Project Organizations as Social Networks

High-performance teams achieve outcomes that exceed the expectations of the project and often demonstrate unique or innovative approaches within a final solution. The foundation of this high performance is the ability to focus on the success of the team over individual objectives. However, the recognition of this emphasis is based on the establishment of professional trust and strong communications between the team members. The social network model of construction introduced a dual-focused approach to enhancing these elements and creating high-performance project teams. The approach emphasizes balancing both a traditional project management emphasis on efficiency of communications with a focus on the social factors that move the project team from efficient to effective. In this paper, the model is extended to present the results of four studies of organizations that are full-service engineering companies that also provide construction oversight services. The paper presents the results of these studies in terms of the social network model and the achievement of high performance in the project teams. Analytical and graphical results are presented based on social network analysis techniques to provide a multiperspective analysis of the project teams.     

Critical Success Factors for Different Project Objectives

The identification of key factors for construction project success enables appropriate allocation of limited resources. Most of the related past work only identified critical success factors for construction projects in general. The present study seeks to distinguish these factors according to the project objectives of budget, schedule, and quality. The analytic hierarchy process is adopted to determine the relative importance of success-related factors. A hierarchical model for construction project success is presented. Sixty-seven success-related factors are considered. These factors are grouped under four main project aspects, namely, project characteristics, contractual arrangements, project participants, and interactive processes in the hierarchical model for project success. A questionnaire was developed to facilitate systematic data collection in this study. Experts with an overall average of 20 years of experience in the construction industry were invited to participate in the survey. Critical success factors addressing budget performance, schedule performance, quality performance, and overall project success are identified. Some pertinent findings of the study are discussed. Comparisons with findings of previous studies using neural network approach are also presented.     

Cognizance of Visual Design Management in Life-Cycle Project Management

This paper presents a unique approach to information management within a life-cycle project management model. Focus is shifted from the delivery of the physical facility to the creation of a business to service the project objectives employing concurrent engineering∕construction approaches. Typical life-cycle objectives are life-cycle cost and net worth, or cost/worth ratio. The definition and broad design of the facility and its components will be a collective responsibility, discharged by composite teams whose members are drawn from the respective participants. Their inputs are evaluated in real time against the above objectives. The traditional responsibility for detailing and conformity to the relevant codes and standards will still reside with the relevant design professionals. This paper introduces a visual design management system that has been developed to reflect the fundamentals of information and design management within the life-cycle project management paradigm.     

Multiple Device Collaborative and Real Time Analysis System for Project Management in Civil Engineering

Complexity in civil engineering projects has increased over the years, which has led to an increase in the number of organizations involved in those projects. In today’s environment, these organizations operate in different parts of the world requiring their personnel to be geographically distributed. However, current project management practices require project personnel to be geographically collocated and, thus, are unable to provide the infrastructure to support geographically distributed project management teams. In addition, current project management practices require access to personal computer (PC) based resources for project information, which is not always a feasible alternative for on-site project personnel, as it requires certain hardware and office configurations. Thus, alternatives to PC-based resources such as personal digital assistants (PDA) or phones are needed for information access. Moreover, once project information has been conveyed to all project personnel, the system should aid them in terms of providing data analysis tools and presenting technical or management solutions to the problems encountered by the project personnel. This paper presents a collaborative project management system with a knowledge repository, analysis resources, and multiple device access to support the infrastructure of distributed project management teams in complex architecture/engineering/construction projects. The primary goal for such a system would be to provide a platform where project information can be effectively shared with any of the project management personnel from anywhere and with a very few limitations on the computing device.     

Engineering-Based Decisions in Construction

This paper uses four case studies to emphasize the fact that field engineering decisions cannot be made without a full understanding of all the technical problems involved. Two of the studies are taken from conventional design-bid-build projects and two are taken from design-build projects in which the ability to strongly influence design in the interest of construction efficiency places a new and increased emphasis on construction and field engineering skills. The cases also show that field engineering decisions frequently address new and unexpected realities, changed conditions, and transient loads, and thus they require high levels of understanding, technical analysis, and creative thought. We emphasize the need for universities and construction engineering programs to develop graduates who are capable of integrating design and construction considerations throughout the project delivery process. We also urge programs to continue to focus strongly on field engineering as the foundation for success in an increasingly complex and technically driven construction industry.     

Decision Making in Flexible Mine Production System Design Using Real Options

Large multifaceted capital projects, such as those in the mineral resource industry, are often associated with diverse sources of both internal and external risks and uncertainties. Risks can cause delays to the planned schedule of a project, add a significant cost, and greatly influence its profitability. Uncertainties can be associated with project risks, as well as with opportunities that can develop throughout the project’s lifecycle. Having the ability to plan for these uncertainties, by incorporating flexible alternatives into the system design, is increasingly recognized as critical to long-term corporate success. This paper advances the knowledge needed to incorporate flexibility in systems engineering and management for both practitioners and researchers. Flexibility is defined in this paper as the ability of a system to sustain performance, preserve a particular cost structure, adapt to internal or external changes in operating conditions, or take advantage of new opportunities that develop during a mine’s life cycle by modifying operational parameters. By engaging in planning for flexible production systems, the effects of risk on a particular project value can be examined, project volatility can be calculated, and potential flexible mining alternatives can be evaluated. Once identified, a real options valuation provides a strategic decision-making tool for mine planners to determine the value of incorporating flexible alternatives into the mine plan. This paper demonstrates that flexibility can become an equal partner among the parameters controlling the decision-making process for underground engineering construction systems, followed by industry practitioners. It presents a methodology in mine production system design by introducing flexibility into design through the application of real options valuation techniques. Real world case studies related to flexible planning and design of construction and production systems in underground hard rock mines are presented.     

工程项目中的安全生产管理案例分析

结合大冶有色金属股份有限公司阳极炉改造工程安全生产管理实例,分析了建立工程建设项目中安全组织保证体系、实行施工安全措施、制定安全应急预案的重要性。     

Virtual Teams: Guide to Successful Implementation

The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international and multidisciplinary teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project planning and execution. However, potential barriers exist in several areas to the successful implementation of virtual teams. The needs of increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the nontechnical factors that can turn successful virtual teaming into virtual frustration. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing additional complications into the project process is one that can be easily crossed. This paper presents the findings of research that addresses the opportunities and potential barriers to successful virtual teams in the engineering, procurement, and construction industry. Combining results from current research, industry practices, and early results from nonconstruction industries, the research findings provide an initial path to successful virtual team implementation.     

Experimental-morphological and clinical basis of preventive methods for the intraoperative complications of the amputation of the lower extremity at the thigh level]

Using total quality management principles within a shared governance framework, this case study discusses how to design and implement a plan to achieve independent nursing practice when an employee has unique needs. This experience demonstrates the importance of looking at root causes, separating ability and compliance issues, using all available resources creatively, and planning for success.     

Partnering Mechanism in Construction: An Empirical Study on the Chinese Construction Industry

Partnering and its principles have increasingly been introduced to the construction industry to improve the efficiency of project delivery. However, little research outlines the mechanism behind its application. This paper presents the findings of a study that was conducted to develop and test a partnering model that reveals the relationships between the critical success factors (CSFs) of partnering and demonstrates their importance to construction. With support of data collected from the Chinese construction industry, this study has revealed strong correlations among partnering CSFs, risk management, total quality management (TQM), use of incentives, and project performance. It is concluded that project success is the outcome of the interaction between a variety of techniques, and that partnering, associated with incentives, is a basic management method through which risk management and TQM can be strongly improved.     

Critical Factors Affecting Schedule Performance: Evidence from Indian Construction Projects

Over 40% of Indian construction projects are facing time overrun ranging from 1 to 252 months; the reasons for which are being studied by researchers to suggest possible remedial measures. This paper identifies 55 attributes responsible for impacting performance of the projects. These attributes were then presented to Indian construction professionals in the form of a questionnaire. Statistical analysis of responses on the attributes segregated them into distinct sets of success attributes and failure attributes. Factor analysis of sets of success attributes and failure attributes separately grouped them into six critical success factors and seven critical failure factors. In order to understand the extent of contribution these factors have on the outcome of a construction project, a second stage questionnaire survey was also undertaken. The analyses of responses of the second stage questionnaire led us to conclude that two success factors and one failure factor: commitment of project participants; owner’s competence; and conflict among project participants contribute significantly in enhancement of current performance level of the project. The extent of their contribution has, however, been observed to vary for a given level of project performance. The analyses results are expected to help project professionals to focus on a few factors and get the optimum results rather than giving attention to all the factors and not getting the proportionate results.     

Being Brave in the Brave New World

As civil engineering enters the 21st century, there are four issues engineers need to confront in order to improve the profession. These are time, teams, technology and stewardship. In the future, diminishing project completion times will require engineers to develop new methods of time management without sacrificing project quality. In terms of teamwork, project managers will increasingly need to be broad-scale leaders, with the ability to manage people as well as the technical aspects of a project. Engineers should also evaluate technical issues, focusing on the ethical implications of doing what is only technically correct instead of looking at the overall project. Finally, civil engineers should explore the profession's ethical responsibilities, questioning what role civil engineers should play in terms of stewardship in the social, global and political arenas.     

Project Management and Green Buildings: Lessons from the Rating Systems

Building sector is the largest source of greenhouse gas emissions around the globe. Being green, or sustainable, is one pressing issue coming from both internal and external drivers for construction and engineering companies. Green building has experienced rapid growth in the past several years. To assess how green, or sustainable, the building is, several green rating systems have been developed. Among these rating systems, more similarities exist than differences. One noteworthy difference—project management—serves as the motivation behind this investigation. To identify the role of project management that is less related to technology and engineering in developing green building rating systems, this research centers on a comparison between the LEED, the Green Globes, and the BCA Green Mark to obtain an understanding of current practices, and more importantly, to address the significance of project management in achieving green or sustainable construction. The findings suggest that project management adopted in green building construction involves both the practice and the process. Although the practice—mainly represented through the project management body of knowledge—is currently the focus of green building construction, the importance of the process, such as managing people, organizational structure, building commissioning, performance documentation, and so on, cannot be neglected, as can be seen from the evolution of the green rating systems. It is recommended that the construction and engineering companies take project management in terms of both the process and the practice into consideration when fulfilling requirements of being green.     

浅谈工程建设项目内部审计

国家审计署"十二五"审计工作发展规划中对固定资产投资审计进一步强调,积极开展关系国家利益和社会公共利益的重大建设项目跟踪审计,进一步加大工程招投标、设备材料采购、资金管理使用和工程质量管理等重点环节的审计力度。笔者作为一名从事多年内部审计的工作人员,曾对工程建设领域进行多年的跟踪审计及专项审计,针对工程建设项目通常周期长、投资多、影响大的特点,从招投标、设计、施工、竣工、决算等环节,探讨对工程建设项目的内部审计工作是非常必要的。     

Educational Partnership to Establish Engineering/Construction Management Graduate Programs in Algeria

This paper describes a partnership between the University of Missouri–Rolla and the Université Abou-Bekr Belka?d de Tlemcen in Algeria in order to support the development of programs of instruction and faculty training in Algeria in the areas of engineering and construction management in order to create a self-sustaining educational infrastructure in Algeria. Specifically, the partnership aims to provide educational and technical assistance to Algeria in order for them to develop: (1) new graduate programs in engineering and construction management and (2) modern teaching methodologies including Internet and distance learning. Objectives of the partnership were to provide engineering and construction management skills and expertise in order to achieve international standards in the management area. The desired impact is summarized in terms of the ability to identify operations problems and implement solutions for improved strategic competitiveness, make sound decisions, plan, and control the key resources of an organization—money and people, critically analyze, evaluate, improve, or adapt existing technical and managerial systems, design and develop new technical and managerial systems, and coordinate different projects with a better harmony and cost effectiveness. The long-term expected outcomes of the partnership are Algerian faculty with strong backgrounds in engineering and construction management, a self-sustained learning environment for Algerian institutions, including engineering management and construction management graduate programs, continuing education, and short courses, and Internet-based multimedia teaching material for collaboration between the Algerian institutions and local industry.     

Framework of Success Criteria for Design/Build Projects

Success has always been the ultimate goal of every activity, and a construction project is no exception. Due to the ambiguous definition of project success and the different perceptions of participants toward this concept, it may be difficult to tell whether a project is successful as there is a lack of consensus. Time, cost, and quality have long been the success criteria used to evaluate the performance of a construction project. However, such a list has been criticized as not being comprehensive. Even studies of the project success of a particular construction method, such as the design/build procurement system, are lacking in most previous research considering construction projects in general. This paper sets out to establish criteria for project success for a design/build project in construction, first by identifying relevant measures of project success for a construction project in past studies, with particular emphasis on design/build projects, and then by establishing a comprehensive assessment framework for project success for design/build projects. The significant impacts on the construction field of study, in terms of educational value and practical use, are also presented. With little research in the project success of design/build projects, the writers suggest a research focus for the study.     

Critical Success Factors for Stakeholder Management: Construction Practitioners’ Perspectives

Although various factors have been identified as important for accomplishing successful stakeholder management, few studies appear to have undertaken a comparative analysis of practitioners’ views on the relative importance of critical success factors (CSFs) for stakeholder management in construction projects. In an attempt to fill this research gap, a questionnaire survey was conducted in Hong Kong to collect the opinions of construction practitioners regarding the relative importance of CSFs for stakeholder management. Findings from this study show that all 15 selected CSFs are regarded as critical by most respondents for the success of stakeholder management in construction projects. The factor regarding social responsibilities is considered most important for managing stakeholders. Although correlations between CSFs and types of projects and organizations were statistically significant, these were not particularly strong. Also, even though there is a general consensus on the rankings of the CSFs among different respondents, the detailed pairwise comparisons actually show the existence of a few differences in perceptions on the relative importance of the CSFs. Therefore, the working priorities of project managers for managing stakeholders are context specific, depending on the nature, client sector, and cost of the project, and also on their organizations and management levels in the organization. These findings should help project managers become more aware of their responsibilities and the relative importance of issues for management stakeholders.     

Simulation-Based Schedule Estimation Model for ACS-Based Core Wall Construction of High-Rise Building

Many existing studies about construction schedule management focus on the planning phase of a project, particularly on schedule estimation based on the labor resources involved in the project. However, equipment resources, which are another crucial factor in the productivity of a construction project, have not been considered in existing research. Therefore, this study aimed to develop a schedule estimation model considering both labor and equipment resources. For the purpose of this study, core wall construction was selected because it is a very important construction activity in terms of schedule estimation for high-rise building construction. To develop a schedule estimation model for core wall construction, an in-depth case study was conducted. On the basis of the results of the case study, a simulation model was developed using the CYCLONE method. Finally, by using the results of the simulation, a schedule estimation model for core wall construction was developed by conducting multiple-regression analysis. By using the developed model, a project manager can easily, quickly, and accurately perform schedule estimation when there are problems that may cause construction schedule delays during the construction phase.     

地铁施工的业主监测管理

监测是地铁工程施工的眼睛,科学、全面、负责和合理的监测工作是地铁施工顺利进行的重要保证。业主作为地铁施工安全总负责者,如何管理项目参与各方的监测工作是尚未涉足的研究课题。本文在分析业主监测管理困难的基础上,提出业主应遵循PCDA管理原则,搞好监测规划、应用现代信息技术、加强数据分析、注重测点保护、做好动态监测管理,并坚持实施三不放过的原则,以通过工程监测了解地铁施工安全质量与施工条件变化,从而为平安地铁的构建奠定坚实基础。