• Journal of Construction Engineering and Project Management
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• 제6권2호
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• pp.16-23
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• 2016

The use of inappropriate procurement methods to deliver construction projects has long been acknowledged as a major source of poor project performance and is particularly problematic for the Libyan Construction Industry. Poor procurement method selection has been recognised as a major contributory factor to frequent time and cost overruns. This paper offers a way of selecting specific procurement methods to maximize successful project performance. The methodology involves an intensive review of relevant literature, followed by a semi-structured questionnaire survey. The key findings of the study reveal that 11 out of its 12 common selection criteria exhibit a significant contribution to one or more project performance criteria (time, cost and quality). Project clients should therefore prioritise these criteria when selecting a design-bid-build method. Knowledge of the criteria that contribute positively to project performance will also enable clients to work out, prior to and during construction, the best measures and provisions for successful project outcomes.

• Journal of Construction Engineering and Project Management
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• 제2권4호
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• pp.42-45
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• 2012

In construction industry, the term 'procurement' is considered as a project based job where clients and contractors are always keen to observe performance indicators. These indicators represent financial and non-financial efficiency of project activities. Among these, the monitoring of financial indicators such as cost monitoring is an ongoing process and its importance cannot be undermined during the project life cycle. It can be monitored by using traditional approach of direct reporting of actual cost against budget. However, the comparison of budget versus actual spending does not indicate the worth of the work which is completed at any given time. This approach does not represent the true cost performance of the project. Because of these limitations, this paper discusses the applications of Earned Value Analysis (EVA) for cost monitoring of construction projects in Malaysia. Besides traditional approach, EVA is a three-dimensional approach that compares three cost indicators i.e. the budgeted value of work scheduled with the earned value of physical work completed and the actual cost of work completed. Therefore, cost monitoring by EVA is an objective measure of actual work performed. This paper uses a case study, an example application of EVA as a cost monitoring tool. This case study reaffirms the benefits of using EVA for project cash flow analysis and forecasting.

• 한국BIM학회 논문집
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• 제11권3호
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• pp.34-44
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• 2021

This study quantitatively analyzes the work performance of the structural safety diagnosis team that diagnoses pipe racks. To this end, a method for evaluating the performance of the structural safety diagnosis team using the queuing model was proposed. For verification, the case of applying the existing method and the method of introducing a 3D laser scanner for one site was used. The period, number of people, and initial investment cost of each project were collected through interviews with case project experts. As a result of analyzing the performance of the structural safety diagnosis team using the queuing model, it was possible to confirm the probability of delay in the work of each project and the amount of delayed work. Through this, the cost (standby cost) when the project was delayed was analyzed. Finally, economic analysis was conducted in consideration of the waiting cost, labor cost, and initial investment cost. The results of this study can be used to decide whether to introduce 3D laser scanners.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.170-178
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• 2022

A high-performing Earned Value Management System (EVMS) can influence project success and help stakeholders meet project objectives. Although EVMS processes are well-supported by technical guidelines and standards, project managers often face challenges related to the project culture, team, resources, and business practices that make up the project environment within which an EVMS is being used. A comprehensive literature review revealed a lack of a data-driven and consistent assessment frameworks that can gauge the environment surrounding EVMS implementation. This paper will discuss the EVMS environment of construction and environmental projects, and examine its impact on cost performance. The authors used a multi-method approach to identify 27 environment factors that make up the EVMS environment, assessing them on 18 construction and environmental projects worth over $2 billion of total cost. Research methods employed include: (1) a literature review of more than 300 references; (2) a survey of 294 respondents; and (3) remote research charrettes with more than 60 participating expert practitioners. Culture (one of the identified environment categories) was found to be relatively more important in terms of its impact on the EVMS environment, followed by people, practices, and resources. These exploratory results show statistically significant differences in cost performance between completed projects with either a good or poor environment, for the sample projects. Key environment factors are outlined, and guidance is provided to practitioners around how to set up an effective EVMS environment in a construction or environmental project to inform decision-making and support achieving the project cost objectives successfully.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2016년도 춘계 학술논문 발표대회
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• pp.237-238
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• 2016

Rework is a major cause that adversely affects the performance of a construction project, such as schedule delay or cost overrun. In order to prevent rework, research has been mainly conducted to analyze the cause of rework, but limited to quantitatively measure cost of rework and analyze its impact on project performance. Therefore, this paper aims to analyze impact of rework cost using 369 rework items collected from 3 construction site. This research is expected to accurately determine control target of rework and to improve efficiency of business operations in construction project.

• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.653-661
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• 2007

Overseas construction projects tend to be more complex than domestic projects, being exposed to more external risks, such as politics, economy, society, and culture, as well as more internal risks from the project itself. It is crucial to have an early understanding of the project condition, in order to be well prepared in various phases of the project. This study compares a structural equation model and multiple regression analysis, in their capacity to predict cost performance of international construction projects. The structural equation model shows a more accurate prediction of cost performance than does regression analysis, due to its intrinsic capability of considering various cost factors in a systematic way.

• Journal of Construction Engineering and Project Management
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• 제10권1호
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• pp.16-32
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• 2020

Cost and time control of projects is important in preventing project failure. However, achieving effective cost and time control in practice is often challenging. The challenges of project cost and time control in practice are investigated by carrying out a questionnaire survey on the top 150 construction contractors in the UK followed by in-depth semi-structured interviews of practitioners from 15 construction companies in the country. Quantitative analysis reveals that design change is the most important factor inhibiting the ability of UK contractors from effectively controlling both the cost and time of construction projects. Four of the top five factors inhibiting effective cost control are also the top factors inhibiting effective time control albeit in a different order. These top factors-design changes, inaccurate evaluation of project time/duration, risk and uncertainty, non-performance of subcontractors and nominated suppliers were also found to be endogenous factors to the project. Additionally, qualitative analysis of the interviews reveals 16 key challenges to prevent for effective project cost and time control in practice. These are classified into four categorised based on where they stem from as follows; from the organisation (1. Lack of integration of cost and time during project control, 2. lack of management buy-in, 3. complicated project control systems and processes, 4. lack of a project control training regime); from the construction management/project management approach (5. Lapses in integration of interfaces, 6. project control not being implemented from the early stages of a project, 7. inefficient utilisation and control of labour, 8. limited time devoted to planning how a project will be controlled at the outset); from the client; (9. Excessive authorisation gates, 10. use of adversarial and non-collaborative forms of contracts, 11. communication problems within client set-up, 12. obstructive client representatives) and; from the project team (13. Lack of detailed/complete design, 14. lack of trust among the project partners, 15. limited time devoted to project control on site, 16. non-factual reporting). The study posits that knowledge of these project control inhibiting factors and challenges is the first step at ensuring they are avoided and enable the implementation of a more effective project cost and time control process in practice.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2011년도 춘계 학술논문 발표대회 1부
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• pp.207-209
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• 2011

Numerous reports show that alternative project delivery systems (PDSs) such as design-build (DB), construction management at risk (CMR), and design-build-maintain (DBM) are increasingly used in many countries. This study compared characteristics of each PDS (design-bid-build (DBB), DB, CMR, or DBM) by analyzing quantitative data from 9 research articles. In order to compare characteristics between DBB and alternative PDSs, the study is based on principal 3 factors - Time, Cost, and Quality. DB shows the best performance in the time part and also the cost performance depending on facility type and project size. The performance of quality has minor difference among different PDSs. These results support the fact that using an appropriate PDS by the characteristic of a project makes high value of efficiency and productivity.

• 한국건설관리학회논문집
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• 제7권6호
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• pp.202-211
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• 2006

Rework in the construction industry can adversely affect project cost and schedule performance. Based on direct rework costs recorded on 359 construction projects, this paper presents an assessment of the magnitude of rework by various types of projects and sources of rework. The results from this paper establish that on average 4.5% and 2.5% of actual construction costs were spent on rework for owner and contractor projects, respectively. Furthermore, this paper determines that the direct rework costs differ by project types and sources of rework. Finally, it permits the development of rework reduction initiatives. By quantifying and recognizing the different magnitude of rework, the industry can be aware of the waste from rework and develop effective plans for managing rework, ultimately improving project cost performance.

• 한국건설관리학회논문집
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• 제8권5호
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• pp.191-200
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• 2007

This paper introduces a tool for predicting potential cost overrun during project execution and for quantifying the uncertainty on the expected project cost, which is occasionally changed by the unknown effects resulted from project's complications and unforeseen environments. The model proposed in this stuff is useful in diagnosing cost performance as a project progresses and in monitoring the changes of the uncertainty as indicators for a warning signal. This model is intended for the use by project managers who forecast the change of the uncertainty and its magnitude. The paper presents a mathematical approach for modifying the costs of incomplete work packages and project cost, and quantifying reduced uncertainties at a consistent confidence level as actual cost information of an ongoing project is obtained. Furthermore, this approach addresses the effects of actual informed data of completed work packages on the re-estimates of incomplete work packages and describes the impacts on the variation of the uncertainty for the expected project cost incorporating Multivariate Probabilistic Analysis (MPA) and Bayes' Theorem. For the illustration purpose, the Introduced model has employed an example construction project. The results are analyzed to demonstrate the use of the model and illustrate its capabilities.