Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 10 results ...

Abu‐Hijleh, S F and Ibbs, C W (1989) Schedule‐Based Construction Incentives. Journal of Construction Engineering and Management, 115(03), 430–43.

Davis, K, Ledbetter, W B and Burati, J L (1989) Measuring Design and Construction Quality Costs. Journal of Construction Engineering and Management, 115(03), 385–400.

Eldin, N N (1989) Measurement of Work Progress: Quantitative Technique. Journal of Construction Engineering and Management, 115(03), 462–74.

Hughes, P J, O'Connor, J T and Traver, A E (1989) Pipe Manipulator Enhancements for Increased Automation. Journal of Construction Engineering and Management, 115(03), 412–23.

Ioannou, P G (1989) Evaluation of Subsurface Exploration Programs. Journal of Construction Engineering and Management, 115(03), 339–56.

Johnston, D W, Kahn, K P and Phillips, J B (1989) Formwork Pressures in Tall and Thick Concrete Walls. Journal of Construction Engineering and Management, 115(03), 444–61.

Reda, R and Carr, R I (1989) Time‐Cost Trade‐Off Among Related Activities. Journal of Construction Engineering and Management, 115(03), 475–86.

Rutherford, A W (1989) Organizational Evolution I‐595 Port Everglades Expressway. Journal of Construction Engineering and Management, 115(03), 357–69.

  • Type: Journal Article
  • Keywords: Construction management; Consultants; Florida; Highway and road construction; Highways; Management; Organizations;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1989)115:3(357)
  • Abstract:
    AS the I‐595 Port Everglades Expressway program matured from the design stage to commencement of construction, the organization structure changed as well. The Florida Department of Transportation's innovative use of a construction services consultant (CSC) for an interstate highway program has evolved, from delegation of responsibility to the CSC from a few senior FDOT preconstruction/design managers, to the institution of a FDOT task force with project‐specific managers over the major functional areas of design, construction and right‐of‐way. The CSC has assumed a staff function with most of the responsibility and authority vested in the FDOT task force personnel. This arrangement works very well, improving communications within the Department, speeding approvals and leveraging the effectiveness of FDOT managers by the use of CSC staff experience in mega‐project management. A byproduct of using the readily mobilized CSC staff is the exposure of FDOT personnel to the latest microcomputer‐based management controls systems.

Shanmuganayagam, V (1989) Current Float Techniques for Resources Scheduling. Journal of Construction Engineering and Management, 115(03), 401–11.

Thomas, H R, Sanvido, V E and Sanders, S R (1989) Impact of Material Management on Productivity—A Case Study. Journal of Construction Engineering and Management, 115(03), 370–84.