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Bassioni, H A, Price, A D F and Hassan, T M (2005) Building a conceptual framework for measuring business performance in construction: an empirical evaluation. Construction Management and Economics, 23(05), 495-507.

Chan, J K W, Tam, C M and Cheung, R (2005) Monitoring financial health of contractors at the aftermath of the Asian economic turmoil: a case study in Hong Kong. Construction Management and Economics, 23(05), 451-8.

Ellis, R C T, Wood, G D and Keel, D A (2005) Value management practices of leading UK cost consultants. Construction Management and Economics, 23(05), 483-93.

Kirkham, R J and Boussabaine, A H (2005) Forecasting the residual service life of NHS hospital buildings: a stochastic approach. Construction Management and Economics, 23(05), 521-9.

Lee, S-H, Thomas, S R and Tucker, R L (2005) The relative impacts of selected practices on project cost and schedule. Construction Management and Economics, 23(05), 545-53.

  • Type: Journal Article
  • Keywords: Cost; discriminant function analysis; practices; relative importance; schedule
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190500040232
  • Abstract:

    Many studies reveal the positive impact of practices use on overall project performance, resulting in a consensus opinion in the industry that implementation of certain practices leads to improvement; yet there have been no definitive studies reporting in a quantitative manner, the relative impact of practices on different project objectives. This study develops models using multiple descriptive discriminant function analyses that divide project cost and schedule performance into four different performance groups. The study then examines the practices that discriminate among these four groups. Finally these results are summarized into a practice use index categorization for project cost and schedule performance. Critical practices indicating dominant impact on both cost and schedule performance are pre-project planning, project change management and design/information technology practice. Team building practice is a cost-beneficial practice and zero accident techniques practice is a schedule-beneficial practice, while constructability practice has a balanced bottom line impact on both cost and schedule.

Li, B, Akintoye, A, Edwards, P J and Hardcastle, C (2005) Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(05), 459-71.

Ling, F Y Y, Ibbs, C W and Cuervo, J C (2005) Entry and business strategies used by international architectural, engineering and construction firms in China. Construction Management and Economics, 23(05), 509-20.

Nyström, J (2005) The definition of partnering as a Wittgenstein family-resemblance concept. Construction Management and Economics, 23(05), 473-81.

Zayed, T M and Halpin, D W (2005) Deterministic models for assessing productivity and cost of bored piles. Construction Management and Economics, 23(05), 531-43.