Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 11 results ...

Adeli, H and Karim, A (1997) Scheduling/Cost Optimization and Neural Dynamics Model for Construction. Journal of Construction Engineering and Management, 123(04), 450–8.

Arditi, D, Kale, S and Tangkar, M (1997) Innovation in Construction Equipment and Its Flow into the Construction Industry. Journal of Construction Engineering and Management, 123(04), 371–8.

Hartman, F, Snelgrove, P and Ashrafi, R (1997) Effective Wording to Improve Risk Allocation in Lump Sum Contracts. Journal of Construction Engineering and Management, 123(04), 379–87.

Jaafari, A (1997) Concurrent Construction and Life Cycle Project Management. Journal of Construction Engineering and Management, 123(04), 427–36.

Kang, L S and Paulson, B C (1997) Adaptability of Information Classification Systems for Civil Works. Journal of Construction Engineering and Management, 123(04), 419–26.

Pocock, J B, Liu, L Y and Kim, M K (1997) Impact of Management Approach on Project Interaction and Performance. Journal of Construction Engineering and Management, 123(04), 411–8.

  • Type: Journal Article
  • Keywords:
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1997)123:4(411)
  • Abstract:
    It has long been believed that improving project integration directly improves project performance. There has been a lack of quantitative research to directly support or negate this belief. This paper presents a method for approximating project integration, and demonstrates the impact of improved interaction on project performance. An earlier work developed a method for measuring an individual project's “degree of interaction” (DOI). Degree of interaction scores are calculated and compared for 38 projects, divided into traditional and alternative project approaches. The alternative projects have significantly higher average DOI scores than do traditional projects, indicating that they provide better opportunities for interaction. Project performance of alternative projects is better than that of traditional projects. The following four indicators of project performance are measured: cost growth, schedule growth, number of contract modifications, and modifications due to design deficiencies. The impact of improved interaction on objective performance measures is validated by studying 209 completed projects.

Portas, J and AbouRizk, S (1997) Neural Network Model for Estimating Construction Productivity. Journal of Construction Engineering and Management, 123(04), 399–410.

Schexnayder, C and Ohrn, L G (1997) Highway Specifications—Quality versus Pay. Journal of Construction Engineering and Management, 123(04), 437–43.

Touran, A (1997) Probabilistic Model for Tunneling Project Using Markov Chain. Journal of Construction Engineering and Management, 123(04), 444–9.

Venegas C., P and Alarcón C., L F (1997) Selecting Long-Term Strategies for Construction Firms. Journal of Construction Engineering and Management, 123(04), 388–98.

Walsh, K D, Houston, W N and Houston, S L (1997) Field Implications of Current Compaction Specification Design Practices. Journal of Construction Engineering and Management, 123(04), 363–70.