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W065The objectives of W065 are to be the leading research and innovation focus for theorganisation and management of construction, to support the creation of constructionpracticesandoutcomesthatequatetoorexceedthebestfoundinotherindustries,intermsof imagination, energy, effectiveness and efficiency and to stimulate, facilitate andcommunicate research and innovation, stressing the integration essential for successfulinnovation in a complex environment. The Scope of W065 covers all aspects of theorganisationandmanagementofconstruction.Inparticularthefollowingbroadthemeswillpervademanyofitsactivities:Projects,Companies,PolicyandProcesses.
CONTENTSTG65PapersStrategyDevelopmentinSmallandMediumContractorsintheLightoftheFinancialCrisis 1Wandahl,S.Ussing,L.F.CharacteristicsoftheInnovationProcessinFrenchSMEsoftheConstructionIndustry 12Bougrain,F.CriticalSuccessFactorsforaConstructionCompany 26Lasker,G.C.Schuette,S.Cox,R.F.Beck,D.M.NewHighTechnologyProductDevelopment:TheCaseofLightEmittingDiodes 38Shu‐Ling,L.Sexton,M.OncetheyWereHeroes:WhatHappenedtotheCompaniesthatBuilttheSydneyOpera 48House?Tombesi,P.Fowler,M.Nigra,M.Teoh,D.Saunders,V.DoProjectsMatter?TracingFirms'IndustrialTrajectoriesfromtheAustralianFederal 60ParliamentHouseTombesi,P.Hutson,A.Nigra,M.Fowler,M.Teoh,D.Saunders,V.LearningfromCollectiveAction:LessonsfromCamaraColombianaDeLaConstruccion 73Record1957‐2007Vargas,H.Paez,H.SmallandMediumSizeContractorsinSouthAfrica:15YearsofLearning 85Thwala,W.D.Phaladi,M.J.BetweenFitandMisfit‐SmallContractorsUsingMobileTechnology 95Koch,C.Tambo,T.Buser,M.TG65PostgraduatePapersApplyingthePrincipleofSubsidiarityintheBuildingIndustry:AWaytoImprove 108CompetitivenessinBrazilHaito,R.J.O.Cardoso,F.F.DevelopmentofBusinessManagementSkillsforSmallContractorsinSouthAfrica‐ 120CanWeReallyMeasureIt?Hauptfleisch,D.Dlungwana,S.CorporateDecisionMakingintheImplementationofEnvironmentalManagement 134Systems:SmallandMedium‐SizedEnterprisesNjuangang,S.Douglas,C.H.Liyanage,C.
Page 1 and 2: ProceedingsTG65 & W065 - Special Tr
Page 3: TG65‐SMALLFIRMSINCONSTRUCTION&W06
Page 7 and 8: ComparativeStudyonQualityAssuranceo
Page 9 and 10: StructuralEquationModellingforSmall
Page 11 and 12: 1. Strategy in the construction ind
Page 13 and 14: The main part of orders is achieved
Page 15: and the public that shapes the mark
Page 18 and 19: Figure 3: Development in liquidityF
Page 20 and 21: industry in general. Also a special
Page 22 and 23: 1. IntroductionThe construction ind
Page 24 and 25: comprises several components: one p
Page 26 and 27: Pries and Dorée (2005) indicate th
Page 28 and 29: Table 2: Distribution of innovation
Page 30 and 31: 7. Innovation and collaborationTo i
Page 32 and 33: understand better the link between
Page 34 and 35: Reichstein T., Salter A. J. and Gan
Page 36 and 37: 1. IntroductionAccording to the U.S
Page 38 and 39: 50+ Employees11-50 Employees5-10 Em
Page 40 and 41: in respect to the corresponding cat
Page 42: make an educated decision when deci
Page 45 and 46: 1. Accelerate and maximize cash inf
Page 47 and 48: New High Technology Product Develop
Page 49 and 50: voltage, causes the gas to emit ene
Page 51 and 52: 3. Research methodologyThis researc
Page 53 and 54: 4.3 Developing luminaire prototypeT
Page 55 and 56:
It is this collective effort which
Page 57 and 58:
Once They Were Heroes: What Happene
Page 59 and 60:
Figure 1: The shells under construc
Page 61 and 62:
client and the general contractor i
Page 63 and 64:
Figure 3: Geographical distribution
Page 65 and 66:
Table 5 (left): World distribution
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subsequent industrial fortune and/o
Page 69 and 70:
Do Projects Matter? Tracing Firms
Page 71 and 72:
study on how to measure whether and
Page 73 and 74:
those produced within or for the co
Page 75 and 76:
Figure 4a (left): State distributio
Page 77:
3. Reading variations in the indust
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lost fewer companies (25%) than the
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Learning from Collective Action: Le
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subdivisions and suburbs, to confro
Page 86 and 87:
1.2 Demand patterns and cyclesDurin
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eaching 47 stories in 1978, confron
Page 90 and 91:
1.7 Human resources and productivit
Page 92 and 93:
Bateman A (1969) Desarrollo de las
Page 94 and 95:
Small and Medium Size Contractors i
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compulsory site inspections/briefin
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5. Skills related barriers to const
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22%MaleFemale78%Figure 1: Gender in
Page 102 and 103:
ReferencesCheetam, T. and Mabuntana
Page 104 and 105:
Between Fit and Misfit -Small Contr
Page 106 and 107:
Another way to approach the dilemma
Page 108 and 109:
and intrinsic / absent information;
Page 110 and 111:
ERP. It supports a large range of t
Page 112 and 113:
icklayers found the system intuitiv
Page 114 and 115:
a mobile element encompasses a comm
Page 116 and 117:
Wang L. (2008) Enhancing constructi
Page 118 and 119:
1. IntroductionSustainable developm
Page 120 and 121:
69.3% of the workforce in the indus
Page 122 and 123:
Summarizing, the application of PS
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Subcontractor and Specialtycontract
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ReferencesAbiko A K, Marques F S, C
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Oviedo Haito R J J, Cardoso F F e S
Page 130 and 131:
1. IntroductionNumerous attempts by
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3. Structuring of an integrated eme
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the management team with a wealth o
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7. Quantitative measured data: CSIR
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emerging contractors felt they gain
Page 140 and 141:
their ability to manage their busin
Page 142 and 143:
ReferencesBuilding Industries Feder
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1. IntroductionSmall and medium-siz
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Unlike in Hong Kong, NetRegs (2003a
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esources needed for the implementat
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3. Conclusions and recommendationsT
Page 152 and 153:
ReferencesAnglada, L M. 2000. Small
Page 154 and 155:
Revel, A., David, S. and Chen, H. 2
Page 156 and 157:
1. IntroductionSmall and Medium Ent
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3. Sharma et al. (1995) Waste Manag
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1. Government Role (Regulation & Le
Page 162 and 163:
3. If (i, j) entry in the SSIM is X
Page 164 and 165:
Figure 2: MICMAC MatrixThe MICMAC M
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Mandal and Deshmukh (1994) claim th
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policies. Thus, ISM and SMEs Models
Page 170 and 171:
Competitive Stakes in the “Credit
Page 172 and 173:
3. MethodsThe period between 1993 a
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ut the Swedes retain a sizeable pre
Page 176 and 177:
Table 4: Profit margin by national
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in this initiative has been stepped
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In times of national crisis and sta
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Siehler B A (1998) “Different app
Page 184 and 185:
The Move to Nighttime Construction
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working at night will affect the wo
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under construction will be less con
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of the dangers in the work zone, bu
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Connecticut Yes Yes Yes (Crash Truc
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Nevada Yes No No No All the traffic
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to night work are projectspecific.W
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Cottrell Jr., B. H. "Final Report:
Page 200 and 201:
1. IntroductionThe integrated desig
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systems. The viability of the 1 st
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2.4 Recursive, 1st-order BE system
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INTERACTION WITH 1 ST -ORDER PRACTI
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(8) A subsystem of foresight-specif
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4. ConclusionsIt is herein repeated
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1. IntroductionWork-life balance is
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elevance for the employees in the c
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2.3 Meeting the needs of the employ
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One engineer mentioned a “look bu
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employment strategies were used ext
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Felstead, A., Jewson, N., Phizackle
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1. IntroductionProduction quantitie
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ConstructionmethodType ofconstructi
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3.2.1 Calculation of the maximum nu
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4.3 Calculation Mode 3 - Applicatio
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Figure 5: Floor plan - standard flo
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A realistic construction time can b
Page 236 and 237:
1. IntroductionComplexity silently
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That lack of actual relating in sys
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deliveries, such as those stemming
Page 242 and 243:
5. Coping with complexity and learn
Page 244 and 245:
alone. Management attention has to
Page 246 and 247:
Luhmann N (1995) Social Systems, St
Page 248 and 249:
Keywords: building product supplier
Page 250 and 251:
In the same vein, the roots of the
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other hand, the conduct of a set of
Page 254 and 255:
Figure 2. Timeline schedule of the
Page 256 and 257:
(2000) for managing crises in const
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potential consequences. Complexity
Page 260 and 261:
Palojärvi L, Huovinen P and Kiiras
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1. Introduction“The absence of se
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the context of the specific organiz
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Management functions (Management)Or
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Figure 3: Shared sense - identity -
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teamwork and I think the keyword on
Page 272 and 273:
Luhmann N (1971) Sinn als Grundbegr
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1. IntroductionThe development of a
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sensitivity. (e.g. OGC 2004) Someti
Page 278 and 279:
Office face rents grew through the
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At the time of signing the Developm
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contractor mitigated some of this d
Page 284 and 285:
Byrne, P., & Cadman, D. (1984). Ris
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1. IntroductionStudent drop rate of
Page 288 and 289:
profit of staying and cost of leavi
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etween value commitment and stress
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construction professionals may indi
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AcknowledgementThis paper is partly
Page 296 and 297:
Meyer, J. P., Allen, N., J. & Smith
Page 298 and 299:
1. IntroductionDigital information
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SharedDocumentationWork inprogressA
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CAD manager and other key members o
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of others to deliver the project, b
Page 306 and 307:
There are also some limitations of
Page 308 and 309:
ReferencesAbbott, A. (1988) The Sys
Page 310 and 311:
Risks Shared and Allocated by Const
Page 312 and 313:
2. Methodology & aimThe aim of this
Page 314 and 315:
efficient relational contracting”
Page 316 and 317:
Davies J (2007) “Preliminary resu
Page 318 and 319:
1. BackgroundConstruction project i
Page 320 and 321:
Figure 3: Framework of Public Const
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Pre-constructionContractor`sconstru
Page 324 and 325:
also makes the fails of product’s
Page 326 and 327:
(3) Site Inspection System of Priva
Page 328 and 329:
Implementing a System for Achieving
Page 330 and 331:
aimed to generate innovation projec
Page 332 and 333:
2.3. SWOT analysisThe firm under st
Page 334 and 335:
Figure 1: Process of technological
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the project manager must prepare a
Page 338 and 339:
the evaluation of R&D projects; ide
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Heuristic Repetitive Activity Sched
Page 342 and 343:
the inability to satisfy work conti
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esearchers and practitioners to be
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Idle time of crew, due to work inte
Page 348 and 349:
PFij-k’ = EFij-k’ + Sij-k’the
Page 350 and 351:
The proposed method has also been t
Page 352 and 353:
The Innovation Value Chain Analysis
Page 354 and 355:
2. Innovation value chainInnovation
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comprehensive programme of over 50
Page 358 and 359:
) Conversion of ideas into practice
Page 360 and 361:
Taken together, the project team ha
Page 362 and 363:
understanding of these stages of in
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Supply Chain Management:A Critique
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terms of volume is carried out by a
Page 368 and 369:
Open : Selective : Restrictive : Cl
Page 370 and 371:
competitive client / contractor / s
Page 372 and 373:
learning agenda, otherwise future i
Page 374 and 375:
GREEN, S. D. & MAY, S. C. (2005) Le
Page 376 and 377:
WOLSTENHOLME, A. (2009) Never waste
Page 378 and 379:
1. IntroductionThe external backgro
Page 380 and 381:
opportunities in private sectors an
Page 382 and 383:
A delivery system of a VCMSC is bas
Page 384 and 385:
In addition, the IIS provides a lea
Page 386 and 387:
and positions (versus other SSCs) i
Page 388 and 389:
Bauer R and Köszegi S (2003) “Me
Page 390 and 391:
1. IntroductionWe live at a time wh
Page 392 and 393:
3. Reengineering of the constructio
Page 394 and 395:
Table 1: Five elements that enable
Page 396 and 397:
Ballard G, Howell G (2003) "Lean pr
Page 398 and 399:
1. Introduction“New industrializa
Page 400 and 401:
and control mechanisms encompassing
Page 402 and 403:
…Strategic component and systems
Page 404 and 405:
case of nice to have.” A result o
Page 406 and 407:
optimized to result in minimal wast
Page 408 and 409:
Lindgreen A., Balazs Revezs and M.
Page 410 and 411:
Qualifications in Croatian Construc
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2. History and Current State of Voc
Page 414 and 415:
By craft school standards, semi-ski
Page 416 and 417:
4. The New Croatian Qualification F
Page 418 and 419:
5. Challenges of the New FrameworkC
Page 420 and 421:
European Communities (EC) (2008) Th
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5.2..After finishingprofessionalstu
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1. IntroductionIn Australia, around
Page 426 and 427:
groups (95.6 per cent). Nevertheles
Page 428 and 429:
While the majority of supervisors i
Page 430 and 431:
create business case incentives for
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Success Factors in Large Constructi
Page 434 and 435:
Cooke-Davies (2002) defines 12 diff
Page 436 and 437:
2.2 Prerequisites / delimitationsTh
Page 438 and 439:
An overview of the most important c
Page 440 and 441:
Table 2. Comprehensive comparison o
Page 442 and 443:
ReferencesChan, A.P.C and Scott, Da
Page 444 and 445:
1. IntroductionInnovation has becom
Page 446 and 447:
co-workers, leaders among others is
Page 448 and 449:
management in the construction indu
Page 450 and 451:
project outcomes to be measured wil
Page 452 and 453:
what is the relationship between tr
Page 454 and 455:
Lim, J.N. & Ofori, G. (2007), "Clas
Page 456 and 457:
Multidisciplinary Integrated Tools
Page 458 and 459:
Figure 1: Qualitative expression of
Page 460 and 461:
subjects and scope (local, regional
Page 462 and 463:
Figure 3: The hierarchical structur
Page 464 and 465:
Table 1: A comparison matrix for co
Page 466 and 467:
Cardona, O.D. et al (2008) "Earthqu
Page 468 and 469:
Appropriate Time and Costs Estimate
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• Wrong time estimates cost money
Page 472 and 473:
FocusPeople involvedMethods ofimple
Page 474 and 475:
Organizational culture also influen
Page 476 and 477:
Moylan W A (2002) Planning and Sche
Page 478 and 479:
1. IntroductionThe general theme fo
Page 480 and 481:
2.3 Methods of trade-off decisions
Page 482 and 483:
4.2 The aspect of trade-off ‘elem
Page 484 and 485:
limiting the trade-offs to time, co
Page 486 and 487:
Nokes, S., Major, I., Greenwood, A.
Page 488 and 489:
Exploring the Potential Contributio
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2007). Little discussion is focused
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following session, a brief discussi
Page 494 and 495:
According to Reiss et al. (2006) be
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ealisation is an approach has also
Page 498 and 499:
Community Development Resource Asso
Page 500 and 501:
Turner, J.R. and Cochrane, R.A., 19
Page 502 and 503:
1. IntroductionThis paper is part o
Page 504 and 505:
3. Insights in modern, enlarged RM
Page 506 and 507:
and management and assesses it with
Page 508 and 509:
According to Ralls et al. (1999), t
Page 510 and 511:
iskmanagementroughly half of 1980's
Page 512 and 513:
Lehtiranta L and Huovinen P (2010)
Page 514 and 515:
1. IntroductionIn general, literatu
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7 Overall validity protection3 Defi
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3.3 Conduct of the review of enlarg
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(7) The high validity of the review
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(3) The focal contexts could be gro
Page 524 and 525:
ReferencesAhonen L (2007) Managing
Page 526 and 527:
Critical Success Factors of Sustain
Page 528 and 529:
2004), (Fortune and White, 2006) an
Page 530 and 531:
For practical reasons, the numbers
Page 532 and 533:
Table 4: the rotated Component Matr
Page 534 and 535:
the project manager needs LCA tools
Page 536 and 537:
Nguyen, L.D., Ogunlana, S.O., & Lan
Page 538 and 539:
Sustainable Development in Construc
Page 540 and 541:
Strategic management thus refers to
Page 542 and 543:
construction anddevelopment (Charte
Page 544 and 545:
The third part of the study include
Page 546 and 547:
Figure 1 Diagram of the TMO of the
Page 548 and 549:
The principles of SD include social
Page 550 and 551:
Glasson, J., Therivel, R., & Chadwi
Page 552 and 553:
Stead, J., & Stead, W. (2008). Sust
Page 554 and 555:
1. Introduction1.1 BackgroundDue to
Page 556 and 557:
In this frontier study, the overlap
Page 558 and 559:
3. Comparative of Shanghai project
Page 560 and 561:
IVRGCMMIVR: InvestorM: M companyGC:
Page 562 and 563:
Chinese GC is not relied on a long-
Page 564 and 565:
1. IntroductionToday, there are met
Page 566 and 567:
improve performance in the on-site
Page 568 and 569:
form-altering material parameters f
Page 570 and 571:
Cost4.1 ConsequencesAll nine respon
Page 572 and 573:
(Roy et al. 2005). Designers in the
Page 574 and 575:
Höök M. and Stehn L. (2008), “A
Page 576 and 577:
Performance Indicators of the Compa
Page 578 and 579:
products.A system of indicators can
Page 580 and 581:
In general it was possible to ident
Page 582 and 583:
e-mailing the results;weekly issue
Page 584 and 585:
Chart 1: Objectives, goals and indi
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elating to the performance indicato
Page 588 and 589:
Management Processes Standardizatio
Page 590 and 591:
following stages, as most frequentl
Page 592 and 593:
3.3 Best practicesProject life cycl
Page 594 and 595:
Integrated process map is a matrix
Page 596 and 597:
ReferencesPMI (2008) A Guide to the
Page 598 and 599:
Improving Construction Design and P
Page 600 and 601:
Problems in project delivery often
Page 602 and 603:
By analogy with manufacturing conce
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2.3. Design of the production syste
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vious experience of joint work. It
Page 608 and 609:
Ronen, B. 1992, "The complete kit c
Page 610 and 611:
1. IntroductionIn the second part o
Page 612 and 613:
In the realization of the total inc
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Furthermore, this paper will presen
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89Our company is investingenough in
Page 618 and 619:
Design-Bid-Build versus Design-Buil
Page 620 and 621:
Kumaraswamy and Dissanayaka (Kumara
Page 622 and 623:
2.5 Selection methodologiesIf a cli
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2. Procurement system4. The project
Page 626 and 627:
questions in which experts were ask
Page 628 and 629:
5.1.13 Product complexity10 experts
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ReferencesChan, A.P.C. et al. (2002
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1. InstructionUnlike the majority o
Page 634 and 635:
2.2.1 The dimension of timeThe time
Page 636 and 637:
slightly higher. The most common ex
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HRMFinanceRiskSafetySchedulingQuali
Page 640 and 641:
Success of0.99ConstructionCOmpanyeT
Page 642 and 643:
The dimension of time is comparativ
Page 644 and 645:
Cooperation in Project Alliancing:
Page 646 and 647:
2003).Project alliancing is used to
Page 648 and 649:
main contractor relationship in the
Page 650 and 651:
In the context of construction, pro
Page 652 and 653:
In construction management, the per
Page 654 and 655:
The Delphi method may also be used
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Ross J, (1999) “Project Alliancin
Page 658 and 659:
1. IntroductionIt is becoming incre
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4. Seven wastesAccording to Ohno se
Page 662 and 663:
4.5 Waste of unnecessary inventoryT
Page 664 and 665:
In the Lean concept these inspectio
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health and safety of the work. Thes
Page 668 and 669:
8.2.4 StandardiseThe establishment
Page 670 and 671:
its design supports workflows and v
Page 672 and 673:
Investigating the Adaptability of R
Page 674 and 675:
2004). Many government organisation
Page 676 and 677:
3.3.3 Mutually agreed risk-reward p
Page 678 and 679:
Table 1 gives the years of experien
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degrees of agreement to the stateme
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All project parties are held jointl
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International Council for Research
Page 686 and 687:
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