 (August 2, 2019): 205–26. http://dx.doi.org/10.1108/ecam-10-2018-0451.

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Purpose Green building is a promising approach to improve resource efficiency and achieving sustainable development. The success of green construction projects is closely associated with the performance of project managers (PMs), while job satisfaction plays a major role in the performance of PMs. However, the emphasis placed on the job satisfaction of PMs in green construction projects remains minimal. The purpose of this paper is to identify the relationships between the job satisfaction of PMs and its key influencing factors in green construction projects, and to propose feasible strategies to improve the job satisfaction of PMs. Design/methodology/approach A questionnaire survey is conducted, data collected from 105 construction PMs are analysed using structural equation modelling. Interviews with five industry experts are further conducted to substantiate the results. Findings The results identified four major components of job satisfaction, namely, “job content”, “resource adequacy”, “work context” and “the personality and competence of jobholders”. The analysis also found that “technical requirement” and “split incentive” condition of green construction projects, “the expertise and awareness of PMs” and “demand and support from stakeholders” has significant impacts on PMs’ job satisfaction. Furthermore, this study developed eight strategies to improve PMs’ job satisfaction, including “increase recognition opportunities for PMs”, “government incentives and financial support” and “introductory and training courses on green construction legislation and processes”. Originality/value The findings assist construction companies in formulating measures to improve the job satisfaction and performance of PMs in green construction projects.

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Van Hien, Nguyen. "Reuse of wastewater in construction projects." E3S Web of Conferences 403 (2023): 02003. http://dx.doi.org/10.1051/e3sconf/202340302003.

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Wastewater generated in construction projects such as hotels, resorts, high-rise apartments, mixed-use commercial centers, etc. accounts for a significant amount, including domestic wastewater and rainwater. The reuse of wastewater for domestic use, irrigation, fire fighting, and cooling purposes is being encouraged and applied to save the amount of freshwater used, reduce production costs, lower management and operating expenses of construction works, protect the environment, and save energy and chemicals. In this article, the author introduces solutions for reusing domestic wastewater and rainwater from construction projects, meeting the trend of developing green, eco-friendly, and energy-renewable constructions for both present and future.

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HAMADA, Mohamed Ahmed. "Investigate the Efficiency of Project Management Software in Construction Projects." Eurasia Proceedings of Science Technology Engineering and Mathematics 22 (August 30, 2023): 247–57. http://dx.doi.org/10.55549/epstem.1350951.

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Construction projects are usually regarded as massive and mostly have significant complexity and risky projects, they take longer times to be accomplished, also have a lot of phases, for that fact this research will be dedicated to finding how can project management software help in the success and deliverable of construction projects in high efficiency. Hence, project management software is used in different types of projects not only construction projects but also are used in IT projects, oil and gas projects, industrial projects …etc., this article is focused on mainly “construction projects” as mentioned earlier they are the vast and hard to delivered and overdue time can happen in most cases. The research seeks to discover the different types of project management software popularly used in construction projects and how they help or assist in such projects. The research is carried out within the commercial cities of Kazakhstan country (Almaty, Nur sultan, and Atyrau) with a qualitative mode; all data are sourced by individual interviews, recommendations, questionnaires, and observations. At the end of the research, a comprehensive result was gathered on the relative usage of project management software, with the analysis of how they are used and how they improve efficiency and support their roles in such projects.

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Luo, Wenkai, Malindu Sandanayake, Guomin Zhang, and Yongtao Tan. "Construction Cost and Carbon Emission Assessment of a Highway Construction—A Case towards Sustainable Transportation." Sustainability 13, no. 14 (July 14, 2021): 7854. http://dx.doi.org/10.3390/su13147854.

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Due to its dynamic nature in construction, benchmarking environmental emissions of road construction projects can be a daunting task. Often stakeholders will have to prioritize the economic and environmental indicators based on the project objectives. The study presents a methodological framework to compare economic and environmental impacts to benchmark sustainable transport construction projects. Through findings, the study aims to inform focus areas and key stages of infrastructure projects to benchmark sustainable performance. Process-based emission and cost estimation models are presented with an AHP based weighting factor that enables prioritization of emissions and costs based on project scopes and objectives. Using a case study, results are represented to validate the framework and methodology. Concrete and steel are identified as the main materials that contribute to total carbon emissions, while soil and gravel are responsible for the highest costs. Electricity consumption is discovered as the major fuel type contributing to carbon emissions. Concrete and dump trucks are discovered as the top two sources of emissions and costs, respectively. Scenario analyses revealed that the choice of equipment significantly affects the project’s emissions and costs. The application of sustainable materials can significantly reduce emissions and cost. The use of the case study approach results in a lack of generalizability. However, the same methodology and process can be adopted for the sustainable benchmarking of different projects. Researchers are encouraged to investigate processes to automate sustainable benchmarking of transport infrastructure construction projects. The study is one of the first attempts to compare cost and environmental impacts using a systematic methodology of transportation infrastructure construction projects.

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Zulkiffli, Noorul Adharina, and Aryani Ahmad Latiffi. "Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects." MATEC Web of Conferences 266 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201926601011.

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Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.

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Rubtsova, Mariia, Anastasiia Soldatenkova, and Olga Petreneva. "Construction innovation projects risks." PNRPU Construction and Architecture Bulletin 7, no. 2 (2016): 76–82. http://dx.doi.org/10.15593/2224-9826/2016.2.08.

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McDermott, P., M. Khalfan, and W. Swan. "Trust in construction projects." Journal of Financial Management of Property and Construction 10, no. 1 (March 2005): 19–32. http://dx.doi.org/10.1108/13664380580001061.

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Elawi, Ghazi Saad A., Mohammed Algahtany, Dean Kashiwagi, and Kenneth Sullivan. "Major Factors Causing Construction Delays in Mecca." Journal for the Advancement of Performance Information and Value 7, no. 1 (December 1, 2015): 75. http://dx.doi.org/10.37265/japiv.v7i1.55.

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Delays are a major cause for concern in the construction industry in Saudi Arabia. This paper identifies the main causes of delay in infrastructure projects in Mecca, Saudi Arabia, and compares these with projects around the country and other Gulf countries. Data was obtained from 49 infrastructure projects undertaken by the owner and were analyzed quantitatively to understand the causes and severity of delay. 10 risk factors were identified and were grouped into four categories. Average delay in infrastructure projects in Mecca was found to be 39% of the estimated projects schedules. The most severe cause of delay was found to be the land acquisition factor. This highlights the critical land ownership and acquisition issues that are prevailing in the city. Additionally, other factors that contribute to delay include contractors’ lack of expertise, haphazard underground utilities (line services), and re-designing. It is concluded that the majority of project delays were caused from the owner’s side as compared to contractors, consultants, and other project’s stakeholders. This finding matched with the research findings of the Gulf Countries Construction (GCC) industry’s literature. This study fills an important practice and research gap for improving the efficiency in delivering infrastructure projects in the holy city of Mecca and Gulf countries at large.

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Klaus-Rosińska, Agata, and Joanna Iwko. "Stakeholder Management—One of the Clues of Sustainable Project Management—As an Underestimated Factor of Project Success in Small Construction Companies." Sustainability 13, no. 17 (September 2, 2021): 9877. http://dx.doi.org/10.3390/su13179877.

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According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success.

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Serpell, Alfredo, and Luis Fernando Alarcón. "Construction process improvement methodology for construction projects." International Journal of Project Management 16, no. 4 (August 1998): 215–21. http://dx.doi.org/10.1016/s0263-7863(97)00052-5.

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Kambek, Erkan, and Gülsüm Tanyeli. "CULTURAL HERITAGE MANAGEMENT: PROJECT DELIVERY SYSTEM OF CONSERVATION PROJECTS." Scientific works/Elmi eserler 1, no. 1 (April 21, 2022): 138–48. http://dx.doi.org/10.58225/sw.si.2022.1.138-148.

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In general, cultural heritage projects are accepted as construction work. For this reason, traditional project management and delivery systems applied for construction projects are also applied for conservation projects. However, conservation projects are more of an activity of conserving and improving the existing structure than constructing, due to the existence of the structure subject to the project. This conservation activity, which should be done scientifically, also necessitates developing a management approach apart from that of an ordinary building, due to the values embodied in the cultural heritage. Understanding and defining these values are the cornerstones of conservation projects. So, what are the ways of planning a project delivery system that will respect the values defined for the cultural heritage? Seeking for possible answers to this question could support producing a higher quality process and result for cultural heritage conservation projects.Currently, it has been seen that the most common applied project delivery system for cultural heritage conservation is the traditional project delivery system. However, it is obvious that the issues arising from the characteristics of the conservation projects can not be solved by continuing within the traditional delivery systems. The aim of this paper is to show the necessity to develop a delivery system specific to conservation projects due to the basic characteristics of conservation projects. It is believed that a proposal for the project delivery system for conservation projects including features of conservation project facts will contribute to conduct and achieve conservation works with better quality.

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Li, Ying, Sara Al-Haddad, Timothy R. B. Taylor, Paul M. Goodrum, and Roy E. Sturgill. "Impact of Utilizing Construction Engineering and Inspection Consultants on Highway Construction Project Cost and Schedule Performance." Transportation Research Record: Journal of the Transportation Research Board 2673, no. 11 (June 19, 2019): 716–25. http://dx.doi.org/10.1177/0361198119854086.

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State transportation agencies (STAs) are tasked with constructing and maintaining complex transportation networks while facing changes in agency construction staff with respect to age, experience level, turnover, retirement, and increasing levels of consulting services that are used to manage STA construction operations. To keep up with the increasing demands of projects, STAs are utilizing Construction and Engineering Inspection (CEI) consultants to fill the demand for construction-related human resources. However, the impact of using CEIs on project cost and schedule performance has not been quantified. The current work addresses this knowledge gap by analyzing a database of 305 completed highway construction projects across 16 STAs. The analysis found that projects that utilized CEI consultants had higher levels of full-time equivalent construction staffing than projects that utilized only agency staff. The use of CEI consultants had no impact on project cost compared with projects that relied solely on agency staff. Projects that used CEI consultants had an average cost overrun of 20.2% compared with agency-staffed projects, which experienced average schedule overruns of −7.7% (i.e., the project, on average, finished early). The schedule difference was statistically significant.

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Obondi, Kennedy. "The impact of project risk audits on construction project success." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 103–15. http://dx.doi.org/10.5937/jemc2002103o.

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Risk audit is often poorly implemented in construction projects because of the absence of constant auditing of risks by construction project managers. Construction companies are experiencing large financial deficits because of managers failing to audit and monitor project risks. The purpose of this study was to examine whether the utilization of risk audit correlates with project success in construction projects. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area of Texas in the United States. Spearman's rho correlational analysis and simple logistic regressions were used to examine the relationship between risk audit and project success. The results of this study indicated that there is a positive and significant association between risk audit and project success in terms of schedule performance, cost performance, customer satisfaction, and business success. One of the recommendations presented in this study was to expand the study to developing countries to see whether the findings from the study remain the same. The study concluded that construction organizations should regularly consider the importance and usage of risk audit techniques to improve the success rate of a project.

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Choi, Jaeh Yun, and Ho Jeong Song. "Optimized Construction Equipment Allocation Method for Highway Construction Projects." Advanced Materials Research 671-674 (March 2013): 3120–25. http://dx.doi.org/10.4028/www.scientific.net/amr.671-674.3120.

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Highway construction projects are divided into new roadway construction and rehabilitation projects. In Korea total contract value of highway construction projects was over $2 Billion in 2011, which took over 24% of the total budget of the Korea Highway Corporation, and the volume is expected to be increase due to many rehabilitation projects for the existing roadways. Highway construction is known as a collection of linear and repetitive operations that are highly equipment intensive. Typically, construction equipment costs made up to 40% of the total construction costs on the highway construction projects. Therefore, construction cost and time for the highway construction projects are highly dependent upon the effective usage of construction equipment. In other words, the utilization of construction equipment has a great impact on the entire construction process and the optimal selection of the equipment becomes the key factor to the project success. However, most construction projects rely on experience or intuition without proper consideration or planning when it comes to select construction equipment. This research involves analyzing current equipment utilization to identify the major factors affecting equipment selection process for the asphalt pavement operation with the help of a computer simulation technique. The methodology developed can replace educated-guessing in the planning process for the equipment selection process.

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Mahdavi, Mehdi, and Mehrdad Kangani. "A Study on Effects of Risk Management in Urban Tunnel Constructing Projects." Modern Applied Science 10, no. 12 (July 11, 2016): 34. http://dx.doi.org/10.5539/mas.v10n12p34.

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Although many studies have been conducted on project management and risk management until now, tunnel constructing projects are not under risk management studies. The focus of this study is to define the risks which are effective on tunnel constructing projects and also the method of configuration, relationships and amount of such risks. Then, the responses of the project and the methods of risk management in tunnel constructing projects will be discussed in this study; in order to get favorite results of project through conducting risk management routines.Tunneling projects consist of complicated events and sophisticated technical systems. So, the risk management must of high importance for managers and engineers involved in such projects. In order to understand the involved risks, some questionings were conducted on tunnel constructing companies. At the end of these questionings, some solutions were proposed to solve the risk problem. In this study, the projects involved in Tehran subway system’s construction were studied.Based on the Standish Group’s report, 40 percent of construction projects don’t come to end and 50 percent of construction projects consume more budget than estimated. Furthermore, about 50 percent of finished projects don’t have the enough functionality. Since covering the most aims and missions of organizations are depicted in operational projects, management and risk control play a vital role in success of projects.

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Fang, Liya. "Key Points and Difficulties in the Management of a New Guangzhou 12th People’s Hospital Branch." Journal of World Architecture 8, no. 3 (July 11, 2024): 63–71. http://dx.doi.org/10.26689/jwa.v8i3.7524.

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During the 13th Five-Year Plan period, to improve medical and health services, the Guangzhou Municipal government invested billions in medical construction. During that time, Guangzhou was renewing its approval procedures for construction projects, and the COVID-19 outbreak changed the requirements of hospital construction. In addition to focusing more on spatial planning and layout, the integration of specialized departments, large-scale medical equipment, and numerous intelligent systems increased the complexity of hospital construction projects. The success of these projects often hinges on the quality of the management team. If a hospital construction project manager lacks experience and an understanding of the project’s key aspects, they may struggle with organization, management, and problem-solving, leading to rework, resource waste, and delays. This paper uses the construction of a new Guangzhou 12th People’s Hospital branch as an example to describe the key points and difficulties in each stage of project construction and proposes solutions for the management of similar projects in the future.

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Lalmi, Abdallah, Gabriela Fernandes, and Sassi Boudemagh Souad. "A conceptual hybrid project management model for construction projects." Procedia Computer Science 181 (2021): 921–30. http://dx.doi.org/10.1016/j.procs.2021.01.248.

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Mályusz, L., and Z. Vattai. "Project scheduling algorithms for construction projects with stretchable activities." IOP Conference Series: Materials Science and Engineering 1218, no. 1 (January 1, 2022): 012043. http://dx.doi.org/10.1088/1757-899x/1218/1/012043.

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Abstract Project management requires increasingly complex, sophisticated scheduling models, preferably in the simplest possible way, for which the rapid expansion of computing capacity provides an increasing opportunity. In this paper, we examine deterministic models that, as a further development of the traditional CPM and PDM models (with four well-known minimum and maximum priority relationships) allow activity to be stretchable. The aim of the study is a) to implement different algorithms for time analysis on computers, b) to compare their speeds on large-scale real and artificial projects; c) to prepare proposals for selecting the best fitting algorithm(s) to the specific model(s). The comparison was based on real network. The results show that depending on the models, different algorithms perform well, so we recommend that different algorithms be implemented in the scheduling tools and let the tool decide which algorithms will be optimal for the computation time

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Atout, Mamoon Mousa. "Importance of Project Management Implications in Construction Industry Projects." BULMIM Journal of Management and Research 5, no. 1 (2020): 17. http://dx.doi.org/10.5958/2455-3298.2020.00003.3.

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Zuo, Jian, and George Zillante. "Project Culture within Construction Projects - A Pilot Case Study." International Journal of Construction Management 6, no. 2 (January 2006): 15–29. http://dx.doi.org/10.1080/15623599.2006.10773085.

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Fachrizal, M. R., J. C. Wibawa, and Z. Afifah. "Web-Based Project Management Information System in Construction Projects." IOP Conference Series: Materials Science and Engineering 879 (August 7, 2020): 012064. http://dx.doi.org/10.1088/1757-899x/879/1/012064.

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Larson, Erik. "Project Partnering: Results of Study of 280 Construction Projects." Journal of Management in Engineering 11, no. 2 (March 1995): 30–35. http://dx.doi.org/10.1061/(asce)0742-597x(1995)11:2(30).

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Karrbom Gustavsson, Tina, and Hayar Gohary. "Boundary action in construction projects: new collaborative project practices." International Journal of Managing Projects in Business 5, no. 3 (June 15, 2012): 364–76. http://dx.doi.org/10.1108/17538371211235272.

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Tabassi, Amin Akhavan, Maria Argyropoulou, Kamand M. Roufechaei, and Rachel Argyropoulou. "Leadership Behavior of Project Managers in Sustainable Construction Projects." Procedia Computer Science 100 (2016): 724–30. http://dx.doi.org/10.1016/j.procs.2016.09.217.

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van der Velde, Robert R., and Dirk Pieter van Donk. "Understanding bi-project management: engineering complex industrial construction projects." International Journal of Project Management 20, no. 7 (October 2002): 525–33. http://dx.doi.org/10.1016/s0263-7863(01)00053-9.

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Chen, Yong Qiang, Jun Ying Liu, Bingguang Li, and Binshan Lin. "Project delivery system selection of construction projects in China." Expert Systems with Applications 38, no. 5 (May 2011): 5456–62. http://dx.doi.org/10.1016/j.eswa.2010.10.008.

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Journal articles on the topic 'Construction projects'

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