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Al-Jibouri, S H and Mawdesley, M J (2001) Design and experience with a computer game for teaching construction project planning and control. Engineering, Construction and Architectural Management, 8(05), 418–27.

Bresnen, M and Marshall, N (2001) Understanding the diffusion and application of new management ideas in construction. Engineering, Construction and Architectural Management, 8(05), 335–45.

Charoenngam, C and Sriprasert, E (2001) Assessment of cost control systems: a case study of Thai construction organizations. Engineering, Construction and Architectural Management, 8(05), 368–80.

Chritamara, S, Ogunlana, S O and Bach, N L (2001) Investigating the effect of initial scope establishment on the performance of a project through system dynamics modelling. Engineering, Construction and Architectural Management, 8(05), 381–92.

Gil, N, Tommelein, I D, Kirkendall, R L and Ballard, G (2001) Leveraging speciality-contractor knowledge in design-build organizations. Engineering, Construction and Architectural Management, 8(05), 355–67.

  • Type: Journal Article
  • Keywords: collaboration; concurrent engineering; design-assist design-build; design build contracting; knowledge; lean construction; partnering; product-process integration; specialty consultants
  • ISBN/ISSN: 0969-9988
  • URL: http://www.ingentaconnect.com/search/expand?pub=infobike://bsc/ecam/2001/00000008/F0020005/art00218&unc=
  • Abstract:
    Specialty contractors have knowledge to contribute to the early design of architecture, engineering, and construction (AEC) products. In current practice, however, they are seldom involved in early design, but evidence suggests that their early involvement is increasing. Lean construction theory advocates such involvement. The practice of involving suppliers in product development efforts and manufacturing has proven to be highly successful. The paper reports on empirical research that identified the contributions of specialty contractor (SC) knowledge to early design, which led to gains in process efficiency and improvements in product quality. These contributions are categorized and illustrated by means of examples that stem from current practice or present potential opportunities for improvement. Reasons are given why SC knowledge is often ignored in design. Changes in AEC practices nevertheless suggest that organizations are creating conditions to increase interaction between designers and SCs. Such interactions will help AEC organizations to retain and share the knowledge of individuals as well as learn to develop new knowledge.

Harris, R A and Scott, S (2001) UK practice in dealing with claims for delay. Engineering, Construction and Architectural Management, 8(05), 317–24.

Kululanga, G K and McCaffer, R (2001) Measuring knowledge management for construction organizations. Engineering, Construction and Architectural Management, 8(05), 346–54.

Kumaraswamy, M and Dulaimi, M (2001) Empowering innovative improvements through creative construction procurement. Engineering, Construction and Architectural Management, 8(05), 325–34.

Messner, J I and Sanvido, V E (2001) An information model of project evaluation. Engineering, Construction and Architectural Management, 8(05), 393–402.

Oyegoke, A S (2001) UK and US construction management contracting procedures and practices: a comparative study. Engineering, Construction and Architectural Management, 8(05), 403–17.