ARCOM

Abstracts – Browse Results

Click on the titles below to expand the information about each abstract.
Viewing 12 results ...

Bogus, S M, Molenaar, K R and Diekmann, J E (2005) Concurrent Engineering Approach to Reducing Design Delivery Time. Journal of Construction Engineering and Management, 131(11), 1179–85.

El-Diraby, T E and Wang, B (2005) E-Society Portal: Integrating Urban Highway Construction Projects into the Knowledge City. Journal of Construction Engineering and Management, 131(11), 1196–211.

El-Rayes, K and Khalafallah, A (2005) Trade-off between Safety and Cost in Planning Construction Site Layouts. Journal of Construction Engineering and Management, 131(11), 1186–95.

Fredericks, T K, Abudayyeh, O, Choi, S D, Wiersma, M and Charles, M (2005) Occupational Injuries and Fatalities in the Roofing Contracting Industry. Journal of Construction Engineering and Management, 131(11), 1233–40.

Hanna, A S, Menches, C L, Sullivan, K T and Sargent, J R (2005) Factors Affecting Absenteeism in Electrical Construction. Journal of Construction Engineering and Management, 131(11), 1212–8.

Ibbs, W (2005) Impact of Change’s Timing on Labor Productivity. Journal of Construction Engineering and Management, 131(11), 1219–23.

Type: Journal Article
Keywords: Construction industry; Cost control; Dispute resolution; Labor; Productivity; Scheduling;
ISBN/ISSN: 0733-9364
URL: https://doi.org/10.1061/(ASCE)0733-9364(2005)131:11(1219)
Abstract:
There are many types of construction changes and each type can have an effect on labor productivity. To a certain extent though the specific type of change is not as important as the mere presence of the change and, as analyzed in this paper, the timing of that change. The research reported in this paper reaffirms that project change is disruptive and detrimental to labor productivity. Data from 162 construction projects were statistically analyzed and a series of three curves are presented in this paper, representing the impact that change has on the labor productivity for early, normal, and late timing situations. The projects are a representative sample of the industry, involving a wide range of sizes, different delivery systems, and industry sectors. Late change is more disruptive of project productivity than early change, all other things being equal. The implications and benefits of this research are clear: if changes are necessary, they should be recognized and incorporated as early as possible. Practitioners can use these data and curves for either forward pricing or retrospective pricing of changes. Other researchers can use these findings to test their own findings and to explore timing issues in further detail.

Jin, X and Yng Ling, F Y (2005) Model for Fostering Trust and Building Relationships in China’s Construction Industry. Journal of Construction Engineering and Management, 131(11), 1224–32.

Kim, Y, Kim, K and Shin, D (2005) Delay Analysis Method Using Delay Section. Journal of Construction Engineering and Management, 131(11), 1155–64.

Lee, H, Ryu, H, Yu, J and Kim, J (2005) Method for Calculating Schedule Delay Considering Lost Productivity. Journal of Construction Engineering and Management, 131(11), 1147–54.

Nassar, K M, Nassar, W M and Hegab, M Y (2005) Evaluating Cost Overruns of Asphalt Paving Project Using Statistical Process Control Methods. Journal of Construction Engineering and Management, 131(11), 1173–8.