Abstracts – Browse Results
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Chan, A T S and Chan, E H W (2005) Impact of Perceived Leadership Styles on Work Outcomes: Case of Building Professionals. Journal of Construction Engineering and Management, 131(04), 413–22.
Cheng, E W L and Li, H (2005) Analytic Network Process Applied to Project Selection. Journal of Construction Engineering and Management, 131(04), 459–66.
Ekström, M A and Björnsson, H C (2005) Valuing Flexibility in Architecture, Engineering, and Construction Information Technology Investments. Journal of Construction Engineering and Management, 131(04), 431–8.
El-Rayes, K and Hyari, K (2005) {[}CONLIGHT:{]} Lighting Design Model for Nighttime Highway Construction. Journal of Construction Engineering and Management, 131(04), 467–76.
El-Rayes, K and Kandil, A (2005) Time-Cost-Quality Trade-Off Analysis for Highway Construction. Journal of Construction Engineering and Management, 131(04), 477–86.
Elazouni, A M and Metwally, F G (2005) Finance-Based Scheduling: Tool to Maximize Project Profit Using Improved Genetic Algorithms. Journal of Construction Engineering and Management, 131(04), 400–12.
Gil, N, Tommelein, I D, Stout, A and Garrett, T (2005) Embodying Product and Process Flexibility to Cope with Challenging Project Deliveries. Journal of Construction Engineering and Management, 131(04), 439–48.
- Type: Journal Article
- Keywords: Decision making; Project management; Delivery; Construction industry;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(2005)131:4(439)
- Abstract:
Four factors make it challenging to manage semiconductor fabrication facility (“fabs”) projects: technical complexity of the product design, need to compress the project duration, need to reduce upfront costs, and unexpected project changes. The strategies employed by practitioners to cope with these challenges form an intricate puzzle. We empirically develop a framework that provides a structure for helping to solve this puzzle, which comprises two principles: investing upfront in a flexible product design and structuring a flexible process. Empirical findings reveal that project teams make commitments early on by overdesigning but also postpone critical decisions by differentiating the scope of their work. Project teams employ other strategies such as increasing communication, using modular architectures, engaging in four-dimensional computer-based modeling, and fabricating components and subsystems off-site. Our analysis yields understanding on the purposes and performance tradeoffs of these strategies, and on how they embody the two principles. Project managers may find the framework useful when deciding which strategies best suit other equally challenging projects.
Hinze, J (2005) Use of Trench Boxes for Worker Protection. Journal of Construction Engineering and Management, 131(04), 494–500.
Lee, E and Ibbs, C W (2005) Computer Simulation Model: Construction Analysis for Pavement Rehabilitation Strategies. Journal of Construction Engineering and Management, 131(04), 449–58.
Liu, M and Ling, Y Y (2005) Modeling a Contractor’s Markup Estimation. Journal of Construction Engineering and Management, 131(04), 391–9.
Navon, R and Shpatnitsky, Y (2005) Field Experiments in Automated Monitoring of Road Construction. Journal of Construction Engineering and Management, 131(04), 487–93.
Zhang, J, Eastham, D L and Bernold, L E (2005) Waste-Based Management in Residential Construction. Journal of Construction Engineering and Management, 131(04), 423–30.