ARCOM

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Chen, Q, Reichard, G and Beliveau, Y (2008) Multiperspective Approach to Exploring Comprehensive Cause Factors for Interface Issues. Journal of Construction Engineering and Management, 134(06), 432–41.

Hassanein, A A and Hanna, R S (2008) Safety Performance in the Egyptian Construction Industry. Journal of Construction Engineering and Management, 134(06), 451–5.

Kim, D Y, Han, S H and Kim, H (2008) Discriminant Analysis for Predicting Ranges of Cost Variance in International Construction Projects. Journal of Construction Engineering and Management, 134(06), 398–410.

Nasrallah, W F and Bou-Matar, R (2008) Exponential, Gamma, and Power Law Distributions in Information Flow on a Construction Site. Journal of Construction Engineering and Management, 134(06), 442–50.

Rojas, E M and Kell, I (2008) Comparative Analysis of Project Delivery Systems Cost Performance in Pacific Northwest Public Schools. Journal of Construction Engineering and Management, 134(06), 387–97.

Taylor, T R B and Ford, D N (2008) Managing Tipping Point Dynamics in Complex Construction Projects. Journal of Construction Engineering and Management, 134(06), 421–31.

Type: Journal Article
Keywords: Project management; Dynamic models; Simulation models; Change management; Errors; Nuclear powerplants;
ISBN/ISSN: 0733-9364
URL: https://doi.org/10.1061/(ASCE)0733-9364(2008)134:6(421)
Abstract:
Complex construction projects are vulnerable to tipping points. Tipping points are conditions that, when crossed, cause system behaviors to radically change performance. Previous research identified tipping point dynamics as capable of explaining the failure of some nuclear power plant construction projects. These dynamics can also threaten the success of other large, complex construction projects. The current work uses a dynamic project model to test policies for managing tipping point dynamics. The Limerick Unit 2 nuclear power plant project is used to test model usefulness. Sensitivity analysis reveals the rework fraction, strength of subsystem interdependence, and sensitivity of the project to schedule pressure as potential high-leverage points for policy design. The model is used to test policies for managing tipping points that were used to complete the Limerick Unit 2 nuclear power plant after a tipping point threatened project completion. Implications for construction project design and management and research opportunities are discussed.