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AppropriateTimeandCostsEstimatesfortheBuildingProjectFeasibilityAnalysis 459DeFilippi,G.Melhado,S.B.ProjectTrade‐OffDecisions:TheGapbetweenRealityandtheAcademicWorld 468Vahidi,R.Greenwood,D.ExploringthePotentialContributionsofBenefitsRealisationtotheManagementof 479ComplexConstructionProjectsTillmann,P.Tzortzopoulos,P.Formoso,C.T.AdvancementofConstruction‐RelatedRiskManagementConcepts 492Lehtiranta,L.Palojarvi,L.Huovinen,P.ConductingRigorousReviewsofResearchonRiskManagementinConstruction 504Lehtiranta,L.Huovinen,P.CriticalSuccessFactorsofSustainableOfficeDevelopmentintheNetherlands 517Vink,G.Abdalla,G.Favie,R.Huyghe,J.Maas,G.SustainableDevelopmentinConstruction:ATooltoBridgetheGapBetweenStrategic 529andTacticalPlanningHerazo‐Cueto,B.Lizarralde,G.ComparativeStudyonProjectManagementSystemandRoleofClientsofLarge‐Scale 544DevelopmentProjectsinAsianMegacitiesHan,T.Furusaka,S.Tsung‐Chieh,T.IdentifyingCausesofadditionalCostsinToleranceCompliancesFailureinBuildings 554Jingmond,M.Lindberg,T.Landin,A.PerformanceIndicatorsoftheCompaniesQualityManagementSystemswithISO9001 567CertificationLordsleem,A.C.Duarte,C.Barkokebas,B.Jr.ManagementProcessStandardization:APracticalCase‐StudyinColombia 579Vargas,H.Paez,H.Prieto,J.Mesa,H.ImprovingConstructionDesignandProjectDeliverythroughaMoreConsideredOff‐ 589SiteStrategyZimina,D.Pasquire,C.MarketingFunctionsInCrotianConstructionCompanies 600Butkovic,L.L.Katavic,M.Design‐Bid‐BuildVersusDesign‐Build:TheClient'sChoice 609Favie,R.Sijbers,J.Abdalla,G.Maas,G.
StructuralEquationModellingforSmallConstructionOrganizationalSystem 622Chen,Y.Lasker,G.C.CooperationinProjectAlliancing:TheServiceProfitChainApproachinBuilding 635InterorganisationalRelationshipsShe,L.Aibinu,A.Johnson,L.W.LeanMethod,aSolutiontoProblemsinHospital 648Sfandyarifard,E.InvestigatingtheAdaptabilityofRelationalContracting(RC)Practices‐TheSriLankan 663ContextGunatilake,S.Liyanage,C.Jayasena,H.S.CIBBrochure 675Disclaimer 677
Page 1 and 2: ProceedingsTG65 & W065 - Special Tr
Page 3 and 4: TG65‐SMALLFIRMSINCONSTRUCTION&W06
Page 5 and 6: CONTENTSTG65PapersStrategyDevelopme
Page 7: ComparativeStudyonQualityAssuranceo
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
Page 67 and 68:
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
Page 80 and 81:
lost fewer companies (25%) than the
Page 82 and 83:
Learning from Collective Action: Le
Page 84 and 85:
subdivisions and suburbs, to confro
Page 86 and 87:
1.2 Demand patterns and cyclesDurin
Page 88 and 89:
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
Page 96 and 97:
compulsory site inspections/briefin
Page 98 and 99:
5. Skills related barriers to const
Page 100 and 101:
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
Page 124 and 125:
Subcontractor and Specialtycontract
Page 126 and 127:
ReferencesAbiko A K, Marques F S, C
Page 128 and 129:
Oviedo Haito R J J, Cardoso F F e S
Page 130 and 131:
1. IntroductionNumerous attempts by
Page 132 and 133:
3. Structuring of an integrated eme
Page 134 and 135:
the management team with a wealth o
Page 136 and 137:
7. Quantitative measured data: CSIR
Page 138 and 139:
emerging contractors felt they gain
Page 140 and 141:
their ability to manage their busin
Page 142 and 143:
ReferencesBuilding Industries Feder
Page 144 and 145:
1. IntroductionSmall and medium-siz
Page 146 and 147:
Unlike in Hong Kong, NetRegs (2003a
Page 148 and 149:
esources needed for the implementat
Page 150 and 151:
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
Page 158 and 159:
3. Sharma et al. (1995) Waste Manag
Page 160 and 161:
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
Page 166 and 167:
Mandal and Deshmukh (1994) claim th
Page 168 and 169:
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
Page 174 and 175:
ut the Swedes retain a sizeable pre
Page 176 and 177:
Table 4: Profit margin by national
Page 178 and 179:
in this initiative has been stepped
Page 180 and 181:
In times of national crisis and sta
Page 182 and 183:
Siehler B A (1998) “Different app
Page 184 and 185:
The Move to Nighttime Construction
Page 186 and 187:
working at night will affect the wo
Page 188 and 189:
under construction will be less con
Page 190 and 191:
of the dangers in the work zone, bu
Page 192 and 193:
Connecticut Yes Yes Yes (Crash Truc
Page 194 and 195:
Nevada Yes No No No All the traffic
Page 196 and 197:
to night work are projectspecific.W
Page 198 and 199:
Cottrell Jr., B. H. "Final Report:
Page 200 and 201:
1. IntroductionThe integrated desig
Page 202 and 203:
systems. The viability of the 1 st
Page 204 and 205:
2.4 Recursive, 1st-order BE system
Page 206 and 207:
INTERACTION WITH 1 ST -ORDER PRACTI
Page 208 and 209:
(8) A subsystem of foresight-specif
Page 210 and 211:
4. ConclusionsIt is herein repeated
Page 212 and 213:
1. IntroductionWork-life balance is
Page 214 and 215:
elevance for the employees in the c
Page 216 and 217:
2.3 Meeting the needs of the employ
Page 218 and 219:
One engineer mentioned a “look bu
Page 220 and 221:
employment strategies were used ext
Page 222 and 223:
Felstead, A., Jewson, N., Phizackle
Page 224 and 225:
1. IntroductionProduction quantitie
Page 226 and 227:
ConstructionmethodType ofconstructi
Page 228 and 229:
3.2.1 Calculation of the maximum nu
Page 230 and 231:
4.3 Calculation Mode 3 - Applicatio
Page 232 and 233:
Figure 5: Floor plan - standard flo
Page 234 and 235:
A realistic construction time can b
Page 236 and 237:
1. IntroductionComplexity silently
Page 238 and 239:
That lack of actual relating in sys
Page 240 and 241:
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
Page 252 and 253:
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
Page 258 and 259:
potential consequences. Complexity
Page 260 and 261:
Palojärvi L, Huovinen P and Kiiras
Page 262 and 263:
1. Introduction“The absence of se
Page 264 and 265:
the context of the specific organiz
Page 266 and 267:
Management functions (Management)Or
Page 268 and 269:
Figure 3: Shared sense - identity -
Page 270 and 271:
teamwork and I think the keyword on
Page 272 and 273:
Luhmann N (1971) Sinn als Grundbegr
Page 274 and 275:
1. IntroductionThe development of a
Page 276 and 277:
sensitivity. (e.g. OGC 2004) Someti
Page 278 and 279:
Office face rents grew through the
Page 280 and 281:
At the time of signing the Developm
Page 282 and 283:
contractor mitigated some of this d
Page 284 and 285:
Byrne, P., & Cadman, D. (1984). Ris
Page 286 and 287:
1. IntroductionStudent drop rate of
Page 288 and 289:
profit of staying and cost of leavi
Page 290 and 291:
etween value commitment and stress
Page 292 and 293:
construction professionals may indi
Page 294 and 295:
AcknowledgementThis paper is partly
Page 296 and 297:
Meyer, J. P., Allen, N., J. & Smith
Page 298 and 299:
1. IntroductionDigital information
Page 300 and 301:
SharedDocumentationWork inprogressA
Page 302 and 303:
CAD manager and other key members o
Page 304 and 305:
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
Page 322 and 323:
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
Page 336 and 337:
the project manager must prepare a
Page 338 and 339:
the evaluation of R&D projects; ide
Page 340 and 341:
Heuristic Repetitive Activity Sched
Page 342 and 343:
the inability to satisfy work conti
Page 344 and 345:
esearchers and practitioners to be
Page 346 and 347:
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
Page 356 and 357:
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
Page 364 and 365:
Supply Chain Management:A Critique
Page 366 and 367:
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
Page 412 and 413:
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
Page 422 and 423:
5.2..After finishingprofessionalstu
Page 424 and 425:
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
Page 432 and 433:
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
Page 470 and 471:
• 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
Page 490 and 491:
2007). Little discussion is focused
Page 492 and 493:
following session, a brief discussi
Page 494 and 495:
According to Reiss et al. (2006) be
Page 496 and 497:
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
Page 516 and 517:
7 Overall validity protection3 Defi
Page 518 and 519:
3.3 Conduct of the review of enlarg
Page 520 and 521:
(7) The high validity of the review
Page 522 and 523:
(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
Page 586 and 587:
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
Page 604 and 605:
2.3. Design of the production syste
Page 606 and 607:
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
Page 614 and 615:
Furthermore, this paper will presen
Page 616 and 617:
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
Page 624 and 625:
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
Page 630 and 631:
ReferencesChan, A.P.C. et al. (2002
Page 632 and 633:
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
Page 638 and 639:
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
Page 656 and 657:
Ross J, (1999) “Project Alliancin
Page 658 and 659:
1. IntroductionIt is becoming incre
Page 660 and 661:
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
Page 666 and 667:
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
Page 680 and 681:
degrees of agreement to the stateme
Page 682 and 683:
All project parties are held jointl
Page 684 and 685:
International Council for Research
Page 686 and 687:
DISCLAIMERAll rights reserved. No p
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