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Literatura académica sobre el tema "Project overrun"

Autor: Grafiati

Publicado: 2 de julio de 2021

Última modificación: 10 de febrero de 2022

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Artículos de revistas sobre el tema "Project overrun"

Mohammad, Karukh Hassan, Noori Sadiq Ali y Basira Majeed Najm. "Assessment of the Cost and Time Impact of Variation Orders on Construction Projects in Sulaimani Governorate". Journal of Engineering 27, n.º 2 (1 de febrero de 2021): 106–25. http://dx.doi.org/10.31026/j.eng.2021.02.08.

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Variation orders are an on-going phenomenon in construction and industry projects worldwide, particularly in the province of Sulaimani, where the project's damage from cost and schedule overrun because of variation orders. However, the effect on project costs and time overrun of variation order has yet to be identified. This study evaluates the impact of variation orders on the cost and time off in the Sulaimani governorate. Two hundred twenty-eight projects from various construction sectors built between 2007-2012 were adopted to calculate the contract cost and schedule overruns due to variation orders. Data analysis was applied in the study were descriptive statistics. One-way ANOVA was also applied to determine whether the overrun of project cost and schedule significantly varied depending on project type, size, duration, location, and awarded years. The findings indicated that cost overruns are very common due to variation orders. 95.6% of the projects were studied being impacted, and overrun in project cost are also huge, with 16%. Time also overruns more common than cost overruns due to the variation orders. 98.7% of the projects were studied in Sulaimani were affected by time overrun with an average of 46.3% of initial duration observed. Findings also indicated that two out of five parameters measured in the analysis had a significant correlation with project cost overruns. Three out of five considered variables correlated with construction time overruns.

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Korgaonker, M. G. "Project Management: A Survey of Current Practices and Implications". Vikalpa: The Journal for Decision Makers 12, n.º 4 (octubre de 1987): 11–28. http://dx.doi.org/10.1177/0256090919870402.

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In completing a large project there is a time overrun of the order of three years on a scheduled project duration of 3.7 years and a cost overrun of 140 per cent. Production losses are five times the cost overrun due to delay. Cost and time overruns are jeopardizing the viability of the projects themselves. M G Korgaonker reviews and analyses the Indian experience as to why there are such heavy overruns. Based on a survey of current practices in project management, he concludes that project management practices can be improved considerably. He cites instances where effective management practices have led to completion of projects as per plans. He draws implications of his analysis for the pre-investment investigation, project appraisal, organization, and implementation stages of project management.

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Aje, Olaniyi Isaac, Oluwole Alfred Olatunji y Olanrewaju Augustine Olalusi. "Overrun causations under advance payment regimes". Built Environment Project and Asset Management 7, n.º 1 (6 de febrero de 2017): 86–98. http://dx.doi.org/10.1108/bepam-06-2015-0028.

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Purpose Evidence suggests project owners could use advance payments to prevent cost escalations. The purpose of this paper is to elicit the relationships between causations of overruns when advance payments are issued to contractors. Design/methodology/approach In total, 97 responses from a questionnaire survey were analysed. Additional data on 51 projects, completed between 2000 and 2014 under different advance payments regimes, were also obtained and analysed. Findings Project owners issue advance payments to contractors so as to avoid delays. However, statistical correlation between advance payments and overrun causations are not significant. Although cost overruns were higher in large projects than in small projects, schedule overruns were more in small projects than in large projects. Schedule overruns were caused most significantly by contractors’ site management approaches. Design and documentation issues were identified as the most prevalent cause of cost overruns. Regression models are proposed to elicit overruns when advance payments are issued. Practical implications Extant debates on project overruns in construction and project management literature are robust. Nonetheless, the study elicits considerable knowledge gaps regarding the roles of advance payments in fostering project performance. Originality/value This pioneering work indexes the relationship between advance payment and project overruns in Nigeria. It is also the first attempt to document the probability distribution of overruns in Nigeria, particularly under specific advance payment regimes.

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Saidu, Ibrahim, W. Shakantu, A. Adamu y I. Anugwo. "A BESPOKE APPROACH FOR RELATING MATERIAL WASTE TO COST OVERRUN IN THE CONSTRUCTION INDUSTRY". Journal of Construction Business and Management 1, n.º 1 (18 de abril de 2017): 39–52. http://dx.doi.org/10.15641/jcbm.1.1.63.

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The problems of material waste and cost overruns are common in the construction industry. These problems occur at different stages of a construction project, from planning, design to project completion. The argument on how to eliminate cost overrun has been on-going for the past 70 years as on-site wastage of materials leads to increase in the final project cost. This paper examines the relationship between the causes of material waste and those of cost overrun at the pre-contract and post-contract stages of a project. The desktop methodological approach was firstly adopted in comparing the causes of material waste and those of cost overruns from the literature, in order to determine the possible relationship. Subsequently, interviews were purposively conducted with construction professionals within Abuja, Nigeria, in order to verify the literature based information. The result reveals that all the causes of material waste also cause cost overrun at the pre-contract and the post-contract stages of a project. 96.88% and 81.81% of the causes of cost overrun also cause material waste at the pre-contract and post-contract stages respectively. Other causes which are not related are mostly, the micro-economic and macro-economic factors. These results are not different from those of the interviews conducted with professionals and summarised in the tick box. It was also found that to achieve Effective Construction Material Waste Management (ECMWM) for any construction project, material waste must be controlled at its sources and causes, and at different stages of a project. Based on these findings, it can be concluded that effective management of material waste would translate into a reduction in the level of project cost overrun. The study recommends that construction-project managers, as well as the construction practitioners should encourage the management of material-waste causes, as it has the potential to minimise cost overrun for projects.

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Ameh, Oko y Emeka Osegbo. "Study of relationship between time overrunand productivity on construction sites". International Journal of Construction Supply Chain Management 1, n.º 1 (31 de diciembre de 2011): 56–67. http://dx.doi.org/10.14424/ijcscm101011-56-67.

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The history of the construction industry worldwide is full of projects that were completed with significant time and cost overruns. In an attempt to reverse this trend, this study aims at establishing the relationship between time overrun and labour productivity on construction sites in Lagos, Nigeria. 43 technical and management staff of some medium and large construction firms based in Lagos, Nigeria were sampled and administered a questionnaire survey. The questionnaire contained 18 causes of project time overrun and 14 causes of low labour productivity which had been identified from the literature reviewed. With these a relationship between project time overrun and low labour productivity was established. Both descriptive and inferential statistics were used in analyzing the data. Results indicate that inadequate funds for the project, inadequate planning before project takeoff, inadequate tools and equipment and delay in delivery of material top the list of major causes of time overrun while the use of wrong construction methods, inadequate construction materials and inaccurate drawing/specification are the key factors causing low labour productivity on construction sites. Significant negative relationship was found between time overrun and labour productivity in construction sites in Nigeria. The study concludes by recommending that early appointment of project managers could ensure proper management of both the human and material resources that could guarantee improved productivity and ultimately save projects from time overrun.

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Eden, Colin, Fran Ackermann y Terry Williams. "The Amoebic Growth of Project Costs". Project Management Journal 36, n.º 2 (junio de 2005): 15–27. http://dx.doi.org/10.1177/875697280503600203.

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In the public arena, we often hear about projects that have suffered massive cost overruns. Often they are related to large public construction projects such as airports, bridges, or public buildings. Large overruns also exist in private industry. However, often these do not appear in the newspapers, so the public is not as aware of them. Of course, not all projects go badly wrong, but quite a few do, and frequently we find ourselves uncertain of the causes for such overruns. In this paper, industrial projects that overrun and overrun in a surprising manner are considered. In other words, the paper considers those many projects where the extent of the overrun is well beyond what might ever have been anticipated, even though what was going wrong within the projects was, for the most part, understood. The basis for the content of the paper (that is, the structure and lessons), are drawn from a postmortem analysis of many large projects as part of claims analysis, particularly “delay and disruption” claims for projects whose total expenditure appeared, at first look, inexplicable or surprising. The aim of the paper is to contribute to an understanding of how projects go badly wrong, when they do, and in particular to draw some lessons from this exploration that are likely to help all managers. The reasons for cost escalation are not just the responsibility of project managers.

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Asiedu, Richard Ohene y Ebenezer Adaku. "Cost overruns of public sector construction projects: a developing country perspective". International Journal of Managing Projects in Business 13, n.º 1 (6 de mayo de 2019): 66–84. http://dx.doi.org/10.1108/ijmpb-09-2018-0177.

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Purpose Cost overrun of construction projects has been a key concern for all stakeholders of projects for many decades now. Many studies have been done in the past and continue to be done currently to understand the underlying causes of construction project cost overruns. However, the empirical evidence of the causes seem not be clear due to the silo approach in understanding the causes of construction project cost overruns. The purpose of this paper is to take the debate a step forward by providing an understanding of the causes of project cost overrun from a system’s perspective, especially from a less researched environment. Design/methodology/approach Data were collected and analysed from 131 respondents who were mainly involved in construction works in public procurement entities in Ghana. A two-staged approach was employed in collecting data from the respondents. The first stage involved an interview session with key informants in the construction industry in Ghana to ascertain the detailed causes of cost overrun of construction projects. The second stage focussed on the validation of these detailed factors by a wider stakeholder group through questionnaires. Factor analysis was employed to consolidate these detailed factors into major causes of construction project cost overruns. Findings The results show that there are primarily four major causes of most public sector construction projects cost overruns. These four major causes of cost overruns are poor contract planning and supervision; change orders; weak institutional and economic environment of projects and lack of effective coordination among the contracting parties. Originality/value The study provides more insights as to the critical and major factors that underpin public sector construction projects cost overruns and more importantly provides a basis for common treatment of the multiple risk factors engendering public sector construction projects cost overruns.

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Chadee, Aaron, Salisha R. Hernandez y Hector Martin. "The Influence of Optimism Bias on Time and Cost on Construction Projects". Emerging Science Journal 5, n.º 4 (1 de agosto de 2021): 429–42. http://dx.doi.org/10.28991/esj-2021-01287.

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The unresolved scholarly debate to curtail cost and time performances in projects has led to alternate solutions, departing from the dominant technical school of thought to include concepts from behavioural sciences. In this paper, we consider the psychological effect, namely optimism bias, as one of the root causes for delays in cost overruns on projects. The research objectives were to determine the level of bias among project participants, rank time and cost overrun causes according to the participants’ bias score and establish a mitigation strategy to curb potential delays and cost overrun impacts based on the bias scores obtained. A literature survey was conducted to determine causal factors contributing to delays and cost overruns linked to optimism bias. Through a pilot survey of three semi-structured interviews, eighty factors obtained from the literature survey were reduced to 24 critical delay and cost overrun factors relevant to Trinidad and Tobago. A questionnaire was subsequently developed seeking construction professionals to rate their bias scores based on an 11-point Likert scale. The research confirms that project planners and decision-makers exhibit moderate levels of optimism bias; however, participants lacked awareness of the impact of optimism bias on projects outcomes. Project location, environmental impacts and historic preservation, and labour disputes are the top three critical factors where project professionals displayed increased optimistic tendencies. It is proposed that contingency “time window” and reference class forecasting be implemented as control mechanisms to mitigate the impacts of time and cost overruns on projects. This research introduces a novel method to account for and measure optimism bias on construction projects. This study adds knowledge into delays and cost overruns causation and provides a foundation for future studies on quantifying psychological effects on projects and enhancing overall project management practices. Doi: 10.28991/esj-2021-01287 Full Text: PDF

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Idrees, Shehryar y Muhammad Tariq Shafiq. "Factors for Time and Cost Overrun in Public Projects". Journal of Engineering, Project, and Production Management 11, n.º 3 (21 de mayo de 2021): 243–54. http://dx.doi.org/10.2478/jeppm-2021-0023.

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Abstract The construction industry in Pakistan is experiencing a surge in public sector projects due to major investments in infrastructure projects. Project delays and cost overrun are common features in public sector construction projects in Pakistan. Therefore, an understanding of the causes of time and cost overrun in public projects is essential. This paper investigates delay and cost overrun factors within the context of public sector projects in Pakistan. This study identifies 48 potential factors from existing literature and semi-structured interviews were used to refine the identified factors into ten categories. A questionnaire survey was used to establish a hierarchy of factors using descriptive statistics. The results showed that the major causes of time overruns in public projects were (1) legal issues, such as court stay orders, land acquisition, relocation of public facilities; (2) technical errors leading to low-quality drawings, rework, and errors at bidding stage; and (3) Poor project management. The findings of this research contribute to understanding the causes of project delays in public sector projects in Pakistan.

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Sahid, Muhammad Nur, Anto Budi Listyawan, Abdul Rochman y Rim Dzaky Haidar Rim. "Analisis Faktor Dominan yang Mengakibatkan Pembengkakan Biaya oleh Kontraktor pada Proyek Jalan Kabupaten Wonogiri APBD Tahun 2017 dan 2018". CANTILEVER 8, n.º 2 (28 de enero de 2020): 51–57. http://dx.doi.org/10.35139/cantilever.v8i2.8.

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The implementation of the road project in Wonogiri Regency was often different between the planning with has be held that making problem for contractor like as late work and cost overrun. Therefore, the purpose of this research is knowing what is cost overrun factors and also amount of cost overruns of the road project in Wonogiri Regency which used APBD 2017 and 2018 experienced by contractor. This research was conducted by asking questions to the contractor who worked on the road project in 2017 and 2018. The analysis of this research has using the SPSS program. Based on the analysis has been done, field regulation become dominant of cost overrun. The lack of provision of field support facilities and the limited size of the project area are the reasons why field regulation factors can be a major factor causing cost overruns on road projects in Wonogiri Regency. Based on the answers from respondents it can be concluded that the contractors who experienced a swelling cost of 1% -5% there were 44 respondents, then for the cost swelling of 6% -10% there were 28 respondents, and 11% -15% there were 2 respondents, and 16% -20% only 1 respondent.

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Más fuentes

Tesis sobre el tema "Project overrun"

Ojo, Emmanuel Opeyemi. "Project Managers' Capacity-Planning Practices for Infrastructure Projects in Qatar". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7320.

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Infrastructure project delays and cost overrun are caused by ineffective use of organizational skills, processes, and resources by project managers in the construction industry. Cost overrun and schedule delay in Qatari infrastructure projects have had damaging effects on the national economy by way of claims and litigation, contractual disputes, delays in dependent projects, and project abandonment. The purpose of this qualitative case study was to explore the perceptions of project managers regarding how they utilize capacity-planning practices to mitigate project schedule delay and cost overrun in government-funded infrastructure projects in Qatar. This study was framed by three conceptual models developed by Gill to outline the capacity management needs within a construction company: (a) the time horizon model, (b) the individual-organization-industry levels model, and (c) the capacity development across components model. Date were collected from semistructured interviews with 8 participants, observational field notes, and archival data regarding Qatari infrastructure project managers' experiences in capacity-planning practices. Thematic analysis of textual data and cross-case synthesis analysis yielded 5 conceptual categories that encompassed 15 themes. The conceptual categories were (a) resources to meet performance capacity, (b) knowledgeable and skillful staff, (c) short- and long-term planning strategy, (d) cost overrun issue, and (e) time management. Findings may be used to promote timely completion of infrastructure projects, which may benefit citizens, construction companies, and the economy of Qatar.

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Han, Sedat. "Estimation Of Cost Overrun Risk In Interrnational Project By Using Fuzzy Set Theory". Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606032/index.pdf.

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In the global construction market, most construction companies are willing to undertake international projects in order to maximise their profitability by taking advantage of attractive emerging markets and minimise dependence on unfavorable domestic market conditions. In order to be awarded a contract in highly competitive global construction market, companies should excel in choosing the most attractive markets and prepare winning bids for the selected construction projects in those markets. While preparing bids, the major concern of companies is to offer an optimum price that will enable them to earn enough profits and win the contract at the same time, where profit making ability is strongly correlated with proper estimation of a risk premium that is added onto the estimated cost of the project. Due to the nature of construction works, there are lots of uncertainties associated with the project, market and country conditions. Therefore, how the profitability of the project changes with occurrence of various risk events, in other words, the sensitivity of project costs to risk events, should be estimated by bidders realistically. In this study, fuzzy set theory is used to estimate cost overrun risk in international projects at the bidding stage. The objective is to propose a methodology which can be used by bidders to quantify cost overrun risk so that a realistic risk premium may be determined. A fuzzy risk rating approach is proposed to quantify cost overrun risk rating, which takes into account of risks characterised in international construction projects. For this purpose, risk sources have been identified and a risk model is put forward by using influence diagramming method. Based on this risk model, a fuzzy risk rating algorithm has been defined and software has been developed to conduct fuzzy risk rating calculations easily. After a decision-maker inserts the necessary inputs related with project and country risk factors, the output of the software is a rating that takes into account of all factors that may affect cost overrun risk in international construction projects. The reliability of the algorithm and developed software have been tested by an application on a real construction project. The proposed methodology and decision support tool have been proved to be reliable for the estimation of cost overrun risk while giving bidding decisions in international markets.

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Ahiaga-Dagbui, Dominic Doe. "Rethinking construction cost overruns : an artificial neural network approach to construction cost estimation". Thesis, University of Edinburgh, 2014. http://hdl.handle.net/1842/10454.

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The main concern of a construction client is to procure a facility that is able to meet its functional requirements, of the required quality, and delivered within an acceptable budget and timeframe. The cost aspect of these key performance indicators usually ranks highest. In spite of the importance of cost estimation, it is undeniably neither simple nor straightforward because of the lack of information in the early stages of the project. Construction projects therefore have routinely overrun their estimates. Cost overrun has been attributed to a number of sources including technical error in design, managerial incompetence, risk and uncertainty, suspicions of foul play and even corruption. Furthermore, even though it is accepted that factors such as tendering method, location of project, procurement method or size of project have an effect on likely final cost of a project, it is difficult to establish their measured financial impact. Estimators thus have to rely largely on experience and intuition when preparing initial estimates, often neglecting most of these factors in the final cost build-up. The decision-to-build for most projects is therefore largely based on unrealistic estimates that would inevitably be exceeded. The main aim of this research is to re-examine the sources of cost overrun on construction projects and to develop final cost estimation models that could help in reaching more reliable final cost estimates at the tendering stage of the project. The research identified two predominant schools of thought on the sources of overruns – referred to here as the PsychoStrategists and Evolution Theorists. Another finding was that there is no unanimity on the reference point from which cost performance could be assessed, leading to a large disparity in the size of overruns reported. Another misunderstanding relates to the term “cost overrun” itself. The experimental part of the research, conducted in collaboration with two industry partners, used a combination of non-parametric bootstrapping and ensemble modelling with artificial neural networks to develop final project cost models based on about 1,600 water infrastructure projects. 92% of the validation predictions were within ±10% of the actual final cost of the project. The models will be particularly useful at the pre-contract stage as they will provide a benchmark for evaluating submitted tenders and also allow the quick generation of various alternative solutions for a construction project using what-if scenarios. The original contribution of the study is a fresh thinking of construction “cost overruns”, now proposed to be more appropriately known as “cost growth” based on a synthesises of the two schools of thought into a conceptual model. The second contribution is the development of novel models of construction cost estimation utilising artificial neural networks coupled with bootstrapping and ensemble modelling.

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Gozleveli, Farideh V. "An Investigation of Project Dependencies and Risks in Project Schedule Slippage and Effort Overrun in the Engineering Computing Organization". NSUWorks, 2002. http://nsuworks.nova.edu/gscis_etd/543.

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The purpose of the author in this dissertation was to investigate relationships between project dependencies and risks and the project schedule slippage and effort overrun in the Engineering Computing Organization of a leading electronic communication company. The rationale for this study was to provide a simple mechanism for the project leaders enabling them to follow their project plan more closely. Engineering Computing (EC) provides support services for all workstations, servers, Computer Aided Design (CAD) applications, and Computer Aided Engineering (CAE) applications in a leading electronic communication company. This organization is comprised of several major support groups: Service Center, Systems/Servers (USS), Network Infrastructure, Electrical/Mechanical CAD Applications, Computer Aided Software Engineering (CASE) Applications, Product Data Management (PDM) Tools, Web Technology, and Process Engineering teams. These teams develop, implement and maintain new computing technologies at a facility with over 3000 users. The majority of the human resources in these interdisciplinary teams are involved in project activities. At any given time, there are multiple projects in progress competing for the following shared resources: machines, equipment, and human resources. These projects often have dependencies to external Computing Technology Suppliers; that is, Network, Hardware, and software products. EC's timely delivery of the engineering systems and tools directly impacts the company's ability to succeed in reaching its cycle time reduction goals in new product development. The managers of EC have been unequivocally interested in the methods, tools and processes that help the organization to better understand and manage project schedule slippage and effort overruns. In this dissertation, a selected sample of completed projects at EC was examined. The researcher designed a questionnaire and conducted interviews with project leaders involved in the selected sample projects. Two cause and effect diagrams were developed to present the categories of reasons associated with the project delays and effort overruns. The inferential statistics testing provided further information on the project characteristics that further exposed the projects to risk of schedule delays and effort overrun. This research study revealed that the top three high-level categories having the largest weights on the schedule delays were supplier product, managerial, and product development. The supplier category that consisted of poor supplier product quality, late delivery and inadequate support sub-categories was the dominant reason for schedule delays in the Engineering Computing projects. Twenty nine percent of the project schedule delays were resulted from having dependencies to the suppliers (external entities). The top three high-level categories of reasons having the largest weights on the effort overruns were rooted to product development, personnel, and planning and execution. Product development category consisted of the reasons resulting in effort overrun introduced during the development lifecycle and processes. The major sub-categories under product development category included scope creep, insufficient information on requirements, and design/code complexity. This category accounted for 40% of the effort overruns in the projects analyzed in this research study. Examination of project schedule delays and effort overruns by project size, type or dependencies in this research study allowed establishing the following conclusions: software projects were exposed to risks of having significantly higher schedule slippage when compared to projects of type "installation" or "documentation", large size projects were exposed to risks of having higher schedule slippage when compared to smaller size projects, projects with dependency to external organizations were exposed to risks of having higher schedule slippage when compared to projects with no dependency to external entities, and software projects were exposed to risks of having higher effort index (cost overrun) when compared to projects of type "documentation", "evaluation", and "installation". These findings provided impetus to the project leaders to improve their project scheduling, effort estimation, risk assessment and risk management processes and practices based on the project characteristics.

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Creedy, Garry D. "Risk factors leading to cost overrun in the delivery of highway construction projects". Queensland University of Technology, 2006. http://eprints.qut.edu.au/16399/.

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Accurate client budget estimates are critical to the initial decision-to-build process for the highway construction projects. This decision-to-build point in a project's development is seen as the international standard for measuring any subsequent cost estimate inaccuracies involved (National Audit Office/Department of Transport, 1992; World Bank, 1994; Nijkamp and Ubbels, 1999), with accuracy being defined as the difference between the initial project estimate at the decision-to-build stage and the real, accounted project cost determined at the time of project completion. Expressed as a percentage of estimated cost, this is often termed cost escalation, cost overrun or cost growth, and occurs as a result of many factors, some of which are related to each other, but all are associated with forms of risks. The analysis of these risks is often a necessary step for the improvement of any given estimating system and can be used to diagnose trouble spots and to pinpoint areas where project estimating accuracy improvement might be obtained. In this research, highway projects in Queensland, Australia that have suffered significant cost overrun are analysed. The research seeks to address the gap in the knowledgebase as to why highway projects overrun their costs. It focuses on understanding how client projects budgets go wrong, when dealing with project risk. The foundation for this research is drawn from the post-mortem analysis of highway projects, each costing in excess of A$1m and whose final total expenditure exceeded budget by 10% or greater. The research identifies client risk variables which have contributed to significant cost overrun and then uses factor analysis and also expert elicitation, using nominal group technique, to establish groups of importance ranked client risks. Stepwise multivariate regression analysis is then used to investigate any correlation of these risks, along with project attributes such as highway project type, indexed project cost, geographic location and project delivery method to the percentage of cost overrun. The research results indicates a correlation between the reciprocal of project budget size and percentage cost overrun that can be useful in clients determining more realistic decision-to build highway budget estimates when taking into account project size in relation to economy of scale.

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Mitra, John Paul, Joseph Shrestha, Jeremy Ross y Jinseok Hong. "Analysis of Construction Cost Variation of Construction Manager General Contractor (CM/GC) Project". Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/5472.

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Cost overrun is prevalent in the construction industry. Usually, an owner sets a budget at the preliminary phase of a project which changes over time. Past studies are focused on analyzing the cost growth of design-bid-build projects during construction. Limited efforts have been made to analyze details of projects delivered with the Construction Manager General Contractor (CM/GC) method. This study tracks and analyzes the construction cost variation of a project from the conceptual phase to the design completion phase. The analysis is presented with a case study of a new stadium construction project. It identifies that the changes in the scope and design of the project due to the change in available budget were a major reason for variation in the cost estimates over time. Further, this study identifies a) trades with the highest variation in subcontractors’ bids, b) trades that were most overestimated, and c) trades that were most underestimated. The findings of this study is expected to aid owners, designers, and contractors of future projects in improving the preparation, planning, and estimating of future projects; reducing cost variation within trades; and optimizing the amount of contingency required to ensure the successful completion of similar projects.

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Saad, Lina. "Omfattningsändringar i infrastrukturprojekt : En fallstudie med fokus på ett tunnelbaneprojekt i tidiga skeden". Thesis, KTH, Fastigheter och byggande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-298311.

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Transportinfrastruktursystem spelar en viktig roll i stadsutvecklingen. Nyttjandet av underjordiska utrymmen för transportsystem ökar alltmer och används som potentiella lösningar för att lösa urbaniseringsproblem. För att möta den snabba befolkningstillväxt som Stockholm står inför initierade regeringen Stockholmsöverenskommelsen 2013 som innebar en omfattande utbyggnad av tunnelbanenätet samt en ökad bostadsbebyggelse. Tunnelbaneutbyggnaden är i Sverige den första att genomföras på trettio år och projektet har i det tidiga skedet redan ändrats i omfattning i två etapper. Syftet med studien är att bidra till en ökad förståelse inom området inför framtida projekt av samma karaktär. Målsättningen är att undersöka vilka faktorer som påverkar projektets benägenhet att ändras och hur dessa faktorer i sin tur påverkar projektledarens möjligheter att leda projektet. Problemet avgränsas till ett beställarperspektiv i tidiga skeden och studeras i en svensk kontext. Forskningen har genomförts som en kvalitativ fallstudie. Fallstudien består av dels en intervjustudie dels en dokumentstudie. Det studerade fallet representerar projekt Akalla-Barkarby som är ett av de delprojekt som ingår i Stockholmsöverenskommelsen. Studien har identifierat ett antal faktorer som antas påverka projektomfattningen till en större benägenhet att ändras. Dessa faktorer är relaterade till dels de förutsättningar som låg till grund för projektet i och med investeringsbeslutet dels komplexiteten i projektsystemet. Dessa faktorer skapar osäkerheter och begränsar projektledarens möjligheter att leda projektet.
Transportation infrastructure systems play an important role in urban development. The use of underground spaces for transport systems is increasing and is viewed as a potential solution to solve urbanization problems. To meet the rapid population growth that Stockholm is facing, the government initiated the Stockholm Agreement in 2013, which entailed an extensive expansion of the metro system and an increased housing development. The metro system expansion in Sweden is the first to be completed in thirty years and the project has in the early stages already changed in scope twice. The purpose of the study is to contribute to an increased understanding in the field for future projects of the same nature. The aim is to investigate the factors that affect the project's propensity to change and how these factors in turn affect the project manager's opportunities to lead the project. The problem is limited to a Client perspective in the early stages and is studied in a Swedish context. The research has been carried out as a qualitative case study. The case study consists partly of an interview study and partly of a document study. The case represents the Akalla - Barkarby project, which is one of the sub-projects included in the Stockholm Agreement. The study has identified several factors that are assumed to influence the project scope to a greater tendency to change. These factors are related partly to the preconditions of the project based in the investment decision and partly to the complexity of the project system. These factors create uncertainties and limit the project manager's opportunities to lead the project.

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Kriebel, Matilda y Emma Wolgsjö. "Proaktiv ändringshantering i uppstart av byggprojekt : En fallstudie om hur projektledare kan förebygga kostnader för tillägg i mindre byggprojekt". Thesis, Högskolan i Gävle, Industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-30309.

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A project can be defined as a temporary work that is within the scope of time and budget in terms of achieving a project goal. Due to the fact that construction projects are unique and usually very complex, project management therefore requires a working method that is adapted to the prerequisites of the project. The project manager's responsibility to follow up on the budget and ensure that resources such as working hours and consulting services are distributed correctly, is becoming increasingly challenging as the change paradox shows that flexibility decreases and costs for changes increase as the project progresses. Exceeding the project budget in construction projects has today become a global phenomenon and involves several negative social effects. Scientific studies show that the increased costs can be derived from deviations such as additions and changes during the construction project. On the other hand, there are perceived gaps in the literature for which factors affect the extent of these and thus became the study's area of investigation. Based on the scientific gap, the study aims to analyze the startup process in smaller construction projects with regard to identifying the factors that have an impact on additions, but also to review how project managers can proactively manage these factors in order to reduce the risk of increased deviations. To answer the research questions and purpose, a qualitative case study has been applied to a global consulting company in the construction industry, where semi-structured interviews were conducted with five project managers at the company. The result of the study shows that project managers do not take preventive measures or work to prevent deviations in the startup process. Based on a thematic analysis of the results, factors with an impact on deviations have been identified in three areas; systematics, communication and experience and competence. The study has shown that increased costs for additions and changes can be deduced from different approaches to project management and misleading information, inadequate requirement specification that leaves room for own interpretation, unspecified communication channels, conflicts, lack of competence and abrupt completions of the project. In order to achieve a more proactive startup process in order to prevent increased costs for additions and changes, project managers should ensure a clear requirement specification by discussing important issues and decisions, requirements and expectations with support from templates and checklists. To avoid misunderstandings and conflicts, a communication plan can be established. Finally, the choice of project model should be established and routines for final reporting should be introduced to create a learning organisation that increases the project managers' self-insight and competence regarding increased costs for additions and project changes. The theoretical contribution of the study is the identified factors within three areas as well as suggestions for how project managers can facilitate the management of additions in the startup process of construction projects.
Ett projekt kan definieras som ett tillfälligt arbete som förhåller sig inom ramarna för tid, budget och omfattning i avseende att uppnå ett projektmål. Med anledning av att byggprojekt är unika och vanligen mycket komplexa, är projektledare i behov av verktyg och arbetsmetoder som anpassas utifrån projektets förutsättningar. Projektledarens ansvar att följa upp budget och se till att resurser såsom arbetstid och konsulttjänster fördelas rätt, blir allt mer utmanande under projektets gång då ändringsparadoxen påvisar att flexibiliteten minskar och kostnader för ändringar ökar i takt med projektets fortgång. Överskridande av projektbudget inom byggprojekt har idag kommit att bli ett globalt fenomen och innebär flera negativa samhällseffekter. Vetenskapliga studier visar att de ökade kostnaderna kan härledas till tillägg och ändringar under byggprojektet. Däremot upplevs det finnas luckor i litteraturen för vilka faktorer som inverkar på omfattningen för dessa och detta blev således studiens undersökningsområde. Utifrån det vetenskapliga gapet syftar studien till att analysera uppstartsprocessen i mindre byggprojekt i avseende att identifiera de faktorer som har en inverkan på tillägg, men även till att se över hur projektledare kan hantera dessa faktorer för att minska risken för ökade kostnader vid tillägg. För att besvara rapportens frågeställningar och syfte har en kvalitativ fallstudie tillämpats hos ett globalt konsultbolag inom byggbranschen, där semistrukturerade intervjuer genomfördes med fem projektledare på företaget. Resultatet av studien visar att projektledare inte vidtar förebyggande åtgärder eller arbetar för att förhindra tillägg i uppstartsprocessen. Utifrån en tematisk analys av resultatet har faktorer med en påverkan på tillägg kunnat identifieras inom tre områden; systematik, kommunikation samt erfarenhet och kompetens. Studien har visat att ökade kostnader vid tillägg och ändringar går att härleda till olika tillvägagångssätt vid projektledning och vilseledande information, bristfällig kravspecifikation som lämnar utrymme för egen tolkning, ospecificerade kommunikationsvägar, konflikter, bristande kompetens hos projektledaren samt abrupta projektavslut. För att uppnå en mer proaktiv uppstartsprocess i syfte att förhindra ökade kostnader vid tillägg och ändringar bör projektledare säkerställa en tydlig kravspecifikation genom att diskutera viktiga frågor och beslut, krav och förväntningar med stöd från mallar och checklistor. För att undvika missförstånd och konflikter kan en kommunikationsplan upprättas. Avslutningsvis bör val av projektmodell fastställas och rutiner för slutrapportering införas för att skapa en lärande organisation som ökar projektledarnas självinsikt och kompetens vad gäller ökade kostnader för tillägg och ändringar. Studiens teoretiska bidrag är bidragsfaktorer som identifierats inom tre områden samt förslag till hur projektledare kan underlätta hantering av tillägg i uppstartsprocessen av byggprojekt.

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Kim, Byung Cheol. "Forecasting project progress and early warning of project overruns with probabilistic methods". [College Station, Tex. : Texas A&M University, 2007. http://hdl.handle.net/1969.1/ETD-TAMU-2046.

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Thomas, John Heulyn. "Managing a metro rail project to avoid cost overruns". Thesis, University of Southampton, 2009. https://eprints.soton.ac.uk/195599/.

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While technical failures remain the most common triggers for overruns in metro projects, the causes have not typically been deficiencies in the underlying engineering principles but in project management. This work involves the complementary use of requirements and risk management processes and real options theory. The Crossrail project provides a case study with a scheme design for an underground station at Farringdon being considered in detail. The requirements process documented in this research is capable of providing an interactive format for managing project requirements and importantly, any changes that are made to them. This is achieved using commercial software (Telelogic DOORS®) and it is shown that this process is effective when working on multidisciplinary metro projects. This process is then expanded to consider the interaction between risks on a project. This is identified as being crucial given the impacts that technical, project and external risks can have on each other. The developed risk process therefore allows the interactions between all risks to be recorded and provides a holistic view of all risks for management purposes. The requirements and risk processes are complemented by a fuzzy logic methodology to evaluate global and elemental risks (such as political or client risks). Over 50 external risk factors which are known to have caused overruns on previous projects are identified and the performance of Crossrail is evaluated against each risk factor by way of a questionnaire circulated to industry professionals. An approach to avoiding cost overruns is demonstrated by the application of real options theory where the chosen design for Farringdon station is developed alongside an alternative design. Real options theory is used to value the cost of implementing the design alternative should it be needed during the project construction cycle due to cost increases and the potential occurrence of major risks. This implementation cost is presented as a fixed cost agreed prior to construction rather than being an added cost to the agreed budget once construction has started. It is proposed that using real options in this context can avoid significant cost overruns by predetermining the value of payments to be made for changing from one design to another. This thesis will show how additions and adjustments to existing processes and the inclusion of real options valuation in the procurement of metro projects can help practitioners avoid cost overruns in a metro rail project.

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Libros sobre el tema "Project overrun"

Hinze, Jimmie. Analysis of WSDOT construction cost overruns: Final report, Research Project GC8719, Task 12, Construction Cost Overruns. [Olympia, Wash.]: Washington State Dept. of Transportation, Planning, Research and Public Transportation Division, in cooperation with the U.S. Dept. of Transportation, Federal Highway Administration, 1991.

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Arvan, Lanny. A sequential equilibrium model of cost overruns in long term project. Champaign: University of Illinois at Urbana-Champaign, 1988.

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Leite, António Nogueira. Cost overruns in long-term projects: Competing or complementary explanations? Lisboa: Universidade Nova de Lisboa, Faculdade de Economia, 1992.

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Patty, Robert M. The end of project overruns: Lean and beyond for engineering, procurement, and construction. Boca Raton: Universal Publishers, 2010.

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Patty, Robert M. The end of project overruns: Lean and beyond for engineering, procurement, and construction. Boca Raton: Universal Publishers, 2010.

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New Jersey. Legislature. General Assembly. Light Rail Transit Legislative Panel. Panel meeting of Assembly Light Rail Transit Legislative Panel: To provide further clarification and testimony on the status of the rail car design, the status of project funds and cost overruns, and the overall project status : [February 27, 1998, Jersey City, New Jersey]. Trenton, N.J: The Unit, 1998.

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Bell, Clive. Project appraisal: A revival is long overdue. UNU-WIDER, 2017. http://dx.doi.org/10.35188/unu-wider/2017/335-6.

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John, Dewar y Irwin Oliver. 4 Project Risks. Oxford University Press, 2015. http://dx.doi.org/10.1093/law/9780198715559.003.0005.

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This chapter considersthe identification, assessment, allocation, negotiation, and management of the risks associated with a particular project(such as delay risk, cost overruns, technology risk, off-take risk, revenue risk, operating risk, supply risk, currency risk, political risk and environmental and social risk). A project’s value is based principally on its ability to generate revenue during its operating phase. Both the sponsors and the lenders need to be able to effectively identify and manage the risks associated with that project. This chapter also identifies how those risks can be managed and minimized. In addition the chapter contains an analysis under English law of the possible impact on risk allocation in a project arising from the effects of any supervening event.

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United States. Dept. of Energy. Office of Inspections, ed. Report on inspection of Los Alamos National Laboratory's system for controlling cost overruns on work-for-others projects. Washington, D.C: U.S. Dept. of Energy, Office of Inspector General, Office of Inspections, 1995.

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This Book Is Overdue: How Librarians and Cybrarians Can Save Us All. Harper, 2010.

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Capítulos de libros sobre el tema "Project overrun"

Tsunoda, Masateru, Akito Monden, Kenichi Matsumoto, Ryosuke Hatano, Toshihiko Nakano y Yutaka Fukuchi. "Analyzing Risk Factors Affecting Project Cost Overrun". En Studies in Computational Intelligence, 171–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-32172-6_14.

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Diallo, Amadou Thierno y Ahmet Suayb Gundogdu. "Islamic Versus Conventional Infrastructure Project Finance vis-à-vis Time-Overrun Issues". En Sustainable Development and Infrastructure, 21–35. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67094-8_2.

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Sharma, Varun Kumar, Pardeep Kumar Gupta y R. K. Khitoliya. "Investigation of Critical Factors Influencing Cost Overrun in Highway Construction Projects". En RILEM Bookseries, 327–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51485-3_22.

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Windapo, Abimbola y Alireza Moghayedi. "Activities causing cost overruns on construction projects in South Africa". En Global Construction Data, 99–110. First edition. | Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.1201/9780429435911-6.

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Dalcher, Darren. "Commercial Management and Projects: A Long Overdue Match?" En Managing Projects in a World of People, Strategy and Change, 163–67. 1 Edition. | New York : Routledge, 2019. | Series: Advances in project management: Routledge, 2018. http://dx.doi.org/10.4324/9780429449741-17.

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Kostka, Genia y Niklas Anzinger. "Offshore Wind Power Expansion in Germany: Scale Patterns, and Causes of Time Delays and Cost Overruns". En Large Infrastructure Projects in Germany, 147–89. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29233-5_5.

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Sharma, Shubham y Ashok Kumar Gupta. "Analysis of Factors Affecting Cost and Time Overruns in Construction Projects". En Lecture Notes in Civil Engineering, 55–63. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6969-6_6.

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Adam, Abderisak, Per-Erik Josephson y Göran Lindahl. "Implications of Cost Overruns and Time Delays on Major Public Construction Projects". En Proceedings of the 19th International Symposium on Advancement of Construction Management and Real Estate, 747–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46994-1_61.

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Abdullah, Muhammad Sani, Wesam Salah Alaloul, M. S. Liew y Muhammad Ali Musarat. "Delay and Cost Overrun of Palm Oil Refinery Construction Projects: Artificial Neural Network (ANN) Model". En Lecture Notes in Civil Engineering, 580–89. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6311-3_67.

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Suh, Nam P. "Challenges in Designing and Implementing Large Systems (Overcoming Cost Overruns and Missed Project Schedules)". En Axiomatic Design in Large Systems, 273–309. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32388-6_11.

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Actas de conferencias sobre el tema "Project overrun"

Mejía, Guillermo, Jherson Bohórquez y Tulia E. Rivera. "Benefits of Using Confidence Intervals in Reports of Project Cost Overrun". En Construction Research Congress 2020. Reston, VA: American Society of Civil Engineers, 2020. http://dx.doi.org/10.1061/9780784482889.075.

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Kuljaroenwirat, Nicharat y Pusadee Seresangtakul. "Model for predicting cost overrun in small and medium-sized public construction project". En 2016 13th International Joint Conference on Computer Science and Software Engineering (JCSSE). IEEE, 2016. http://dx.doi.org/10.1109/jcsse.2016.7748867.

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Basak, Munmun, Vaughan Coffey y Robert K. Perrons. "Influence of Non-Technical Risks on Project Schedule Overrun: The Perspective of Upstream Gas Projects in Australia". En Offshore Technology Conference. Offshore Technology Conference, 2019. http://dx.doi.org/10.4043/29238-ms.

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Williams, T. P. "Using Classification Rules to Develop a Predictive Indicator of Project Cost Overrun Potential from Bidding Data". En International Workshop on Computing in Civil Engineering 2007. Reston, VA: American Society of Civil Engineers, 2007. http://dx.doi.org/10.1061/40937(261)5.

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Sukhoo, Aneerav, Andries Barnard, Mariki M. Eloff, John A. Van der Poll y Mahendrenath Motah. "Accommodating Soft Skills in Software Project Management". En InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2923.

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Software project management probably is a sector that has witnessed the highest rate of project failure in the world. This is not the case with project management concerned with other disciplines due to better management of their inherent strengths and weaknesses. Hard skills, often described as a science and comprising processes, tools and techniques applied to projects are the main focus of many project management methodologies. Extensive research has been carried out in the project management domain with greater focus on hard skills. Soft skills described as an art, are very often ignored during software project management. Such skills, acquired through experience, are concerned with managing and working with people, ensuring customer satisfaction and creating a conducive environment for the project team to deliver high quality products within budget and on time and exceeding stakeholder expectations. This paper summarizes the soft skills that can possibly improve the success rate of software projects. These projects, if not managed properly can lead to escalation of budget and time schedules beyond expectations. Deterioration of quality may be inevitable while deploying efforts to deal with cost overrun and schedule extension. Research in the field of soft skills required has been carried out at the University of Arkansas. The results show that IT organizations are conscious of the need for soft skills. Furthermore, a number of organizations, like Polaris, Sun Microsystems and Mastek have found it necessary to include soft skills in their training agenda.

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Kaleem, Sidra, Muhammad Irfan y Hamza F. Gabriel. "Estimation of Highway Project Duration at the Planning Stage and Analysis of Risk Factors Leading To Time Overrun". En Second Transportation & Development Congress 2014. Reston, VA: American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784413586.059.

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Oehmen, Josef, Mohammad Ben-Daya, Warren Seering y Muhammad Al-Salamah. "Risk Management in Product Design: Current State, Conceptual Model and Future Research". En ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28539.

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Risk management is an important element of product design. It helps to minimize the project- and product-related risks such as project budget and schedule overrun, or missing product cost and quality targets. Risk management is especially important for complex, international product design projects that involve a high degree of novel technology. This paper reviews the literature on risk management in product design. It examines the newly released international standard ISO 31000 “Risk management — Principles and guidelines” and explores its applicability to product design. The new standard consists of the seven process steps communication and consultation; establishing the context; risk identification; risk analysis; risk evaluation; risk treatment; and monitoring and review. A literature review reveals, among other findings, that the general ISO 31000 process model seems applicable to risk management in product design; the literature addresses different process elements to varying degrees, but none fully according to ISO recommendations; and that the integration of product design risk management with risk management of other disciplines, or between project and portfolio level in product design, is not well developed.

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Gaetsewe, Refentse, Thabiso Monyane y Fidelis Emuze. "Overruns Again in Public Projects: Perspective from Northern Cape, South Africa". En International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0006.

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Giat, Yahel y Amichai Mitelman. "The Wisdom of the Crowds and Cost Overruns in Construction Project Tenders [Abstract]". En InSITE 2021: Informing Science + IT Education Conferences. Informing Science Institute, 2021. http://dx.doi.org/10.28945/4783.

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Aim/Purpose: This study’s objective is to demonstrate the wisdom of the crowds phenomenon in construction project tenders and relate it to cost overruns in these projects. Background: The wisdom of the crowd’s phenomenon is an age-old idea that argues that collective opinion is better than any single (even expert) opinion. The first data-based evidence for it is from the beginning of the twentieth century when statistician Francis Galton attended an exhibition in which attendants were asked to estimate the weight of a large ox. He found that while individual estimates varied considerably, the median estimate was within less than one percent from the true weight. The existence of the wisdom of the crowds has a particularly important implication in tenders. Consider a tender for a contract in which the winner is the bidder that agrees to take the contract for the lowest cost. If the collective bid, i.e., the mean bid, is the most accurate in assessing the true value of the contract, then the winning bid is overestimating the contract and is therefore expected to end up with a loss. Indeed, this winner’s curse, was first observed in tenders in the petroleum industry and has been since found in many other fields. Methodology: All the construction projects that were tendered and completed between January 2017 and July 2020 under the management of the department of engineering and construction, a government agency in Israel, were analyzed. After data cleansing, the data comprised 148 tenders with 1295 bids and total value of 229 million US dollars. For each project we determined the valid bids, average (valid) bid, the winning bid, the original project estimated cost, and the actual payments to the winning contractor (actual project cost). Contribution: Construction projects in the public sector are typically granted through a bidding process in which the lowest bidder is granted the contract. It is therefore of interest to examine whether the wisdom of the crowds and the winner’s curse phenomena are manifested in this type of tenders. The results could help understand the reasons for cost overruns in public construction projects. Findings: 1. Wisdom of the crowds: For each project we computed the ratio of the average bid and the project’s estimated cost. The mean ratio (for the 148 projects) was 1.01 suggesting that, on average, the bids are within 1 percent from the true project value. 2. Winner’s curse: On average the winning bid was 7.9% less than the estimated cost and 8.1% less than the average bid. 3. Cost overruns: On average, the payments to the contractor were 16.3% higher than the estimated cost, and 18.8% higher than the average bid. 4. In total these results demonstrate how contractors are able to overcome the winner’s curse. On average, payments to the contractor were 30.7% higher than their bid. Recommendations for Practitioners: Tender issuing public agencies should take into account that the winning bid is based on unrealistic optimism and when the winning contractor is tested by the real costs, they will be hard pressed to avoid these losses and therefore will drive the project into cost overruns. Recommendations for Researchers: It is important to model the strategic game between contractors and project managers that represent the tender-issuing agency. This may explain why the construction industry is beleaguered by cost overruns. Impact on Society: In the current state, the public is paying more than needed for construction projects since winning contractors are struggling to spin their losses into gains. Future Research: Develop game theory models that are based on our empirical findings and that can help to reduce cost overruns in construction projects.

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Ali, Noori y Payjor Abdullah. "ime Overrun in Construction Projects of Sulaimani City". En INTERNATIONAL CONFERENCE ON ARCHITECTURAL AND CIVIL ENGINEERING 2020. Cihan University-Erbil, 2021. http://dx.doi.org/10.24086/aces2020/paper.260.

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Several constructional projects in Sulaimani face to the delay, during the stages of designing and implementation. The delay refers to various causes. There are several key persons) resources) (templates) (clients) (factors) (characteristics) (parameters) that have direct effects on delay of the projects. The study was conducted and depended on two different methods practical and theoretical parts, for performing practical part two specific elites were chose, the first elite was the expert engineers that had actual practical involvement in construction projects and the second elite was the contractors that had a real suffering from delays of their projects. While the theoretical part was depended on reviews for the existing studies to collect information. The practical result showed that the five most effective key persons were the (1-Laws and Regulations, 2-Contractor, 3-Designer, 4-Resident Engineer, 5-Site Location) seriously. While the reviewed results for the existing studies showed (1-Designer, 2-Finance/payment, 3-Weather, 4-Unforseen circumstances, 5-Lack of Site management by Contractor). Keywords: Constructional projects delay, Time extension, Mistakes of design, Plan and scheduling, Variation order.

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Informes sobre el tema "Project overrun"

Bordat, Claire, Bob McCullouch y Kumares Sinha. An Analysis of Cost Overruns and Time Delays of INDOT Projects. West Lafayette, IN: Purdue University, 2004. http://dx.doi.org/10.5703/1288284313134.

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Roberts, Tony y Kevin Hernandez. Open Data for Agriculture and Nutrition: A Literature Review and Proposed Conceptual Framework. Institute of Development Studies (IDS), enero de 2021. http://dx.doi.org/10.19088/ids.2021.018.

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This paper begins by locating the Global Open Data for Agriculture and Nutrition project (GODAN) in the context of wider debates in the open data movement by first reviewing the literature on open data and open data for agriculture and nutrition (ODAN). The review identifies a number of important gaps and limitations in the existing literature. There has been no independent evaluation of who most benefits or who is being left behind regarding ODAN. There has been no independent evaluation of gender or diversity in ODAN or of the development outcomes or impacts of ODAN. The existing research on ODAN is over-reliant on key open data organisations and open data insiders who produce most of the research. This creates bias in the data and analysis. The authors recommend that these gaps are addressed in future research. The paper contributes a novel conceptual ‘SCOTA’ framework for analysing the barriers to and drivers of open data adoption, which could be readily applied in other domains. Using this framework to review the existing literature highlights the fact that ODAN research and practice has been predominantly supply-side focused on the production of open data. The authors argue that if open data is to ‘leave no one behind’, greater attention now needs to be paid to understanding the demand-side of the equation and the role of intermediaries. The paper argues that there is a compelling need to improve the participation of women, people living with disabilities, and other marginalised groups in all aspects of open data for agriculture and nutrition. The authors see a need for further research and action to enhance the capabilities of marginalised people to make effective use of open data. The paper concludes with the recommendation that an independent strategic review of open data in agriculture and nutrition is overdue. Such a review should encompass the structural factors shaping the process of ODAN; include a focus on the intermediary and demand-side processes; and identify who benefits and who is being left behind.

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Report on inspection of Los Alamos National Laboratory`s system for controlling cost overruns on work-for-others projects. Office of Scientific and Technical Information (OSTI), marzo de 1995. http://dx.doi.org/10.2172/46684.

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