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Dai, H, Cao, G and Su, H (2006) Management and Construction of the Three Gorges Project. Journal of Construction Engineering and Management, 132(06), 615–9.

Dzeng, R (2006) Identifying a Design Management Package to Support Concurrent Design in Building Wafer Fabrication Facilities. Journal of Construction Engineering and Management, 132(06), 606–14.

Ezeldin, A S and Sharara, L M (2006) Neural Networks for Estimating the Productivity of Concreting Activities. Journal of Construction Engineering and Management, 132(06), 650–6.

Fang, D, Chen, Y and Wong, L (2006) Safety Climate in Construction Industry: A Case Study in Hong Kong. Journal of Construction Engineering and Management, 132(06), 573–84.

Hegab, M, Smith, G R and Salem, O M (2006) Soil Penetration Modeling in Microtunneling Projects. Journal of Construction Engineering and Management, 132(06), 598–605.

Huang, R and Sun, K (2006) Non-Unit-Based Planning and Scheduling of Repetitive Construction Projects. Journal of Construction Engineering and Management, 132(06), 585–97.

Khalafallah, A and El-Rayes, K (2006) Minimizing Construction-Related Hazards in Airport Expansion Projects. Journal of Construction Engineering and Management, 132(06), 562–72.

Lo, T Y, Fung, I W and Tung, K C (2006) Construction Delays in Hong Kong Civil Engineering Projects. Journal of Construction Engineering and Management, 132(06), 636–49.

Nassar, K M and Hegab, M Y (2006) Developing a Complexity Measure for Project Schedules. Journal of Construction Engineering and Management, 132(06), 554–61.

  • Type: Journal Article
  • Keywords: Scheduling; Construction industry; Project management;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2006)132:6(554)
  • Abstract:
    Several factors contribute to the complexity of project schedules, including the number of activities, the level of detail, and the shape of the project network. This paper presents a measure that assesses the complexity of project schedules in terms of the connectivity of the activities. Unlike similar complexity measures, the proposed complexity measure does not consider redundant relationships in the project’s schedule. In addition, the measure is expressed as a percentage and therefore has the advantage of being intuitively understand by project managers. The measure considers the degree of interrelationships between the activities in the project’s schedule. The measure has been implemented in a computerized tool to help managers assess the complexity of their projects. The tool is developed as an add-in to popular commercial scheduling software like MS Project.

Yi, K and Langford, D (2006) Scheduling-Based Risk Estimation and Safety Planning for Construction Projects. Journal of Construction Engineering and Management, 132(06), 626–35.

Zhao, T and Fu, C C (2006) Infrastructure Development and Expansion under Uncertainty: A Risk-Preference-Based Lattice Approach. Journal of Construction Engineering and Management, 132(06), 620–5.