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Al‐Harbi, K M, Johnston, D W and Fayadh, H (1994) Building Construction Detailed Estimating Practices in Saudi Arabia. Journal of Construction Engineering and Management, 120(04), 774–84.
de Neufville, R and Smith, J T (1994) Improving Contractors' Bids Using Preference Reversal Phenomenon. Journal of Construction Engineering and Management, 120(04), 706–19.
Dowding, C H (1994) Ground Motions and Air‐Blast Effects of Explosive Demolition of Structures. Journal of Construction Engineering and Management, 120(04), 838–56.
Hinze, J and Brown, J (1994) Properties of Soundless Chemical Demolition Agents. Journal of Construction Engineering and Management, 120(04), 816–27.
Lutz, J D, Halpin, D W and Wilson, J R (1994) Simulation of Learning Development in Repetitive Construction. Journal of Construction Engineering and Management, 120(04), 753–73.
McCullouch, B G and Lueprasert, K (1994) 2D Bar‐Code Applications in Construction. Journal of Construction Engineering and Management, 120(04), 739–52.
Naoum, S G (1994) Critical Analysis of Time and Cost of Management and Traditional Contracts. Journal of Construction Engineering and Management, 120(04), 687–705.
- Type: Journal Article
- Keywords: Performance characteristics; Project evaluation; Contracts; Client relationships; Case reports;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(1994)120:4(687)
- Abstract:
This paper presents some findings of a PhD research program conducted by Naoum in 1989, which sought to investigate whether the means of procurement influenced project performance. Ten factors were identified to measure project performance: (1) Preconstruction time; (2) construction time; (3) total time; (4) speed of construction; (5) unit cost of building; (6) time overrun; (7) cost overrun; and client satisfaction with (8) time, (9) cost, and (10) quality. A theoretical framework was used to assist in comparing project performance in a case study sample of 39 management contracts and 30 traditional contracts. From the evidence available in the writer's study, it must be concluded that in neither the management nor the traditional system lies the solution to all the problems facing the construction industry. To achieve project success, the parties need to match the various organizational forms to the client's characteristics, criteria, and priorities with respect to time, cost, and quality. The statistical analysis suggests that management contracting performs significantly better in some respects than traditional contracting, in particular, when time was the essence of the contract and when the project was highly complex. However, the research did not provide enough evidence to support the view that management contracting can reduce the overall building cost, or that the system can increase the standard of quality.
Salim, M and Bernold, L E (1994) Effects of Design‐Integrated Process Planning on Productivity in Rebar Placement. Journal of Construction Engineering and Management, 120(04), 720–38.
Semple, C, Hartman, F T and Jergeas, G (1994) Construction Claims and Disputes: Causes and Cost/Time Overruns. Journal of Construction Engineering and Management, 120(04), 785–95.
Songer, A D, Ibbs, C W and Napier, T R (1994) Process Model for Public Sector Design‐Build Planning. Journal of Construction Engineering and Management, 120(04), 857–74.
Stevens, J D and Murray, A L (1994) Modified Roof Erection System. Journal of Construction Engineering and Management, 120(04), 828–37.
Thabet, W Y and Beliveau, Y J (1994) HVLS: Horizontal and Vertical Logic Scheduling for Multistory Projects. Journal of Construction Engineering and Management, 120(04), 875–92.
Tommelein, I D, Carr, R I and Odeh, A M (1994) Assembly of Simulation Networks Using Designs, Plans, and Methods. Journal of Construction Engineering and Management, 120(04), 796–815.