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Bogus, S M, Molenaar, K R and Diekmann, J E (2006) Strategies for overlapping dependent design activities. Construction Management and Economics, 24(08), 829-37.

  • Type: Journal Article
  • Keywords: Concurrent engineering; project management; decision making
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190600658529
  • Abstract:

    Overlapping activities that are traditionally performed in a sequential manner can significantly reduce project delivery times. Overlapping, however, should be approached in a systematic manner to reduce the costs and risks. Information gathered from sector-based case studies and from the manufacturing domain suggest a formalised framework for identifying overlapping opportunities and strategies can be successfully implemented for infrastructure projects. This framework considers activity characteristics, such as evolution of upstream information and sensitivity of downstream activities to changes in upstream information, to identify appropriate overlapping strategies. Overlapping strategies, such as early freezing of design criteria, overdesign, and early release of preliminary information, are selected based on activity characteristics. These strategies operate either by speeding up the evolution of upstream information or by reducing the sensitivity of downstream activities. By aligning overlapping strategies with activity characteristics, project managers can make better decisions on when and how much to overlap sequential activities to reduce overall project delivery time.

Grosskopf, K R and Kibert, C J (2006) Economic incentive framework for sustainable energy use in US residential construction. Construction Management and Economics, 24(08), 839-46.

Lewis, T M and Hosein, R (2006) An estimation of the size of the hidden labour force in construction in Trinidad and Tobago. Construction Management and Economics, 24(08), 805-15.

Mattar, M H and Cheah, C Y J (2006) Valuing large engineering projects under uncertainty: private risk effects and real options. Construction Management and Economics, 24(08), 847-60.

Poh, Y P and Tah, J H M (2006) Integrated duration-cost influence network for modelling risk impacts on construction tasks. Construction Management and Economics, 24(08), 861-8.

Raidén, A B, Dainty, A R J and Neale, R H (2006) Balancing employee needs, project requirements and organisational priorities in team deployment. Construction Management and Economics, 24(08), 883-95.

Sacks, R and Harel, M (2006) An economic game theory model of subcontractor resource allocation behaviour. Construction Management and Economics, 24(08), 869-81.

Skitmore, M and Runeson, G (2006) Bidding models: testing the stationarity assumption. Construction Management and Economics, 24(08), 791-803.

Zhang, S B and Liu, A M M (2006) Organisational culture profiles of construction enterprises in China. Construction Management and Economics, 24(08), 817-28.