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Alarcón, L F and Ashley, D B (1996) Modeling Project Performance for Decision Making . Journal of Construction Engineering and Management, 122(03), 265–73.
Gibson, G E, McGinnis, C I, Flanigan, W S and Wood, J E (1996) Constructability in Public Sector . Journal of Construction Engineering and Management, 122(03), 274–80.
Gransberg, D D (1996) Optimizing Haul Unit Size and Number Based on Loading Facility Characteristics . Journal of Construction Engineering and Management, 122(03), 248–53.
Hartman, F and Snelgrove, P (1996) Risk Allocation in Lump-Sum Contracts—Concept of Latent Dispute . Journal of Construction Engineering and Management, 122(03), 291–6.
Hastak, M, Halpin, D W and Vanegas, J (1996) COMPASS—New Paradigm for Project Cost Control Strategy and Planning . Journal of Construction Engineering and Management, 122(03), 254–64.
Ioannou, P G and Martinez, J C (1996) Comparison of Construction Alternatives Using Matched Simulation Experiments . Journal of Construction Engineering and Management, 122(03), 231–41.
Lin, K and Haas, C T (1996) An Interactive Planning Environment for Critical Operations . Journal of Construction Engineering and Management, 122(03), 212–22.
Samuels, A F and Bruder, M J (1996) Construction Representative: Scheduling and Cost Management . Journal of Construction Engineering and Management, 122(03), 281–90.
- Type: Journal Article
- Keywords:
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(1996)122:3(281)
- Abstract:
Technically advanced organizations responsible for construction efforts invest up to 15% of the cost of the effort in construction representative manpower and supporting resources. Construction representatives are technically qualified individuals who perform quality actions for customers or buyers of constructed facilities. These actions may include engineering, inspection, materials testing, administration or surveys. This paper discusses a Construction Management Program that schedules manpower and controls costs of construction representatives. This program includes three phases. The planning phase forecasts future construction representative needs for the agencywide effort. The staffing phase schedules and assigns personnel to specific projects after a construction contract has been awarded. The monitoring phase furnishes performance and cost reports that compare actual results with the staffing estimates. The program provides useful information for the improvement of resource utilization and positive control of costs. This construction management program has assisted in a more than 2% reduction in costs of construction representatives for the Arizona Department of Transportation.
Shohet, I M and Laufer, A (1996) Exterior Cladding Methods: A Technoeconomic Analysis . Journal of Construction Engineering and Management, 122(03), 242–7.
Stager, D K (1996) Organizing and Managing a Finance-Design-Build Project in Turkey: Fourth Roebling Lecture, 1995 . Journal of Construction Engineering and Management, 122(03), 199–204.
Tiong, R L K (1996) CSFs in Competitive Tendering and Negotiation Model for BOT Projects . Journal of Construction Engineering and Management, 122(03), 205–11.
Walker, K K, Schexnayder, C, Mayo, R E and Walsh, K D (1996) Methods and Procedural Considerations in Demolishing Tall Concrete Chimneys . Journal of Construction Engineering and Management, 122(03), 223–30.