Journal articles: 'Construction Project management'

1

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.

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By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.

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Barnes, Martin. "Construction project management." International Journal of Project Management 6, no. 2 (May 1988): 69–79. http://dx.doi.org/10.1016/0263-7863(88)90028-2.

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Brookes, Naomi. "Construction Project Management." Construction Management and Economics 31, no. 9 (September 2013): 1019–20. http://dx.doi.org/10.1080/01446193.2013.787488.

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Nový, Martin, Jana Nováková, and Miloš Waldhans. "Project management in building industry management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 189–98. http://dx.doi.org/10.11118/actaun201260070189.

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The article deals with contents of the project management on general level first. It mentions the most widespread project management standards, which have historically developed in global scale, their parts and objectives. Further, it describes position of the building industry in national economy, its specific features distinguishing it from the other industrial production, contents of the building industry management and project management of structures. The importance of the role of project manager is documented by characteristics of construction projects, their course, contents of sub-phases, and individual types of managing activities. Attention is devoted to project planning – determination of realization costs, necessary resources, sequence and time course of individual works. The most frequently used graphic methods of schedule presentation – Gantt chart, network chart and frequency bar chart are applied on examples of constructions. These charts can be focused in time sequence on individual types of resources – workforce, finance, materials, energies, and machinery. In conclusion, necessity to manage the project management procedures is emphasized as a part of skills of a construction engineer in the role of preparation manager or construction project realization manager.

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Nguyen, Lam Son, Oleg Jakovlevich Kravets, Truc Phuong Thai, Vladimir Dmitrievich Sekerin, and Anna Evgenievna Gorokhova. "Quality Management Models of Project Management in the Construction Sector." Webology 18, SI05 (October 30, 2021): 844–56. http://dx.doi.org/10.14704/web/v18si05/web18266.

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Wu, Yun Na, Jia Li Wang, and Jiang Shuai Li. "Energy Project Portfolio Management System Construction." Advanced Materials Research 211-212 (February 2011): 72–77. http://dx.doi.org/10.4028/www.scientific.net/amr.211-212.72.

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As increasingly complex of the energy project management, traditional project management system is not very suitable for energy projects management. Combined with unique characteristics of energy projects, this paper studies the current state of the energy project development and takes advantage of project portfolio management, builds the energy project portfolio management system which includes energy project advices, selection, evaluation, assessment and implementation. The system solves the complex problems of energy project management, and then ensures that energy projects meet the strategic requirements of country and enterprises.

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GRIVEENA, J. LIDIYA, and K. SRINIVASAN K.SRINIVASAN. "Construction Safety: An Integral Part of Project Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 1–4. http://dx.doi.org/10.15373/2249555x/apr2014/264.

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Dastyar, B., A. F. Esfahani, M. Askarifard, and A. MonirAbbasi. "Identification, Prioritization and Management of Construction Project Claims." Journal of Engineering, Project, and Production Management 8, no. 2 (July 31, 2018): 90–96. http://dx.doi.org/10.32738/jeppm.201807.0004.

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Khan, Khalid Mohiuddin, and Mr Masoom Reza. "Earned Value Management for Design and Construction Project." International Journal of Trend in Scientific Research and Development Volume-2, Issue-5 (August 31, 2018): 1482–502. http://dx.doi.org/10.31142/ijtsrd17029.

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Othman, Idris, Madzlan Napiah, and Narayanan Sambu Potty. "Resource Management in Construction Project." Applied Mechanics and Materials 567 (June 2014): 607–12. http://dx.doi.org/10.4028/www.scientific.net/amm.567.607.

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Construction projects experience various problems and complex factors such as cost, duration, quality and safety. Construction sector is diverse as it contains sub-contractors, contractors, consultants, architects, owners, and others. The aim of this paper is to identify and analyze resource management issues in construction project. Other than that is to ascertain the significance of the resource management as one of the key element in construction project success. A literature review and a questionnaire survey were done for data collection and analyzed using Relative Importance Index and Cronbach’s alpha. The questionnaires were distributed to the team members of KLIA 2 – New Low Cost Terminal Project: Client, Architects, Main Contractor, and Sub-Contractor. The findings revealed that dependent on foreign workers to respond to the high demand of skilled workers, weather condition affecting machineries/equipment-work-related performance and weaknesses in quality assurance for the supply of construction materials should be given serious attention in order to ensure the productivity and financial performance of the projects. Keywords: Construction Project Management, Resource Management, Manpower, Machineries, Materials

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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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Patel, Umesh. "Construction Safety Management in Construction Project." International Journal for Research in Applied Science and Engineering Technology 9, no. 4 (April 30, 2021): 435–40. http://dx.doi.org/10.22214/ijraset.2021.33638.

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Zehro, Khosro, and Shahram Jkhsi. "Management, quality and economy in home building construction." International Journal of Advanced Engineering, Sciences and Applications 1, no. 2 (April 30, 2020): 12–17. http://dx.doi.org/10.47346/ijaesa.v1i2.20.

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The framework of a construction industry could be identified by the nature of the work, by material type, contract volume, difficulty, and position of end products. In the planning phase of the construction projects, two fundamental constraints should be taken into account, and they include; quality and cost. To ensure a successful outcome, it is crucial to evaluate both limitations in the project's schedule and implementation. The management, economics, and quality of home construction are rapidly becoming a subject of international study, practical analysis, and execution. The construction of a project involves a broad range of complex operations. While supervising a construction operation, clients' demands and budget should inform of the adequate standard fit for quality. This is because if a project is not adequately managed, construction firms will encounter a substantial economic impact. Consequently, project management is a critical means for developing construction processes and successful completion of the project. This study gave prominence to a conversation about management, economics, and quality of home building construction. This is considering that customers are generally concerned with quality and costs when engaging professionals for procurement. The quality of the project outcome depends on prescription construction details, and the cost is the quality-related financial outcome. This study explains how residential building companies can create external partnerships, obtain direct and indirect support, and deliver optimal project results. It also explains how it is necessary to monitor and manage the quality and efficiency of the project via an enhanced economy control in the home constructions.

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Song, Yixi. "Discuss the Application of Project Management in Construction Project Management." Learning & Education 10, no. 2 (September 16, 2021): 190. http://dx.doi.org/10.18282/l-e.v10i2.2328.

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Along with the development of social economy in recent years, all walks of life in society have made obvious progress and development, such as the construction industry. At present, people’s demand for housing construction is getting higher and higher, and housing construction has gradually developed into a necessity of life from the former luxury goods. The increase in the demand for housing construction in the market has brought new life to the construction industry, and the number of similar construction enterprises in the construction industry is increasing. This also means that construction enterprises have to constantly control the quality of their projects and improve their competitiveness in order to survive in the fierce construction market.

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15

IQBAL, Shahid, Rafiq M. CHOUDHRY, Klaus HOLSCHEMACHER, Ahsan ALI, and Jolanta TAMOŠAITIENĖ. "RISK MANAGEMENT IN CONSTRUCTION PROJECTS." Technological and Economic Development of Economy 21, no. 1 (January 29, 2015): 65–78. http://dx.doi.org/10.3846/20294913.2014.994582.

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Risk management is an important field of construction industry and has gained more importance internationally due to the latest researches carried out on a large scale. However, this relatively new field requires more attention to bring some benefit. Construction projects are facing a number of risks which have negative effects on project objects such as time, cost and quality. This study is based on findings of a questionnaire-based survey on risk management in construction projects in Pakistan, reporting the significance of different type of risk, ultimate responsibility for them and the effectiveness of some most common risk management techniques practiced in the industry. Two types of risk management techniques were considered: preventive techniques which can be used before the start of a project to manage risks that are anticipated during the project execution; and remedial techniques that are used during the execution phase once a risk has already occurred. The study revealed that financial issues for projects, accidents on site and defective design are the most significant risks affecting most of construction projects. As further reported, the contractor is responsible for management of most risks occurring at sites during the implementation phase, such as issues related to subcontractors, labour, machinery, availability of materials and quality, while the client is responsible for the risks such as financial issues, issues related to design documents, changes in codes and regulations, and scope of work. Further reported results of the analysis demonstrate that the production of proper schedule by getting updated data of the project and guidance from previous similar projects are the most effective preventive risk management techniques while close supervision and coordination within projects are the most effective remedial risk management techniques. It may be concluded that the most significant risks must be managed with greater effort to reduce/eliminate their effects on the project. As the study concludes, preparation of a proper schedule and good coordination during the implementation stage are very important as they may help project managers to focus on critical areas for better management of projects in Pakistan.

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Oğuzhan Yavuz Bayraktar. "Risk management in construction sector." World Journal of Advanced Research and Reviews 8, no. 2 (November 30, 2020): 237–43. http://dx.doi.org/10.30574/wjarr.2020.5.2.0433.

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The major requirement of every construction project is meeting client’s need of cost, quality and time. However, the construction industry is overwhelmed with risks more than any other industry due to the fact that they are present in every activity from design to completion. These risks need to be controlled early or face the possibility of cost overruns, time delays and poor quality work leading to displeasure of client and public. Although risk management in construction projects is a very important issue in terms of the firms operating in the construction sector, it has not yet gained clarity and prevalence in our country. Within the scope of this research, the aim of this research is to introduce the risk management system as a concept and to classify the risk in construction projects and to demonstrate the risk management techniques. Risk management system is a cyclic process. In the monitoring and control phase of applied risk responding strategies, some of the risks will be eliminated or reduced, some of unforeseen risks will appear and analysis steps will be realized again. At the end of the project, determination of to what degree project aims and targets have been reached and documentation of risk management system after evaluation regarding to the project will enable the company to use project risk management system more effectively and usefully in the projects undertaken later. Due to construction activities, processes, environment and organization’s structures, construction industry and the clients are broadly in relation with high risk degrees. Therefore, it is highly important for our country’s firms in construction industry to give necessary significance to project risk management idea and system and to consider them as a basic function of the projects for permanence of their enterprise existence.

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Oğuzhan Yavuz Bayraktar. "Risk management in construction sector." World Journal of Advanced Research and Reviews 8, no. 2 (November 30, 2020): 237–43. http://dx.doi.org/10.30574/wjarr.2020.8.2.0433.

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The major requirement of every construction project is meeting client’s need of cost, quality and time. However, the construction industry is overwhelmed with risks more than any other industry due to the fact that they are present in every activity from design to completion. These risks need to be controlled early or face the possibility of cost overruns, time delays and poor quality work leading to displeasure of client and public. Although risk management in construction projects is a very important issue in terms of the firms operating in the construction sector, it has not yet gained clarity and prevalence in our country. Within the scope of this research, the aim of this research is to introduce the risk management system as a concept and to classify the risk in construction projects and to demonstrate the risk management techniques. Risk management system is a cyclic process. In the monitoring and control phase of applied risk responding strategies, some of the risks will be eliminated or reduced, some of unforeseen risks will appear and analysis steps will be realized again. At the end of the project, determination of to what degree project aims and targets have been reached and documentation of risk management system after evaluation regarding to the project will enable the company to use project risk management system more effectively and usefully in the projects undertaken later. Due to construction activities, processes, environment and organization’s structures, construction industry and the clients are broadly in relation with high risk degrees. Therefore, it is highly important for our country’s firms in construction industry to give necessary significance to project risk management idea and system and to consider them as a basic function of the projects for permanence of their enterprise existence.

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18

Wang, Xiao Yan, and Shao Yan Fan. "Study on Management Control Auditing on Construction Project." Advanced Materials Research 217-218 (March 2011): 262–67. http://dx.doi.org/10.4028/www.scientific.net/amr.217-218.262.

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Management and auditing of construction project, which is a certain trend of management development of modern construction project, is a new theory in audit practicing of construction project and an effective way to work out at the highest degree the returns on construction project investment, improve construction project management performance levels, avoid at the highest degree redundancy of construction projects and eliminate waste of resources. This essay points out the importance of the use of management auditing in construction projects based on the analysis of disadvantages in conventional construction projects management. And it builds up frame for management auditing of construction projects, puts forward performance evaluation methods of management control auditing.

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19

Wen, Zhen. "Construction Project Cost Information Management Research." Advanced Materials Research 919-921 (April 2014): 1433–36. http://dx.doi.org/10.4028/www.scientific.net/amr.919-921.1433.

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The project cost industry got rapid development with large scale development construction projects in china. The government's management departments of project cost, in order to provide the capacity and level of management, the transformation of the mode of management, strengthening the project cost information service function, implement the informatization strategy comprehensively. But in the country, because of the lack of unified project cost information technology planning, and construction standards, resulted in the formation of many "islands of information". Therefore, the article proposes information management system integration of project cost for the management department of project cost to meet the urgent needs of project cost sharing and using.

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Mohammed, Sawsan Rasheed, and Asmaa Jebur Jasim. "Examining the Values and Principles of Agile Construction Management in Iraqi Construction Projects." Journal of Engineering 24, no. 7 (June 29, 2018): 114. http://dx.doi.org/10.31026/j.eng.2018.07.08.

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The avoidance of failure in construction projects is not an easy task, which makes the failure of the construction project to achieve its objectives a major problem experienced by all countries in the world, especially Iraq. Where nearly two-thirds of the construction projects in the world have been suffered by significant problems as an increase in the cost of the project, delay in the specified duration for execution, and stopping the project. Therefore it is required to study and apply new methods for managing the construction project to ensure its success and achieve its objectives. The aim of this study is to study the Agile project management method and its impact on the construction project. In addition, to identify the values and principles of Agile project management, which can be applied in the Iraqi construction industry to be adopted it as a new method to manage the construction projects in Iraq. The researcher reviewed the relevant literature to define the method of Agile project management and its methods and impact on the construction project. Then, the researcher conducted a questionnaire survey of a sample of engineers' experts who work in four main parties in the construction project: (beneficiary, supervising, designer, and contractor). The results of this survey showed that it is possible to apply the four values of Agile project management for managing the Iraqi construction projects, and can apply eleven of the twelve principles of Agile project management for managing the Iraqi construction projects.

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AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (September 6, 2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

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This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

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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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23

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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Shahid Iqbal, Nabeel Ehtisham, Syed Farqaleet K. Bukhari, and Shahid Mahmood. "The Assessment of Risk Management & Engineering Management Practices at Project Planning Phase on Performance of Construction Projects." Journal of Business and Social Review in Emerging Economies 6, no. 4 (December 4, 2020): 1365–75. http://dx.doi.org/10.26710/jbsee.v6i4.1446.

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Project Risk management is known as an important workout for the achievement of desired objectives for the construction projects. Success in construction project is quantified by attaining its enactment in terms of project quality, project cost, project time, project safety. Construction projects in Pakistan, typically in the whole world have a high risk of being pointedly late and over budget. However, a bit of schedule and cost related risks are unavoidable in any construction project around the world. It was found out that the engineers were generally nominated earlier the design phase of any project. Due to this reason maximum projects did not get the advantage from SMEs at the planning stage of the project. This study also supports that project managers who are engineers be involved in construction projects site selection, in preliminary budget and schedule development by using good Engineering Management Practices.

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Senani, Anurag. "Construction Paradigms: A Review on Web-based Project Management." International Journal for Research in Applied Science and Engineering Technology 10, no. 3 (March 31, 2022): 631–39. http://dx.doi.org/10.22214/ijraset.2022.38897.

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Abstract: Project managers in the modern construction sector are working in an environment where their core duties and functions are gradually shifting. Project managers may use their knowledge and experience earned via experience and training to adapt to the ever-changing environment and keep their professional skills operating. The study focuses on a novel web-based project management technique. It illustrates the dangers in existing project management approaches, as well as the problems they are obliged to face as projects get more complicated. Currently, all levels of government, industry, and consumrs are attempting to make a difference in the construction sector to improve quality, competitiveness, profit, and customer value. The findings of this research will show how web-enabled project management and the features that come with it are inextricably linked to accomplishing the goals of all parties involved. However, it emphasises that to properly adopt web-enabled project management, technology, procedures, and people must all be given equal weight. Construction businesses may enhance their overall project performance by enhancing their project's competences by understanding the relationship between the project's core capabilities and key performance indicators. The construction sector must examine the impact of technology on personnel and processes, as well as technology in addition to knowledge management, to incorporate web-enabled solutions for managing projects on a big scale. Existing procedures must be made more efficient and updated to take use of new technologies. Construction businesses will find it difficult to deploy web-based technologies if they do not fully understand the problems of change management and how to get everyone on board. Keywords: Project Managers; web-based project management; Construction; Business advantages; Construction paradigm; Project management

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Saad, Ihab Mohammad Hamdi, and Donn E. Hancher. "Multimedia for Construction Project Management: Project Navigator." Journal of Construction Engineering and Management 124, no. 1 (January 1998): 82–89. http://dx.doi.org/10.1061/(asce)0733-9364(1998)124:1(82).

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Xie, Hai, and Zhihui Yang. "The Risk Management Mode of Construction Project Management in the Multimedia Environment of Internet of Things." Mobile Information Systems 2021 (October 6, 2021): 1–8. http://dx.doi.org/10.1155/2021/1311474.

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The construction industry is the pillar industry of China’s national economy. According to the statistics of the National Bureau of Statistics, the GDP in 2016 was 744.127 billion yuan, while the total construction output value was 193.567 billion yuan, accounting for 6.5 percent of China’s GDP. The construction industry has played a pivotal role in promoting social development. Construction projects have always belonged to typical high-risk industries, and they will be affected by many factors, and these factors are mostly from the social environment and the natural environment, which makes it difficult to realize the expected construction period, cost, quality, safety, etc., of the construction project. The objectives, especially for large- and medium-sized construction projects, involve a lot of specialties, a wide range, a long construction period, and a huge amount of investment. Once the risks appear, the consequences are unimaginable. In addition, construction projects will be affected by accidental factors during the implementation process. If not handled in time, it will seriously affect the normal operation of construction projects. In view of the above problems, this article aims to study the risk management research of construction project management under the multimedia environment of the Internet of Things. Combining the characteristics of mobile construction projects, various problems are analyzed in the construction process of construction projects. This paper proposes a multimedia-based construction project management system, construction project quality management objectives and principles, and schedule risk prediction. The experimental results of this paper show that taking the construction project under the multimedia environment as an example, the communication management and quality control management of the construction project under the multimedia environment are studied. Through the combination of theory and practice, the work of construction projects under the multimedia environment of the Internet of Things is guaranteed to be completed on time and with high quality.

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Maniar, H. "Contingency Management in Indian Construction Projects." Journal of Construction Business and Management 4, no. 2 (December 4, 2020): 11–24. http://dx.doi.org/10.15641/jcbm.4.2.840.

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The successful completion of Indian construction projects possesses an inherent uncertainty due to the nature of the construction industry along with prevailing tepid recovery of the Indian economy, which has made it difficult for construction companies to achieve required operational and financial performance. This necessitates having accurate project cost estimation and efficient contingency management to shield unknown project risk and address cost overrun problems. Therefore, this study aims to assess the current state, the issues faced in contingency management and evaluating the effectiveness of contingency in overcoming cost overrun problems in Indian construction companies. The study preferred a quantitative approach in capturing the required data by using structured questionnaires collected from 100 Indian construction companies (of contractors, vendors/suppliers, customers, and consultants) out of 335 companies with a response rate of 29.85%. This, along with archival data analysis of 50 Indian construction projects completed between Calendar Year (CY) 2014 to 2019. The captured data were analysed using simple statistical tools like Relative Importance Index (RII), mean score, standard deviation and ranking methods to ensure relevant results aligned with research objectives. The result findings of the study revealed that 60% of Indian construction companies preferred the traditional percentage method for contingency sum percentage addition to estimated project cost (a subjective approach based on the historical project performance) which may not be adequate in overcoming cost overrun problems. Archival data analysis found that contingency consideration was effective in accommodating cost overrun problems in 9 (18%) projects out of 50 projects. The study further found that contingency was utilised in an unplanned mode and having unclear contingency forecasting strategies. Based on result findings and observations, this study concludes that contingency should be estimated based on the scientific approach in place of a subjective approach to address project risks adequately, this along contingency consideration should be an integral part of the project risk assessment and should be effectively utilised during the execution stage. Keywords: Contingency, Cost Overruns, Indian Construction Projects, Operational and Financial Performance, Project Risk.

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Asiedu, Richard, and Faisal Iddris. "Value Co-Creation Approach to Management of Construction Project Stakeholders." Journal of Construction in Developing Countries 27, no. 1 (June 2022): 1–23. http://dx.doi.org/10.21315/jcdc2022.27.1.1.

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This article explores the link between value co-creation, a project's success and satisfaction of the project's stakeholders. It also looks at how a project's success mediates the relationship between value co-creation and the stakeholder's satisfaction. A quantitative approach with an online questionnaire was used to collect data from a sample of 140 respondents in Ghana. Data were analysed using partial least square structural equation modelling (PLS-SEM). The results show that value co-creation positively and significantly relates to a project's success and stakeholder satisfaction. The findings also support that a project's success mediates the impact of value co-creation on the stakeholders' satisfaction. Based on these findings, we suggest that project managers be critical about the type of value co-creation strategy they will use to engage project stakeholders. This would apply when adopting the value co-creation approach to manage their projects while not sacrificing success. This study focused on the impact of value co-creation on a project's success and its stakeholder's satisfaction. The survey data were collected only to evaluate the overall effect of value-co-creation on the success and stakeholder's satisfaction of projects. The adoption and implementation of value co-creation in project management may enhance the definition of the project's scope, performance specifications and other criteria used to measure the success of a project, to meet the needs of stakeholders. By empirically presenting a project's success as a key mediator in shaping the effect of adopting value co-creation in project management on the stakeholder's satisfaction, this study laid a foundation for further theoretical explorations involving value co-creation in project management.

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Baranwal, Tushar, Samar Tyagi, Suravi Chaudhary, and Shubham Singh. "Construction Management of a Multi-Storey Building." International Journal for Research in Applied Science and Engineering Technology 10, no. 5 (May 31, 2022): 2960–68. http://dx.doi.org/10.22214/ijraset.2022.43004.

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Abstract: For construction projects to reduce and control delays, proper planning and scheduling are critical. Each year, the construction sector wastes a significant amount of time, money, and resources owing to ineffective project management. Building projects have grown in size and complexity as a result of globalization. By decreasing the amount of paperwork you have to undertake, project planning software may help you save time and money. A project cannot accomplish the target outcome just by providing adequate planning, proper organization, and a sufficient flow of resources. A warning system must be present throughout the project to notify the organization about its potential success and failures. The primary purpose of this assignment is to evaluate the drawing in Auto CAD, produce an estimate in MS Excel, and plan, schedule, and track a construction project using Primavera software. Keywords: Project Management, MS Project, planning and scheduling.

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Shahid, Syed, and Thomas Froese. "Project management information control systems." Canadian Journal of Civil Engineering 25, no. 4 (August 1, 1998): 735–54. http://dx.doi.org/10.1139/l98-012.

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Construction managers rely on ready access to a large amount of project information. The entry, processing, and flow of information are important in avoiding problems, delays, and claims on construction projects. This paper describes a study of the extent and nature of project documentation and project information flows within the construction industry. The study mapped various types of project information against the documents that typically provide the information and the construction management functions that provide and access the information. From this analysis, a computer system to support the task of project information management was designed. The problem analysis, requirements specification, system design, and system implementation are described. The system allows construction managers to enter information for a wide variety of project events, cross-reference the various bodies of information, and use the information to monitor and control various aspects of a construction project. The objective of the study was not necessarily to improve upon commercially available project information and documentation tools, but to deepen and formalize our understanding of project information as an input to a larger body of work on integrated project information systems and data standards for the construction industry.Key words: construction management, project management, document control, information flow, databases.

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Gavrysh, Oleg, and Valeriia Melnykova. "Project risk management of the construction industry enterprises based on fuzzy set theory." Problems and Perspectives in Management 17, no. 4 (December 11, 2019): 203–13. http://dx.doi.org/10.21511/ppm.17(4).2019.17.

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The construction industry is a crucially important element of the Ukrainian economy, since its development and performance affect other industries. The economic recession consequences and the unforeseen recent events, caused by different types of risks, have adversely affected the construction industry development and necessitated the search for modern methods of risk management. The study is based on a sample of five projects from five construction industry enterprises and covered the period of 2010–2018. A set of project risks, investigated by the group of experts, was analyzed based on fuzzy set theory, and included seven phases of the fuzzy set model construction to assess project risks of construction industry enterprises. Based on the identified elements of a fuzzy set model and a set of significant project risks, a value classifier of significant project risks for construction industry enterprises was developed. This allowed to estimate the current values of project risk indicators and to identify them by levels of their fuzzy subset membership. Besides, a classifier for the quantitative assessment of the total project risks level for investment projects was developed, which allowed estimating the value of the aggregate indicator. In order to improve the existed methodology, the study suggested introducing probabilistic values for the risk of project failure depending on the significance of the overall project risks. Accordingly, the paper identifies the probability of significant project risks simultaneous occurring during the project implementation. However, the higher the likelihood of risk, the higher the probability of investment project failure.

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NAKATANI, Kenichiro. "Management for Building Construction Project." Japanese Journal of Real Estate Sciences 23, no. 2 (2009): 61–66. http://dx.doi.org/10.5736/jares.23.2_61.

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Raja, K. A. Karthick, and Dr K. Murali. "Resource Management In Construction Project." International Journal of Scientific and Research Publications (IJSRP) 10, no. 05 (May 6, 2020): 252–59. http://dx.doi.org/10.29322/ijsrp.10.05.2020.p10130.

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Auti, Atul, and Martin Skitmore. "Construction Project Management in India." International Journal of Construction Management 8, no. 2 (January 2008): 65–77. http://dx.doi.org/10.1080/15623599.2008.10773116.

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Chuev, Sergey. "Investment project management in construction." Актуальные направления научных исследований XXI века: теория и практика 2, no. 6 (December 4, 2014): 343–46. http://dx.doi.org/10.12737/6878.

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Oskolkova, M. "Project management in environmental construction." E3S Web of Conferences 217 (2020): 11012. http://dx.doi.org/10.1051/e3sconf/202021711012.

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The article is devoted to the analysis of the stages and tools for managing the construction project of SK Art-Sroy LLC and the development of the normal of the project planning process, the matrix of responsibility and the structure of the project team. The main activity of the organization is general contracting, management of all processes at the construction site, control of each stage of production, responsibility for implementation of the project, starting with preparation of the site and ending with the delivery of the finished object to the Customer. For clarity, the normal of one of the stages of project management is presented, with its help it is possible to trace the technologies for performing individual tasks and relationship of individual officials. The structure of the construction project team was developed and the matrix of responsibility of the project participants was determined. Also, in the course of the analysis, a number of issues were identified that the organization faces in the process of managing a construction project.

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Liu, Lu. "Construction Project Costs Management Research." Advanced Materials Research 1079-1080 (December 2014): 1115–18. http://dx.doi.org/10.4028/www.scientific.net/amr.1079-1080.1115.

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Themain content of the construction project cost management including costforecast, cost plan, cost control. Do cost forecast, cost control goal set,must be ahead of the labor, material, cost forecasting, construction scheme ofchange of the cost forecast and the prediction of auxiliary construction cost.Cost control should follow the principle of conservation and comprehensivecontrol, there are some effective ways to realize the cost control, forexample, take organizational measures to control the project cost, take technicalmeasures to control the project cost, to take economic measures to control theproject cost, strengthen quality management and control of rework rate, etc.

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Olofsdotter, Gunilla, and Lena Randevåg. "Doing masculinities in construction project management." Gender in Management: An International Journal 31, no. 2 (April 11, 2016): 134–53. http://dx.doi.org/10.1108/gm-04-2015-0030.

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Purpose This study aims to examine how masculinities are (re)produced in project-based organizations. The authors first investigate the doing of masculinities in everyday work practices in construction project management. Second, the authors investigate whether there are opportunities to perceive, or do, gender differently in this specific context. Design/methodology/approach Data are elicited from a case study of construction project managers working on a infrastructure project. The project managers were interviewed through semi-structured informal interviews regarding their experiences of project work. The analysis was inspired by the competing discourses and practices of masculinity in organizations outlined by Collinson and Hearn (1994). Findings The results showed how multiple masculinities coexist and overlap in the project organization and in the everyday practices of project management. Both male and female project managers must adjust to these masculine discourses and act in accordance with a particular context. But the results also showed opportunities to challenge the masculine norms by doing gender differently. Practical implications The results of this study highlights opportunities for creating a more gender-equal work environment in the construction industry. The multiple ways of doing masculinity, by both men and women, highlights the possibilities to balance between doing it well and differently. Such knowledge can be used in policy and strategies for equal opportunities for men and women in organizations. Originality/value This study provides insights into the (re)production of multiple masculinities in construction project management. This study contributes to the criticism of the normative conceptions that have characterized the literature on project management. The authors add to the tradition of organization studies by arguing that the gender analysis of project management is important to increase understandings of how projects are managed and, in this case, how masculine discourses affect everyday work.

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Apanavičienė, Rasa, and Arvydas Juodis. "CONSTRUCTION PROJECTS MANAGEMENT EFFECTIVENESS MODELLING WITH NEURAL NETWORKS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 9, no. 1 (March 31, 2003): 59–67. http://dx.doi.org/10.3846/13923730.2003.10531302.

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The paper deals with important aspects of construction management key factors identification and their relative significance for the construction projects management effectiveness. The approach of artificial neural network allows the construction projects management effectiveness model to be built and to determine the key determinants from a host of possible management factors that influence the project effectiveness in terms of budget performance. A list of construction management factors was collected according to the results of past research and opinion of experienced construction management practitioners. A survey questionnaire was compiled and distributed to construction management companies in Lithuania and the USA. The historical data of construction projects performance have been used to build the neural network model. Altogether twelve key construction management factors were identified covering areas related to the project manager, project team, project planning, organization and control. Based on these factors, the construction projects management effectiveness model was established. The application algorithm of that model is presented. The established neural network model can be used during competitive bidding process to evaluate management risk of construction project and predict construction cost variation. The model allows the construction projects managers to focus on the key success factors and reduce the level of construction risk. The model can serve as the framework for further development of the construction management decision support system.

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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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Mishra, Anjay Kumar. "Strategic Risk Management Practice in Urban Road Construction Project of Nepal." Journal of Advanced Research in Civil and Environmental Engineering 07, no. 02 (May 14, 2020): 11–19. http://dx.doi.org/10.24321/2393.8307.202003.

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Risk management effectiveness assures project success. The overall objective of this research is to analyze the risk management practice in an urban road construction project with a case of Shiddharthanagar Municipality, Rupandehi, Nepal from contractor’s and client’s perspective. This research is based on a scheduled questionnaire survey to collect the primary data using convenient sampling of the partially or fully completed project. Contractors are quite aware of risk management and the percentage of awareness is even higher among the clients. The feedback from a similar project was used as the main method to identify the potential risk of the project from both contractor’s and client’s perspective. Direct judgment method is used maximum to the analyzed risk of the project from the contractor’s perspective as well as scenario analysis from the client’s perspective. Monitor the risk and prepare a contingency plan is used mostly for risk response of the project from both contractor’s and client’s perspective. An alternative plan, subjective judgment, close supervision, increment of resources and change in construction methods were applied as a preventive and remedial strategy. Risk should be managed by the one who is capable of managing the particular risk by managing contractual obligation with proper contract administration practices for ensuring the project objectives. There should be a risk register at the site and a frequent meeting should be conducted to identify the risks. These identified risks should be documented properly to ensure expertise for future projects.

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Fathi, Mohamad Syazli, Norshakila Rawai, and Mohammad Abedi. "Mobile Information System for Sustainable Project Management." Applied Mechanics and Materials 178-181 (May 2012): 2690–93. http://dx.doi.org/10.4028/www.scientific.net/amm.178-181.2690.

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The construction industry is an information-based industry, the progression of which requires the most effective and efficient tools in management, more specifically in managing the information flow between project team members. These tools become essential to a project management team dealing with the complexity and changing needs in the construction industries. Advances in information and communication technologies (ICT), especially mobile phones, offer an alternative way to overcome the limitation on effective collaboration in construction projects. A review of previous research, case studies and also technology reports shows how mobile information technology has the potential to provide improvements in construction communication and information collaboration. This paper discusses the implications of mobile information systems in sustainable project management. The findings show that there is a high potential for improving sustainability projects, the effects on construction resources and the potential impact of improving sustainable project management in construction industries.

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Chen, Hong Zhuan, Ai Jing Wu, and Lei Shen. "Research on Quality Management System of Wuxi Taihu International Expo Center Project." Applied Mechanics and Materials 226-228 (November 2012): 2268–72. http://dx.doi.org/10.4028/www.scientific.net/amm.226-228.2268.

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The quality management of construction project is the most critical part of project management. From the multi-agent behavior perspective of quality management of Wuxi Taihu International Expo Center project, this paper analyses the particularity of project quality management, builds the quality management system of the project from the design stage, construction stage, acceptance stage respectively. Then it establishes a fuzzy comprehensive evaluation model of the project's quality management system with an example in construction phase. The article draws a conclusion that Wuxi Taihu international expo center project’s quality managements is general, and gives some useful suggestions to strengthen the quality of the project management from the perspective of the implementation of accountability mechanisms, information construction, as well as environmental coordination.

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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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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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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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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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Hossny, Hossam E., Ahmed H. Ibrahim, and Abeer Elnady. "Assessment of Construction Project Complexity." Open Civil Engineering Journal 15, no. 1 (December 28, 2021): 414–23. http://dx.doi.org/10.2174/1874149502115010414.

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Objective: Project complexity is a crucial factor in project management that presents auxiliary obstacles to reaching project objectives (cost, time, safety, and quality). This study aims at understanding project complexity and factors affecting project complexity. The overall objective of the study is to determine the nature of complexity and characteristics, identify the important complex factors that influence the complexity of the project, factor weight of the complex factors, and develop a proposed construction complexity index (CCI). Methods: According to the literature review, the Analytic Hierarchy Process (AHP) method is used to measure the affecting factors of project complexity. Results: This paper developed an index to measure complexity based on factor weights called construction complexity index (CCI). The validity of this index was verified by studying 3 cases. The construction complexity index (CCI) proposed here allows measuring the complexity of the projects in Egypt. The results of this paper provide guidelines on how to successfully manage the complexity of the project. Conclusion: Project complexity management relates to the challenge of dealing with technical competence, professional diversity, uncertainties, and unforeseen events in project implementation. Project managers, who are critical to effectiveness or failure, need skills such as adaptation, creativity, and flexibility to meet this challenge. Therefore, this study provides guidelines to help practitioners to develop their capabilities in managing complex projects. Moreover, this paper enables participants to identify factors affecting the complexity of projects and how to calculate this complexity through the complex index. The outcomes of this study can be used by practitioners to develop a complexity assessment and management tool, which would enable industry practitioners to allocate resources effectively on complex construction projects. This research aimed to develop a measure by which the complexity of construction projects in Egypt can be evaluated and establish guidelines on avoiding complexity in projects.

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Akhmetov, Fril, Kamil Islamov, and Sergey Sovkov. "Building management using information modeling technology." E3S Web of Conferences 258 (2021): 09047. http://dx.doi.org/10.1051/e3sconf/202125809047.

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The article presents an BIM implementation analysis in a context of Project management in the construction. Most efficient construction management process could be designed on most of PM branches, such as Project Supply Management, quality management in the project, Project Cost and Cost Management, Project Timing Management. The article presents the impact of GOST R 54869―201 “PROJECT MANAGEMENT REQUIREMENTS” on one of the most complicated environments, including BIM in construction. In Russia, much is said about supporting construction site project management; there are federal and regional programs of implementing BIM. There is also an understanding of what kind of construction design projects it is and why it is needed. There are many definitions of BIM design project detail level. Each region country has its own limitations and conditions for implementing BIM for construction project management. Another important aspect of implementing BIM opportunities in the regions is their isolation in the presented region and development will cause demand for local investments.

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Journal articles on the topic 'Construction Project management'

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