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Cheng, M Y and O'Connor, J T (1996) ArcSite: Enhanced GIS for Construction Site Layout. Journal of Construction Engineering and Management, 122(04), 329–36.

Fischer, M A and Aalami, F (1996) Scheduling with Computer-Interpretable Construction Method Models. Journal of Construction Engineering and Management, 122(04), 337–47.

Lin, K and Haas, C T (1996) Multiple Heavy Lifts Optimization. Journal of Construction Engineering and Management, 122(04), 354–62.

Lorterapong, P and Moselhi, O (1996) Project-Network Analysis Using Fuzzy Sets Theory. Journal of Construction Engineering and Management, 122(04), 308–18.

Palmer, A, Kelly, J and Male, S (1996) Holistic Appraisal of Value Engineering in Construction in United States. Journal of Construction Engineering and Management, 122(04), 324–8.

Ruff, C M, Dzombak, D A and Hendrickson, C T (1996) Owner-Contractor Relationships on Contaminated Site Remediation Projects. Journal of Construction Engineering and Management, 122(04), 348–53.

  • Type: Journal Article
  • Keywords:
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1996)122:4(348)
  • Abstract:
    Contaminated site remediation projects have characteristics that distinguish them from conventional construction projects, including substantial regulatory oversight and significant uncertainty about subsurface conditions and the effectiveness of the remedial technology chosen. The unusual features of remediation projects suggests that nontraditional or innovative contracting mechanisms may be beneficial. Sixty completed remediation projects were studied to identify and document the effects of different project management structures and contracting strategies on project outcomes. Survey results indicated that changes in scope, budget overruns, delays, disputes, and change orders are common on remediation projects. Flexible project management strategies, such as turnkey and partnering arrangements, and flexible contracting schemes, such as cost plus fee, were found to be better suited to accommodate such changes. Turnkey and design/construct project structures had the best performance overall of the management structures reported. Mechanisms to promote partnering and team building contributed significantly to project success as defined by budget and schedule.

Senior, B A (1996) Electrical Construction Foreman Task Scheduling. Journal of Construction Engineering and Management, 122(04), 363–9.

Shapira, A and Glascock, J D (1996) Culture of Using Mobile Cranes for Building Construction. Journal of Construction Engineering and Management, 122(04), 298–307.

Shen, L, Lee, R K H and Zhang, Z (1996) Application of BOT System for Infrastructure Projects in China. Journal of Construction Engineering and Management, 122(04), 319–23.