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Bowen, P, Edwards, P and Lingard, H (2013) Workplace stress among construction professionals in South Africa: The role of harassment and discrimination. Engineering, Construction and Architectural Management, 20(06), 620-35.

Ding, Z, Ng, F F and Wang, J (2013) The mediation role of trust in knowledge sharing: A cognitive perspective in Chinese architectural design teams. Engineering, Construction and Architectural Management, 20(06), 604-19.

Josephson, P-E and Björkman, L (2013) Why do work sampling studies in construction? The case of plumbing work in Scandinavia. Engineering, Construction and Architectural Management, 20(06), 589-603.

Ling, F Y Y and Ang, W T (2013) Using control systems to improve construction project outcomes. Engineering, Construction and Architectural Management, 20(06), 576-88.

  • Type: Journal Article
  • Keywords: Control systems; Cost control; Performance monitoring; Quality control; Time-based management
  • ISBN/ISSN: 0969-9988
  • URL: https://doi.org/10.1108/ECAM-10-2011-0093
  • Abstract:
    Purpose – The purpose of this paper is to identify control systems that give rise to better construction project performance; and develop and test project performance predictive models based on control systems adopted in the project. Design/methodology/approach – Research design was questionnaire survey. Data were collected via Electronic mails. The sampling frame was Singapore-based construction firms. Findings – In all, 16 control mechanisms are significantly correlated with project outcomes. The more important control mechanisms are: adequacy of project information to develop the project schedule; adequacy of float in the schedule; and quality of techniques used to support risk identification. Two relatively robust predictive models were constructed and validated to predict schedule and quality outcomes of construction projects. Schedule performance may be predicted by adequacy of float and stringency of criteria to select suppliers. Quality outcome is most significantly affected by competency of quality manager, rather than the hard systems adopted in the project. Research limitations/implications – The limitations include low response rate, and subjective nature of the five-point Likert scale used to rate project outcomes and extent to which control mechanisms were adopted in the project. Practical implications – The implication of the findings is that merely having good project management practices and adequate resources are not sufficient to achieve good project outcomes. Instead, construction projects need to have control systems in place, as they play an important role in project outcomes. Originality/value – The paper has shown empirically that control systems affect project outcomes. They are needed not just to control the project, but also help the project to achieve good outcomes. The research designed and tested two relatively robust models to predict schedule and quality outcomes of a project. These models may be used to make an initial assessment of the project's likely outcome, based on the control systems that contractors are going to adopt.

Nguyen, L D and Nguyen, H T (2013) Relationship between building floor and construction labor productivity: A case of structural work. Engineering, Construction and Architectural Management, 20(06), 563-75.

Weisheng, L, Liu, A M M, Hongdi, W and Zhongbing, W (2013) Procurement innovation for public construction projects: A study of agent-construction system and public-private partnership in China. Engineering, Construction and Architectural Management, 20(06), 543-62.