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performance</title> <meta name="description" content="Search results for: project performance"> <meta name="keywords" content="project performance"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="project performance"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 17074</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: project performance</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17074</span> Project Objective Structure Model: An Integrated, Systematic and Balanced Approach in Order to Achieve Project Objectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Oftadeh">Mohammad Reza Oftadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the article is to describe project objective structure (POS) concept that was developed on research activities and experiences about project management, Balanced Scorecard (BSC) and European Foundation Quality Management Excellence Model (EFQM Excellence Model). Furthermore, this paper tries to define a balanced, systematic, and integrated measurement approach to meet project objectives and project strategic goals based on a process-oriented model. In this paper, POS is suggested in order to measure project performance in the project life cycle. After using the POS model, the project manager can ensure in order to achieve the project objectives on the project charter. This concept can help project managers to implement integrated and balanced monitoring and control project work. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20objectives" title="project objectives">project objectives</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance%20management" title=" project performance management"> project performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=PMBOK" title=" PMBOK"> PMBOK</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicators" title=" key performance indicators"> key performance indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=integration%20management" title=" integration management"> integration management</a> </p> <a href="https://publications.waset.org/abstracts/102403/project-objective-structure-model-an-integrated-systematic-and-balanced-approach-in-order-to-achieve-project-objectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102403.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">378</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17073</span> Modeling Metrics for Monitoring Software Project Performance Based on the GQM Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariayee%20Doraisamy">Mariayee Doraisamy</a>, <a href="https://publications.waset.org/abstracts/search?q=Suhaimi%20bin%20Ibrahim"> Suhaimi bin Ibrahim</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Naz%E2%80%99ri%20Mahrin"> Mohd Naz’ri Mahrin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There are several methods to monitor software projects and the objective for monitoring is to ensure that the software projects are developed and delivered successfully. A performance measurement is a method that is closely associated with monitoring and it can be scrutinized by looking at two important attributes which are efficiency and effectiveness both of which are factors that are important for the success of a software project. Consequently, a successful steering is achieved by monitoring and controlling a software project via the performance measurement criteria and metrics. Hence, this paper is aimed at identifying the performance measurement criteria and the metrics for monitoring the performance of a software project by using the Goal Question Metrics (GQM) approach. The GQM approach is utilized to ensure that the identified metrics are reliable and useful. These identified metrics are useful guidelines for project managers to monitor the performance of their software projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=component" title="component">component</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20project%20performance" title=" software project performance"> software project performance</a>, <a href="https://publications.waset.org/abstracts/search?q=goal%20question%20metrics" title=" goal question metrics"> goal question metrics</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement%20criteria" title=" performance measurement criteria"> performance measurement criteria</a>, <a href="https://publications.waset.org/abstracts/search?q=metrics" title=" metrics"> metrics</a> </p> <a href="https://publications.waset.org/abstracts/11761/modeling-metrics-for-monitoring-software-project-performance-based-on-the-gqm-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11761.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">356</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17072</span> Impact of Project Leader's Style on the Success of the Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saadia%20Khalid">Saadia Khalid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper discusses the various leadership styles of project manager which lead to the success of a project since it is important for a project manager to understand and adopt the skills required to cope up with the modern challenges of any project. A project manager must be able to handle a project effectively and efficiently and be ready to assess the factors effecting success or failure of the project. A project manager must be capable of handling a project by managing, directing and leading the projects with requisite knowledge and skills. In this paper a project manager’s characteristics linkage to project success have been developed and analyzed for three different projects/industries. A web-based survey has also been carried out which revealed that specific leadership styles/traits can lead to better performance and success of organizations. Some basic factors like project complexity, the age, gender and nationality of the project manager and type of project also play a vital role in success of a project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20%0D%0Amanagement" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20manager" title=" project manager "> project manager </a> </p> <a href="https://publications.waset.org/abstracts/27280/impact-of-project-leaders-style-on-the-success-of-the-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27280.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">427</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17071</span> Measurement of Project Success in Construction Using Performance Indices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Annette%20Joseph">Annette Joseph</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: The construction industry is dynamic in nature owing to the increasing uncertainties in technology, budgets, and development processes making projects more complex. Thus, predicting project performance and chances of its likely success has become difficult. The goal of all parties involved in construction projects is to successfully complete it on schedule, within planned budget and with the highest quality and in the safest manner. However, the concept of project success has remained ambiguously defined in the mind of the construction professionals. Purpose: This paper aims to study the analysis of a project in terms of its performance and measure the success. Methodology: The parameters for evaluating project success and the indices to measure success/performance of a project are identified through literature study. Through questionnaire surveys aimed at the stakeholders in the projects, data is collected from two live case studies (an ongoing and completed project) on the overall performance in terms of its success/failure. Finally, with the help of SPSS tool, the data collected from the surveys are analyzed and applied on the selected performance indices. Findings: The score calculated by using the indices and models helps in assessing the overall performance of the project and interpreting it to find out whether the project will be a success or failure. This study acts as a reference for firms to carry out performance evaluation and success measurement on a regular basis helping projects to identify the areas which are performing well and those that require improvement. Originality & Value: The study signifies that by measuring project performance; a project’s deviation towards success/failure can be assessed thus helping in suggesting early remedial measures to bring it on track ensuring that a project will be completed successfully. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project" title="project">project</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=indices" title=" indices"> indices</a>, <a href="https://publications.waset.org/abstracts/search?q=success" title=" success"> success</a> </p> <a href="https://publications.waset.org/abstracts/80863/measurement-of-project-success-in-construction-using-performance-indices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80863.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">191</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17070</span> The Relationship of Building Information Modeling (BIM) Capability in Quantity Surveying Practice and Project Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20F.%20Wong">P. F. Wong</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Salleh"> H. Salleh</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20A.%20Rahim"> F. A. Rahim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The adoption of building information modeling (BIM) is increasing in the construction industry. However, quantity surveyors are slow in adoption compared to other professions due to lack of awareness of the BIM’s potential in their profession. It is still unclear on how BIM application can enhance quantity surveyors’ work performance and project performance. The aim of this research is to identify the capabilities of BIM in quantity surveying practices and examine the relationship between BIM capabilities and project performance. Questionnaire survey and interviews were adopted for data collection. Literature reviews identified there are eleven BIM capabilities in quantity surveying practice. Questionnaire results showed that there are several BIM capabilities significantly correlated with project performance in time, cost and quality aspects and the results were validated through interviews. These findings show that BIM has the capabilities to enhance quantity surveyors’ performances and subsequently improved project performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Building%20Information%20Modeling%20%28BIM%29" title="Building Information Modeling (BIM)">Building Information Modeling (BIM)</a>, <a href="https://publications.waset.org/abstracts/search?q=quantity%20surveyors" title=" quantity surveyors"> quantity surveyors</a>, <a href="https://publications.waset.org/abstracts/search?q=capability" title=" capability"> capability</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a> </p> <a href="https://publications.waset.org/abstracts/12273/the-relationship-of-building-information-modeling-bim-capability-in-quantity-surveying-practice-and-project-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12273.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">367</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17069</span> The Role of Risk Management Practices in the Relationship between Risks Factors and Construction Project Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Abdullah%20Albezaghi">Ali Abdullah Albezaghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article aims to introduce a conceptual framework that can facilitate investigations concerning the role of risk management practices in the relationship between construction risks and the construction project's performance. This article is structured based on the extant literature; it reviews theoretical perspectives, highlights the gaps, and illustrates the significance of developing a framework of suggested relationships. Despite growing interest in the role of risks in construction project performance, previous studies have paid little attention to investigating the moderating role of risk management practices on the risk-performance link. This has left researchers and construction project managers with minimal information to explain the conditions under which risk management practices can reduce the impact of project-related risks and improve performance. In this context, this article suggests a viable research model with propositions that assess risk-performance relationships and discusses the potential moderating effects on the domain relationship. This paper adds to the risk management literature by focusing on risk variables that directly impact performance. Further, it also considers the moderating role of risk management practices in such relationships. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk%20management%20practices" title="risk management practices">risk management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20risks" title=" external risks"> external risks</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20risks" title=" internal risks"> internal risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risks" title=" project risks"> project risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a> </p> <a href="https://publications.waset.org/abstracts/160568/the-role-of-risk-management-practices-in-the-relationship-between-risks-factors-and-construction-project-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160568.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17068</span> The Impact of Management Competency, Project Team, and Process Design to Corporate Performance through Implementing the Self-Development ERP</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan">Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a>, <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto"> Widjojo Suprapto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Manufacturing companies in East Java develop their own ERP system or alter the ERP system which is developed by other companies to suit their needs. To make their own system, the companies mostly assign several employees from various departments to create a project team, and the employees are from the departments that are going to utilize the ERP system as the integrated data. The project team decides the making of the ERP system from the preparation stage until the going live implementation process. In designing the business process, the top management is working together with the project team until the project is accomplished. The completion of the ERP projects depends on the project to be undertaken itself, the strategy chosen to complete the project, the work method selection, the measurement system to monitor the project, the evaluation system of the project, and, in the end, the declaration of 'going live' of the ERP project. There is an increase in the business performance for the companies that have implemented the information technology or ERP as they manage to integrate all management functions within their companies. To investigate, some questionnaires are distributed to 100 manufacturing companies, and 90 questionnaires are returned; however, there are only 46 companies that develop their own ERP system, so the response rate is 46%. The result of data analysis using PLS shows that the management competency brings impacts to the project team and the process design. The process design is adjusted to the real process in order to implement the ERP, but it does not bring direct impacts to the business performance. The implementation of ERP brings positive impacts to the company business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20competency" title="management competency">management competency</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20team" title=" project team"> project team</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20design" title=" process design"> process design</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP%20implementation" title=" ERP implementation"> ERP implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20performance" title=" business performance "> business performance </a> </p> <a href="https://publications.waset.org/abstracts/81600/the-impact-of-management-competency-project-team-and-process-design-to-corporate-performance-through-implementing-the-self-development-erp" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81600.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17067</span> Project Knowledge Harvesting: The Case of Improving Project Performance through Project Knowledge Sharing Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eng%20Rima%20Al-Awadhi">Eng Rima Al-Awadhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Jaleel%20Tharayil"> Abdul Jaleel Tharayil</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a project-centric organization like KOC, managing the knowledge of the project is of critical importance to the success of the project and the organization. However, due to the very nature and complexity involved, each project engagement generates a lot of 'learnings' that need to be factored into while new projects are initiated and thus avoid repeating the same mistake. But, many a time these learnings are localized and remains as ‘tacit knowledge’ leading to scope re-work, schedule overrun, adjustment orders, concession requests and claims. While KOC follows an asset based organization structure, with a multi-cultural and multi-ethnic workforce and larger chunk of the work is carried out through complex, long term project engagement, diffusion of ‘learnings’ across assets while dealing with the natural entropy of the organization is of great significance. Considering the relatively higher number of mega projects, it's important that the issues raised during the project life cycle are centrally harvested, analyzed and the ‘learnings’ from these issues are shared, absorbed and are in-turn utilized to enhance and refine the existing process and practices, leading to improve the project performance. One of the many factors contributing to the successful completion of a project on time is the reduction in the number of variations or concessions triggered during the project life cycle. The project process integrated knowledge sharing framework discusses the knowledge harvesting methodology adopted, the challenges faced, learnings acquired and its impact on project performance. The framework facilitates the proactive identification of issues that may have an impact on the overall quality of the project and improve performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20harvesting" title="knowledge harvesting">knowledge harvesting</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20integrated%20knowledge%20sharing" title=" project integrated knowledge sharing"> project integrated knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=lessons%20learn" title=" lessons learn"> lessons learn</a> </p> <a href="https://publications.waset.org/abstracts/32574/project-knowledge-harvesting-the-case-of-improving-project-performance-through-project-knowledge-sharing-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32574.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">396</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17066</span> Effect of Project Control Practices on the Performance of Building Construction Companies in Uganda: A Case Study of Kampala City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tukundane%20Hillary">Tukundane Hillary</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper analytically evaluates the project control practice levels used by the building construction companies within Kampala, Uganda. The research also assesses the outcome of project control practices on the productivity of the companies. The research was performed to ascertain the current control practices among 160 respondents from various construction companies registered with the Uganda Registration Services Bureau. This research used amalgamation from multiple literature to obtain the variables. The research adopts 34 standard control practices from four vital project control duties: planning, monitoring, analyzing, and reporting. These project control tasks were organized using mean response ratings grounded on their relevance to the construction companies. Results showed that evaluating performance with the use of curves (4.32), timely access to information and encouragement (4.55), report representation using quantitative tools 4.75, and cost value comparison application during analysis (4.76) were rated least among the control practices. On the other hand, the top project control practices included formulation of the project schedule (8.88), Project feasibility validation (8.86), Budgeting for each activity (8.84), Key project route definition (8.81), Team awareness of the budget (8.77), Setting realistic targets for projects (8.50) and Consultation from subcontractors (8.74). From the results obtained by the sample respondents specified, it can be concluded that planning is the most vital project control task practiced in the building construction industry in Uganda. In addition, this research ascertained a substantial relationship between project control practices and the performance of building construction companies. Accordingly, this research recommends that project control practices be effectively observed by both contracting and consulting companies to enhance their overall performance and governance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cost%20value" title="cost value">cost value</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20control" title=" project control"> project control</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20control" title=" cost control"> cost control</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20control" title=" time control"> time control</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a>, <a href="https://publications.waset.org/abstracts/search?q=control%20practices" title=" control practices"> control practices</a> </p> <a href="https://publications.waset.org/abstracts/182469/effect-of-project-control-practices-on-the-performance-of-building-construction-companies-in-uganda-a-case-study-of-kampala-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182469.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">74</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17065</span> Behavior of SPEC CPU2006 Based on Optimization Levels </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisel%20Elramalli">Faisel Elramalli</a>, <a href="https://publications.waset.org/abstracts/search?q=Ibrahim%20Althomali%20Amjad%20Sabbagh"> Ibrahim Althomali Amjad Sabbagh</a>, <a href="https://publications.waset.org/abstracts/search?q=Dhananjay%20Tambe"> Dhananjay Tambe </a> </p> <p class="card-text"><strong>Abstract:</strong></p> SPEC CPU benchmarks are used to evaluate the performance of CPUs on computer systems. In our project we are going to use SPEC CPU suite that contains several benchmarks running on two different compilers gcc and icc in different optimizations levels to evaluate the performance of a CPU. The motivation of this project is to find out which compiler and in which optimization level makes the CPU reaches the best performance. The results of that evaluation will help users of these compilers to choose the best compiler and optimization level that perform efficiently for their work. In other words, it will give users the best performance of the CPU while doing their works. This project is interesting since it will provide the method used to measure the performance of CPU and how different optimization levels of compilers can help achieve a higher performance. Moreover, it will give a good understanding of how benchmarks are used to evaluate a CPU performance. For the reader, in reality SPEC CPU benchmarks are used to measure the performance of new released CPUs to be compared to other CPUs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SPEC" title="SPEC">SPEC</a>, <a href="https://publications.waset.org/abstracts/search?q=CPU" title=" CPU"> CPU</a>, <a href="https://publications.waset.org/abstracts/search?q=GCC" title=" GCC"> GCC</a>, <a href="https://publications.waset.org/abstracts/search?q=ICC" title=" ICC"> ICC</a>, <a href="https://publications.waset.org/abstracts/search?q=copilers" title=" copilers"> copilers</a> </p> <a href="https://publications.waset.org/abstracts/19022/behavior-of-spec-cpu2006-based-on-optimization-levels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19022.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">485</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17064</span> A Study on How to Improve PMBOK (Project Management Body of Knowledge) Guidelines Performance by Simulation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Jaferi">Fatemeh Jaferi</a>, <a href="https://publications.waset.org/abstracts/search?q=Moslem%20Parsa"> Moslem Parsa</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Mehdi%20Sajadi"> Seyed Mehdi Sajadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The project-oriented organizations are more appropriate for sustainable environments. Any effective project-oriented organization should institutionalize its project management processes in such a manner to yield the greatest possible profits. The aim of this paper is to study the relationship between the project management PMBOK guideline (Project Management Body of Knowledge) and simulation technology in project-oriented organizations. The methodology involves using five steps for applying these two tools aimed at enhancing project management processes in the Lorestan Gas Corporation, as one of the project-oriented organization. Results show the implementation of such management approach leads to a 5% performance improvement and using PMBOK can be instrumental in effective delay management. The implementation of the aforementioned improvement package was effective in improving the efficiency of organizational processes; in terms of optimizing the resource utilization that has manifested itself in resource losses and cost reductions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project-orientation" title="project-orientation">project-orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=processes" title=" processes"> processes</a>, <a href="https://publications.waset.org/abstracts/search?q=PMBOK" title=" PMBOK"> PMBOK</a>, <a href="https://publications.waset.org/abstracts/search?q=optimization" title=" optimization"> optimization</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/43309/a-study-on-how-to-improve-pmbok-project-management-body-of-knowledge-guidelines-performance-by-simulation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43309.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">405</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17063</span> Enhancing Project Performance Forecasting using Machine Learning Techniques</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Soheila%20Sadeghi">Soheila Sadeghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Accurate forecasting of project performance metrics is crucial for successfully managing and delivering urban road reconstruction projects. Traditional methods often rely on static baseline plans and fail to consider the dynamic nature of project progress and external factors. This research proposes a machine learning-based approach to forecast project performance metrics, such as cost variance and earned value, for each Work Breakdown Structure (WBS) category in an urban road reconstruction project. The proposed model utilizes time series forecasting techniques, including Autoregressive Integrated Moving Average (ARIMA) and Long Short-Term Memory (LSTM) networks, to predict future performance based on historical data and project progress. The model also incorporates external factors, such as weather patterns and resource availability, as features to enhance the accuracy of forecasts. By applying the predictive power of machine learning, the performance forecasting model enables proactive identification of potential deviations from the baseline plan, which allows project managers to take timely corrective actions. The research aims to validate the effectiveness of the proposed approach using a case study of an urban road reconstruction project, comparing the model's forecasts with actual project performance data. The findings of this research contribute to the advancement of project management practices in the construction industry, offering a data-driven solution for improving project performance monitoring and control. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20performance%20forecasting" title="project performance forecasting">project performance forecasting</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20series%20forecasting" title=" time series forecasting"> time series forecasting</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20variance" title=" cost variance"> cost variance</a>, <a href="https://publications.waset.org/abstracts/search?q=earned%20value%20management" title=" earned value management"> earned value management</a> </p> <a href="https://publications.waset.org/abstracts/186996/enhancing-project-performance-forecasting-using-machine-learning-techniques" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186996.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">49</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17062</span> Quality Management in Construction Project</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Harsh%20Panchal">Harsh Panchal</a>, <a href="https://publications.waset.org/abstracts/search?q=Saurabh%20Amrutkar"> Saurabh Amrutkar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Quality management is an essential part of any project that has directly related to the performance of a project. Quality management is depended on multiple factors at different stages in a project, right from time management to construction logistics. A project is a mixture of various components that include iternary management, health and safety, crew productivity, and many more. From the survey conducted, we came to the conclusion that advancement in technology and indigenous approach to any project will result in maximum quality standards and better project performance. In this paper, we discuss various components of the factors above that lead to compromise the quality of a project and how it can be controlled in order to achieve maximum quality assurance using quality planning and total quality management. The paper also focuses on limitations and problems faced in each factor responsible for quality management and to tackle them using techniques and processes based on activities and identifying the sequence, approaching critical path, and duration. The project management concept that deals with the sequence of scope cost time give us an overview regarding the ongoing quality management, in a nutshell, giving us hints to regulate the current procedure for maximum achievable quality. It also deals with the problems faced by engineers that make the mundane work process slow, reducing the quality outcome drastically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=project" title=" project"> project</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a> </p> <a href="https://publications.waset.org/abstracts/135513/quality-management-in-construction-project" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135513.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">165</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17061</span> The Successful in Construction Project via Effectiveness of Project Team</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zarabizan%20Zakaria">Zarabizan Zakaria</a>, <a href="https://publications.waset.org/abstracts/search?q=Hayati%20Zainal"> Hayati Zainal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The construction industry is one of the most important sectors that contribute to the nation’s economy and catalyze towards the growth of other industries. However, some construction projects have not been completed on its stipulated time and duration, scope and budget due to several factors. This problem arises due to the weaknesses of human factors, especially from ineffective leadership quality practiced by project managers and contractors in managing project teams. Therefore, a construction project should impose the element of Project Team. The project team is formed in the implementation of the project which includes the project brief, project scope, customer requirements and provided designs. Many organizations in the construction sector use teams to meet today's global competition and customer expectations, however, team effectiveness evaluation is required. In insuring the construction team is successful and effectiveness, the construction department must encourage, measure, set up, and evaluate or review the effectiveness of project team that was formed. In order to produce a better outcome for a high-end project, an effective and efficient project team is required which also help in increasing overall productivity. The purpose of this study is to determine the role of team effectiveness in the construction project team based on the overall construction project performance. It examines several different factors which related to team effectiveness. It also examines the relationship between team effectiveness factor and project performance aspect. Team Effect Review and Project Performance Review are developed to be used for data collection. Data collected were analyzed using several statistical tests. Results obtained from data analysis are validated using semi-structured interviews. Besides that, a comprehensive survey were developed to assess the way construction project teams in order to maintain its effectiveness throughout the project phase. In order to determine a project successful it has been found that Project Team Leadership is the most important factor. In addition, the definition of team effectiveness in the construction project team is developed based on the perspective of project clients and project team members. The results of this study are expected to provide an idea on the factors that are needed to be focused on improving the team's effectiveness towards project performance aspects. At the same time, the definition of team effectiveness from team members and owner views has been developed in order to provide a better understanding of the word team's effectiveness in construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20team" title="project team">project team</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20project" title=" construction project"> construction project</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20successful" title=" project successful"> project successful</a> </p> <a href="https://publications.waset.org/abstracts/90475/the-successful-in-construction-project-via-effectiveness-of-project-team" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90475.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">177</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17060</span> A Case Study on Machine Learning-Based Project Performance Forecasting for an Urban Road Reconstruction Project</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Soheila%20Sadeghi">Soheila Sadeghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In construction projects, predicting project performance metrics accurately is essential for effective management and successful delivery. However, conventional methods often depend on fixed baseline plans, disregarding the evolving nature of project progress and external influences. To address this issue, we introduce a distinct approach based on machine learning to forecast key performance indicators, such as cost variance and earned value, for each Work Breakdown Structure (WBS) category within an urban road reconstruction project. Our proposed model leverages time series forecasting techniques, namely Autoregressive Integrated Moving Average (ARIMA) and Long Short-Term Memory (LSTM) networks, to predict future performance by analyzing historical data and project progress. Additionally, the model incorporates external factors, including weather patterns and resource availability, as features to improve forecast accuracy. By harnessing the predictive capabilities of machine learning, our performance forecasting model enables project managers to proactively identify potential deviations from the baseline plan and take timely corrective measures. To validate the effectiveness of the proposed approach, we conduct a case study on an urban road reconstruction project, comparing the model's predictions with actual project performance data. The outcomes of this research contribute to the advancement of project management practices in the construction industry by providing a data-driven solution for enhancing project performance monitoring and control. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20performance%20forecasting" title="project performance forecasting">project performance forecasting</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20series%20forecasting" title=" time series forecasting"> time series forecasting</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20variance" title=" cost variance"> cost variance</a>, <a href="https://publications.waset.org/abstracts/search?q=schedule%20variance" title=" schedule variance"> schedule variance</a>, <a href="https://publications.waset.org/abstracts/search?q=earned%20value%20management" title=" earned value management"> earned value management</a> </p> <a href="https://publications.waset.org/abstracts/186997/a-case-study-on-machine-learning-based-project-performance-forecasting-for-an-urban-road-reconstruction-project" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186997.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">39</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17059</span> Empirical Study of Correlation between the Cost Performance Index Stability and the Project Cost Forecast Accuracy in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amin%20AminiKhafri">Amin AminiKhafri</a>, <a href="https://publications.waset.org/abstracts/search?q=James%20M.%20Dawson-Edwards"> James M. Dawson-Edwards</a>, <a href="https://publications.waset.org/abstracts/search?q=Ryan%20M.%20Simpson"> Ryan M. Simpson</a>, <a href="https://publications.waset.org/abstracts/search?q=Simaan%20M.%20AbouRizk"> Simaan M. AbouRizk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Earned value management (EVM) has been introduced as an integrated method to combine schedule, budget, and work breakdown structure (WBS). EVM provides various indices to demonstrate project performance including the cost performance index (CPI). CPI is also used to forecast final project cost at completion based on the cost performance during the project execution. Knowing the final project cost during execution can initiate corrective actions, which can enhance project outputs. CPI, however, is not constant during the project, and calculating the final project cost using a variable index is an inaccurate and challenging task for practitioners. Since CPI is based on the cumulative progress values and because of the learning curve effect, CPI variation dampens and stabilizes as project progress. Although various definitions for the CPI stability have been proposed in literature, many scholars have agreed upon the definition that considers a project as stable if the CPI at 20% completion varies less than 0.1 from the final CPI. While 20% completion point is recognized as the stability point for military development projects, construction projects stability have not been studied. In the current study, an empirical study was first conducted using construction project data to determine the stability point for construction projects. Early findings have demonstrated that a majority of construction projects stabilize towards completion (i.e., after 70% completion point). To investigate the effect of CPI stability on cost forecast accuracy, the correlation between CPI stability and project cost at completion forecast accuracy was also investigated. It was determined that as projects progress closer towards completion, variation of the CPI decreases and final project cost forecast accuracy increases. Most projects were found to have 90% accuracy in the final cost forecast at 70% completion point, which is inlined with findings from the CPI stability findings. It can be concluded that early stabilization of the project CPI results in more accurate cost at completion forecasts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cost%20performance%20index" title="cost performance index">cost performance index</a>, <a href="https://publications.waset.org/abstracts/search?q=earned%20value%20management" title=" earned value management"> earned value management</a>, <a href="https://publications.waset.org/abstracts/search?q=empirical%20study" title=" empirical study"> empirical study</a>, <a href="https://publications.waset.org/abstracts/search?q=final%20project%20cost" title=" final project cost"> final project cost</a> </p> <a href="https://publications.waset.org/abstracts/83240/empirical-study-of-correlation-between-the-cost-performance-index-stability-and-the-project-cost-forecast-accuracy-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83240.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">156</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17058</span> Performance Evaluation of Construction Projects by Earned Value Management Method, Using Primavera P6 – A Case Study in Istanbul, Turkey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Lemar%20Zalmai">Mohammad Lemar Zalmai</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20Hurol%20Turkakin"> Osman Hurol Turkakin</a>, <a href="https://publications.waset.org/abstracts/search?q=Cemil%20Akcay"> Cemil Akcay</a>, <a href="https://publications.waset.org/abstracts/search?q=Ekrem%20Manisali"> Ekrem Manisali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most of the construction projects are exposed to time and cost overruns due to various factors and this is a major problem. As a solution to this, the Earned Value Management (EVM) method is considered. EVM is a powerful and well-known method used in monitoring and controlling the project. EVM is a technique that project managers use to track the performance of their project against project baselines. EVM gives an early indication that either project is delayed or not, and the project is either over budget or under budget at any particular day by tracking it. Thus, it helps to improve the management control system of a construction project, to detect and control the problems in potential risk areas and to suggest the importance and purpose of monitoring the construction work. This paper explains the main parameters of the EVM system involved in the calculation of time and cost for construction projects. In this study, the project management software Primavera P6 is used to deals with the project monitoring process of a seven-storeyed (G+6) faculty building whose construction is in progress at Istanbul, Turkey. A comparison between the planned progress of construction activities and actual progress is performed, and the analysis results are interpreted. This case study justifies the benefits of using EVM for project cash flow analysis and forecasting. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=earned%20value%20management%20%28EVM%29" title="earned value management (EVM)">earned value management (EVM)</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20cost%20management" title=" construction cost management"> construction cost management</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20planning" title=" construction planning"> construction planning</a>, <a href="https://publications.waset.org/abstracts/search?q=primavera%20P6" title=" primavera P6"> primavera P6</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20scheduling" title=" project scheduling"> project scheduling</a> </p> <a href="https://publications.waset.org/abstracts/126350/performance-evaluation-of-construction-projects-by-earned-value-management-method-using-primavera-p6-a-case-study-in-istanbul-turkey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126350.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">243</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17057</span> Designing a Method to Control and Determine the Financial Performance of the Real Cost Sub-System in the Information Management System of Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Ghaffari">Alireza Ghaffari</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Saghi"> Hassan Saghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project management is more complex than managing the day-to-day affairs of an organization. When the project dimensions are broad and multiple projects have to be monitored in different locations, the integrated management becomes even more complicated. One of the main concerns of project managers is the integrated project management, which is mainly rooted in the lack of accurate and accessible information from different projects in various locations. The collection of dispersed information from various parts of the network, their integration and finally the selective reporting of this information is among the goals of integrated information systems. It can help resolve the main problem, which is bridging the information gap between executives and senior managers in the organization. Therefore, the main objective of this study is to design and implement an important subset of a project management information system in order to successfully control the cost of construction projects so that its results can be used to design raw software forms and proposed relationships between different project units for the collection of necessary information. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title="financial performance">financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20subsystem" title=" cost subsystem"> cost subsystem</a>, <a href="https://publications.waset.org/abstracts/search?q=PMIS" title=" PMIS"> PMIS</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a> </p> <a href="https://publications.waset.org/abstracts/148661/designing-a-method-to-control-and-determine-the-financial-performance-of-the-real-cost-sub-system-in-the-information-management-system-of-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148661.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">109</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17056</span> "Project" Approach in Urban: A Response to Uncertainty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mouhoubi%20Nedjima">Mouhoubi Nedjima</a>, <a href="https://publications.waset.org/abstracts/search?q=Sassi%20Boudemagh%20Souad"> Sassi Boudemagh Souad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we will try to demonstrate the importance of the project approach in the urban to deal with uncertainty, the importance of the involvement of all stakeholders in the urban project process and that the absence of an actor can lead to project failure but also the importance of the urban project management. These points are handled through the following questions: Does the urban adhere to the theory of complexity? Does the project approach bring hope and solution to make urban planning "sustainable"? How converging visions of actors for the same project? Is the management of urban project the solution to support the urban project approach? <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title="strategic planning">strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=project" title=" project"> project</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20project%20stakeholders" title=" urban project stakeholders"> urban project stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/27120/project-approach-in-urban-a-response-to-uncertainty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27120.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">512</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17055</span> An Assessment of Factors Affecting the Cost and Time Performance of Subcontractors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adedayo%20Jeremiah%20Adeyekun">Adedayo Jeremiah Adeyekun</a>, <a href="https://publications.waset.org/abstracts/search?q=Samuel%20Oluwagbemiga%20Ishola"> Samuel Oluwagbemiga Ishola</a>, <a href="https://publications.waset.org/abstracts/search?q="></a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is an assessment of factors influencing the cost and time performance of subcontractors and the need for effective performance of subcontractors at the project sites. The factors influencing the performance of subcontractors are grouped, similar to those identified with the project or an organization and on another hand, there are significant factors influencing the performance of the subcontractors. These factors incorporate management level leadership, time required to complete the project, profit, staff capability/expertise, reputation, installment method, organization history, and project procurement method strategy, security, bidding technique, insurance, bond and relationship with the major contractors. The factors influencing the management of subcontractors in building development projects includes performance of significant past projects, standard of workmanship, consistence with guidelines, regular payment to labourers, adherence to program, regularity and viability of communication with main contractor, adherence to subcontract necessities. Other factors comprise adherence to statutory environmental regulations, number of experienced sites administrative staff, inspection and maintenance of good workplace, number of artisans and workers, quality of as-built and shop drawings and ability to carry out the quantity of work and so on. This study also aimed to suggest a way forward to improve the performance of subcontractors which is the reason for exceeding budget at the project sites. To carry out this study, a questionnaire was drafted to derive information on the causes of low performance of subcontractors and the implication to cost. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=contractor" title=" contractor"> contractor</a>, <a href="https://publications.waset.org/abstracts/search?q=subcontractors" title=" subcontractors"> subcontractors</a>, <a href="https://publications.waset.org/abstracts/search?q=construction" title=" construction"> construction</a> </p> <a href="https://publications.waset.org/abstracts/163333/an-assessment-of-factors-affecting-the-cost-and-time-performance-of-subcontractors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163333.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">76</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17054</span> Exploring the Critical Success Factors of Construction Stakeholders Team Effectiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Olusegun%20Akinsiku">Olusegun Akinsiku</a>, <a href="https://publications.waset.org/abstracts/search?q=Olukayode%20Oyediran"> Olukayode Oyediran</a>, <a href="https://publications.waset.org/abstracts/search?q=Koleola%20Odusami"> Koleola Odusami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A construction project is usually made up of a variety of stakeholders whose interests may positively or negatively impact on the outcome of the project execution. The variability of project stakeholders is apparent in their cultural differences, professional background and ethics, and differences in ideas. The need for the effectiveness of construction teams has been investigated as this is an important aspect to meeting client’s expectations in the construction industry. This study adopts a cross-sectional descriptive survey with the purpose of identifying the critical success factors (CSFs) associated with the team effectiveness of construction projects stakeholders, their relationship and the effects on construction project performance. The instrument for data collection was a designed questionnaire which was administered to construction professionals in the construction industry in Lagos State, Nigeria using proportionate stratified sampling. The highest ranked identified CSFs include “team trust”, “esprit de corps among members” and “team cohesiveness”. Using factor analysis and considering the effects of team cohesiveness on project performance, the identified CSFs were categorized into three groups namely cognitive attributes, behavior and processes attributes and affective attributes. All the three groups were observed to have a strong correlation with project performance. The findings of this study are useful in helping construction stakeholders benchmark the team effectiveness factors that will guarantee project success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction" title="construction">construction</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title=" critical success factors"> critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20effectiveness" title=" team effectiveness"> team effectiveness</a> </p> <a href="https://publications.waset.org/abstracts/105843/exploring-the-critical-success-factors-of-construction-stakeholders-team-effectiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/105843.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">130</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17053</span> Cost Overruns in Mega Projects: Project Progress Prediction with Probabilistic Methods</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yasaman%20Ashrafi">Yasaman Ashrafi</a>, <a href="https://publications.waset.org/abstracts/search?q=Stephen%20Kajewski"> Stephen Kajewski</a>, <a href="https://publications.waset.org/abstracts/search?q=Annastiina%20Silvennoinen"> Annastiina Silvennoinen</a>, <a href="https://publications.waset.org/abstracts/search?q=Madhav%20Nepal"> Madhav Nepal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Mega projects either in construction, urban development or energy sectors are one of the key drivers that build the foundation of wealth and modern civilizations in regions and nations. Such projects require economic justification and substantial capital investment, often derived from individual and corporate investors as well as governments. Cost overruns and time delays in these mega projects demands a new approach to more accurately predict project costs and establish realistic financial plans. The significance of this paper is that the cost efficiency of megaprojects will improve and decrease cost overruns. This research will assist Project Managers (PMs) to make timely and appropriate decisions about both cost and outcomes of ongoing projects. This research, therefore, examines the oil and gas industry where most mega projects apply the classic methods of Cost Performance Index (CPI) and Schedule Performance Index (SPI) and rely on project data to forecast cost and time. Because these projects are always overrun in cost and time even at the early phase of the project, the probabilistic methods of Monte Carlo Simulation (MCS) and Bayesian Adaptive Forecasting method were used to predict project cost at completion of projects. The current theoretical and mathematical models which forecast the total expected cost and project completion date, during the execution phase of an ongoing project will be evaluated. Earned Value Management (EVM) method is unable to predict cost at completion of a project accurately due to the lack of enough detailed project information especially in the early phase of the project. During the project execution phase, the Bayesian adaptive forecasting method incorporates predictions into the actual performance data from earned value management and revises pre-project cost estimates, making full use of the available information. The outcome of this research is to improve the accuracy of both cost prediction and final duration. This research will provide a warning method to identify when current project performance deviates from planned performance and crates an unacceptable gap between preliminary planning and actual performance. This warning method will support project managers to take corrective actions on time. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cost%20forecasting" title="cost forecasting">cost forecasting</a>, <a href="https://publications.waset.org/abstracts/search?q=earned%20value%20management" title=" earned value management"> earned value management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20control" title=" project control"> project control</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20analysis" title=" risk analysis"> risk analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a> </p> <a href="https://publications.waset.org/abstracts/56574/cost-overruns-in-mega-projects-project-progress-prediction-with-probabilistic-methods" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56574.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">403</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17052</span> A Comparative Analysis of Safety Orientation and Safety Performance in Organizations: A Project Management Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dina%20Alfreahat">Dina Alfreahat</a>, <a href="https://publications.waset.org/abstracts/search?q=Zoltan%20Sebestyen"> Zoltan Sebestyen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Safety is considered as one of the project’s success factors. Poor safety management may result in accidents that impact human, economic, and legal issues. Therefore, it is necessary to consider safety and health as a project success factor along with other project success factors, such as time, cost, and quality. Organizations have a knowledge deficit of the implementation of long-term safety practices, and due to cost control, safety problems tend to receive the least priority. They usually assume that safety management involves expenditures unrelated to production goals, thereby considering it unnecessary for profitability and competitiveness. The purpose of this study is to introduce, analysis and identify the correlation between the orientation of the public safety procedures of an organization and the public safety standards applied in the project. Therefore, the authors develop the process and collect the possible mathematical-statistical tools supporting the previously mentioned goal. The result shows that the adoption of management to safety is a major factor in implementing the safety standard in the project and thereby improving safety performance. It may take time and effort to adopt the mindset of safety orientation service development, but at the same time, the higher organizational investment in safety and health programs will contribute to the loyalty of staff to safety compliance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management%20perspective" title="project management perspective">project management perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20orientation" title=" safety orientation"> safety orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20performance" title=" safety performance"> safety performance</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20standards" title=" safety standards"> safety standards</a> </p> <a href="https://publications.waset.org/abstracts/131109/a-comparative-analysis-of-safety-orientation-and-safety-performance-in-organizations-a-project-management-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131109.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">179</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17051</span> Effect of Institutional Structure on Project Managers Performance in Construction Projects: A Case Study in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ebuka%20Valentine%20Iroha">Ebuka Valentine Iroha</a>, <a href="https://publications.waset.org/abstracts/search?q=Tsunemi%20Watanabe"> Tsunemi Watanabe</a>, <a href="https://publications.waset.org/abstracts/search?q=Satoshi%20Tsuchiya"> Satoshi Tsuchiya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project management practices play an important role in construction project performance and are one of project managers' essential key performance indicators. Previous studies have explored the poor performance of the construction industry, with project delays and cost overruns identified to contribute largely to numerous abandoned projects. These challenges are attributed to insufficient project management practices and a lack of utilization of project managers. The actual causes of inadequate project management practices and underutilization of project managers have been rarely discussed. This study tends to bridge the gap by identifying and assessing the actual causes of insufficient project management practices and underutilization of project managers. This study differs from past studies investigating the causes of poor performance by using institutional analysis methods to identify and analyze the factors influencing project management practices and proper utilization of project managers. Based on a comprehensive literature review, this study identified some factors embedded in the construction industry that influence the institutional environment and weaken the laws and regulations. These factors were used as the basis for semi-structured interview questions to investigate their impacts on project management practices and project managers. The data collected were coded into a four-level framework for institutional analysis. This method was used to analyze the interrelationships between the identified embedded factors, institutional laws and regulations, and construction organizations to understand how these influences result in the underutilization of project managers. The study found that the underutilization of project managers consists of two subsystems, including underutilization and lowering commitment. The first subsystem, corruption, political influence, religious and tribal discrimination, and organizational culture, were found to affect the institutional structure. These embedded factors weaken the industry’s governance mechanism, forcing project managers to prioritize corrupt practices over project demands. The ineffectiveness of the existing laws and regulations worsens the situation, supporting unfair working conditions and contributing to the underperformance of project managers. This situation leads to the development of the second subsystem, which is characterized by a lack of opportunities for career development and minimal incentives within construction organizations. The findings provide significant potential for addressing systemic challenges in the construction industry, particularly the underutilization of project managers and enhancing organizational support measures to improve project management practices and mitigate the adverse effects of corruption. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title="construction industry">construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=poor%20performance" title=" poor performance"> poor performance</a>, <a href="https://publications.waset.org/abstracts/search?q=embedded%20factors" title=" embedded factors"> embedded factors</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20managers%20underutilization" title=" project managers underutilization"> project managers underutilization</a> </p> <a href="https://publications.waset.org/abstracts/188601/effect-of-institutional-structure-on-project-managers-performance-in-construction-projects-a-case-study-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/188601.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">37</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17050</span> Identification of Successful Criteria for Measuring Large Infrastructure Projects Performance in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20A.%20N.%20Masrom">M. A. N. Masrom</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20H.%20I.%20A.%20Rahim"> M. H. I. A. Rahim</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20K.%20Chen"> G. K. Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Mohamed"> S. Mohamed </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Large infrastructure project is one of significant category in the development of Malaysian construction industry. This type of project has been recognized as a high complexity project with numerous construction risks, large cost involvement, highly technical requirements and divers of resources. Besides, the development of large infrastructure such as highway, railway, Mass Rapid Transit (MRT) and airport are also needed a large investment of public and private sector. To accomplish the development successfully, several challenges has to be determined prior the project commencement. To date, a comprehensive assessment of key success criteria particularly for large infrastructure in developing country such as Malaysia, is still not systematically defined and therefore, it needs further investigation. This paper aims to explore the potential success criteria that would be useful in gauging overall performance of large infrastructure implementation particularly in developing country. Previous successful criteria studies were used to develop a conceptual framework that possibly suitable for measuring large infrastructure performance. The findings show that successful criteria of infrastructure projects implementation could be grouped according to several key elements as it seems significant to the participants in prioritizing project challenges more systematically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=successful%20criteria" title="successful criteria">successful criteria</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=large%20infrastructure" title=" large infrastructure"> large infrastructure</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysia" title=" Malaysia"> Malaysia</a> </p> <a href="https://publications.waset.org/abstracts/25626/identification-of-successful-criteria-for-measuring-large-infrastructure-projects-performance-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25626.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">408</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17049</span> Relationship among Teams' Information Processing Capacity and Performance in Information System Projects: The Effects of Uncertainty and Equivocality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ouafa%20Sakka">Ouafa Sakka</a>, <a href="https://publications.waset.org/abstracts/search?q=Henri%20Barki"> Henri Barki</a>, <a href="https://publications.waset.org/abstracts/search?q=Louise%20Cote"> Louise Cote</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Uncertainty and equivocality are defined in the information processing literature as two task characteristics that require different information processing responses from managers. As uncertainty often stems from a lack of information, addressing it is thought to require the collection of additional data. On the other hand, as equivocality stems from ambiguity and a lack of understanding of the task at hand, addressing it is thought to require rich communication between those involved. Past research has provided weak to moderate empirical support to these hypotheses. The present study contributes to this literature by defining uncertainty and equivocality at the project level and investigating their moderating effects on the association between several project information processing constructs and project performance. The information processing constructs considered are the amount of information collected by the project team, and the richness and frequency of formal communications among the team members to discuss the project’s follow-up reports. Data on 93 information system development (ISD) project managers was collected in a questionnaire survey and analyzed it via the Fisher Test for correlation differences. The results indicate that the highest project performance levels were observed in projects characterized by high uncertainty and low equivocality in which project managers were provided with detailed and updated information on project costs and schedules. In addition, our findings show that information about user needs and technical aspects of the project is less useful to managing projects where uncertainty and equivocality are high. Further, while the strongest positive effect of interactive use of follow-up reports on performance occurred in projects where both uncertainty and equivocality levels were high, its weakest effect occurred when both of these were low. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=uncertainty" title="uncertainty">uncertainty</a>, <a href="https://publications.waset.org/abstracts/search?q=equivocality" title=" equivocality"> equivocality</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20processing%20model" title=" information processing model"> information processing model</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20control%20systems" title=" management control systems"> management control systems</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20control" title=" project control"> project control</a>, <a href="https://publications.waset.org/abstracts/search?q=interactive%20use" title=" interactive use"> interactive use</a>, <a href="https://publications.waset.org/abstracts/search?q=diagnostic%20use" title=" diagnostic use"> diagnostic use</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20system%20development" title=" information system development"> information system development</a> </p> <a href="https://publications.waset.org/abstracts/15214/relationship-among-teams-information-processing-capacity-and-performance-in-information-system-projects-the-effects-of-uncertainty-and-equivocality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15214.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">294</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17048</span> A Systematic Review on Energy Performance Gap in Buildings</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Derya%20Yilmaz">Derya Yilmaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Murat%20Tanyer"> Ali Murat Tanyer</a>, <a href="https://publications.waset.org/abstracts/search?q=Irem%20Dikmen%20Toker"> Irem Dikmen Toker</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There are many studies addressing the discrepancy between the planned and actual performance of buildings, which is defined as the energy performance gap. The difference between expected and actual project results usually depends on risky events and how these risks are managed throughout the project. This study presents a systematic review of the literature about the energy performance gap in buildings. First of all, a brief history and definitions of the energy performance gap are given. The initial search string is applied on Scopus and Web of Science databases. Research activities in years, main research interests, the co-occurrence of keywords based on average publication year are given. Scientometric analyses are conducted using Vosviewer. After the review, the papers are grouped to thematic relevance. This research will create a basis for analyzing the research focus, methods, limitations, and research gaps of key papers in the field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=energy%20performance%20gap" title="energy performance gap">energy performance gap</a>, <a href="https://publications.waset.org/abstracts/search?q=discrepancy" title=" discrepancy"> discrepancy</a>, <a href="https://publications.waset.org/abstracts/search?q=energy%20efficient%20buildings" title=" energy efficient buildings"> energy efficient buildings</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20buildings" title=" green buildings"> green buildings</a> </p> <a href="https://publications.waset.org/abstracts/135122/a-systematic-review-on-energy-performance-gap-in-buildings" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135122.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">148</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17047</span> Effect of Building Construction Sizes on Project Delivery Methods in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nuruddeen%20Usman">Nuruddeen Usman</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Sani"> Mohammad Sani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The performance of project delivery methods has been an issue of concern to various stakeholders in the construction industry. The contracting system of project delivery is the traditional system used in the delivery of most public projects in Nigeria. The direct labor system is used most times as an alternative to the traditional system. There were so many complain about the performance of contracting system and the suitability of direct labor as an alternative to the delivery of public projects. Therefore, this paper is aimed at investigating the effect of project size on the project delivery methods in the completed public buildings. Questionnaires were self-administered to managerial staff in the study area and analyzed using descriptive statistics. The findings reveals that contracting system was choosing for large size building construction project delivery with higher frequency (F) of 40 (76.9%) against direct labor with 12 (23.1%). While the small size project, the result revealed a frequency (F) of 26 (50%) for contracting system and direct labor system respectively. Base on the research findings, the contracting system, was recommended for all sizes of building construction project delivery while direct labor system can only use as an alternative for small size building construction projects delivery. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20size" title="construction size">construction size</a>, <a href="https://publications.waset.org/abstracts/search?q=contracting%20system" title=" contracting system"> contracting system</a>, <a href="https://publications.waset.org/abstracts/search?q=direct%20labour" title=" direct labour"> direct labour</a>, <a href="https://publications.waset.org/abstracts/search?q=effect" title=" effect"> effect</a> </p> <a href="https://publications.waset.org/abstracts/34754/effect-of-building-construction-sizes-on-project-delivery-methods-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34754.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">457</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17046</span> Performance Analysis of Vapour Compression Refrigeration System with Alternate Refrigerants</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Parthiban">K. Parthiban</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Pradeep"> P. Pradeep</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Pon%20Surya%20Prakash"> I. Pon Surya Prakash</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Vinoth"> S. Vinoth</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Murugan"> A. Murugan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main aim of this project is to analyze the performance of vapor compression refrigeration system with alternate refrigerants. Currently we are using R134a as refrigerant. It is used in both household and industrial appliances as refrigerant. It has an advantage that the ozone depletion potential is zero i.e. R134a does not affects ozone layer. But its Global warming potential is considerably high. Also the compressor failure occurs frequently. Hence this project deals with how the performance of R134a varies with blended refrigerants such as R416a and R407c. This analysis is based on how much the Co-efficient of Performance (COP) varies with different refrigerants. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compressor" title="compressor">compressor</a>, <a href="https://publications.waset.org/abstracts/search?q=condenser" title=" condenser"> condenser</a>, <a href="https://publications.waset.org/abstracts/search?q=expansion%20valve" title=" expansion valve"> expansion valve</a>, <a href="https://publications.waset.org/abstracts/search?q=evaporator" title=" evaporator"> evaporator</a> </p> <a href="https://publications.waset.org/abstracts/28551/performance-analysis-of-vapour-compression-refrigeration-system-with-alternate-refrigerants" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28551.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">323</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17045</span> Factors Affecting Time Performance in Building Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ibraheem%20A.%20K.%20Mahameed">Ibraheem A. K. Mahameed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to identify the risks affecting time performance of building construction projects in the West Bank in Palestine from contractors’ viewpoint. 38 risks that might affect time performance of building construction projects were defined through a detailed literature review. These risks have been classified into 6 groups: project, managerial, consultant, financial, external, and construction items. A questionnaire survey was performed to rank the considered risks in terms of severity and frequency. The analysis of the survey indicated that the top five risks affecting time performance of building construction projects in Palestine are: award project to the lowest price, political situation, poor communication and coordination between construction parties, change orders, and financial status of contractor. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=delay" title="delay">delay</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20performance" title=" time performance"> time performance</a>, <a href="https://publications.waset.org/abstracts/search?q=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=building" title=" building"> building</a> </p> <a href="https://publications.waset.org/abstracts/37929/factors-affecting-time-performance-in-building-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37929.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">470</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20performance&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20performance&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20performance&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20performance&page=5">5</a></li> <li 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