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project success</title> <meta name="description" content="Search results for: construction project success"> <meta name="keywords" content="construction project success"> <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 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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="construction project success"> <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> 10133</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: construction project success</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10133</span> Effect of Pre-Construction on Construction Schedule and Client Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jong%20Hoon%20Kim">Jong Hoon Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Hyun-Soo%20Lee"> Hyun-Soo Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Moonseo%20Park"> Moonseo Park</a>, <a href="https://publications.waset.org/abstracts/search?q=Min%20Jeong"> Min Jeong</a>, <a href="https://publications.waset.org/abstracts/search?q=Inbeom%20Lee"> Inbeom Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Pre-construction is essential in achieving the success of a construction project. Due to the early involvement of project participants in the construction phase, project managers are able to plan ahead and solve issues well in advance leading to the success of the project and the satisfaction of the client. This research utilizes quantitative data derived from construction management projects in order to identify the relationship between pre-construction, construction schedule, and client satisfaction. A total of 65 construction projects and 93 clients were investigated for this research in an attempt to identify (a) the relationship between pre-construction and schedule reduction, and (b) pre-construction and client loyalty. Based on the quantitative analysis, this research was able to establish a negative correlation based on 65 construction projects between pre-construction and project schedule existed. This finding represents that the more pre-construction is performed for a certain project, the overall construction schedule decreased. Then, to determine the relationship between pre-construction and client satisfaction, Net Promoter Score (NPS) of 93 clients from the 65 projects was utilized. Pre-construction and NPS was further analyzed and a positive correlation was found between the two. This infers that clients tend to be more satisfied with projects with higher ratio of pre-construction than those projects with less pre-construction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=client%20loyalty" title="client loyalty">client loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=NPS" title=" NPS"> NPS</a>, <a href="https://publications.waset.org/abstracts/search?q=pre-construction" title=" pre-construction"> pre-construction</a>, <a href="https://publications.waset.org/abstracts/search?q=schedule%20reduction" title=" schedule reduction"> schedule reduction</a> </p> <a href="https://publications.waset.org/abstracts/48581/effect-of-pre-construction-on-construction-schedule-and-client-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48581.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">360</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">10132</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">10131</span> Ranking the Factors That Influence the Construction Project Success: The Jordanian Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghanim%20A.%20Bekr">Ghanim A. Bekr</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project success is what must be done for the project to be acceptable to the client, stakeholders and end-users who will be affected by the project. The study of project success and the critical success factors (CSFs) are the means adopted to improve the effectiveness of project. This research is conducted to make an attempt to identify which variables influence the success of project implementation. This study has selected, through an extensive literature review and interviews, (83) factors categorized in (7) groups that the questionnaire respondents were asked to score. The responses from 66 professionals with an average of 15 years of experience in different types of construction projects in Jordan were collected and analyzed using SPSS and most important factors for success for various success criteria are presented depending on the relative importance index to rank the categories. The research revealed the significant groups of factors are: Client related factors, Contractor’s related factors, Project Manager (PM) related factors, and Project management related factors. In addition the top ten sub factors are: Assertion of the client towards short time of the project, availability of skilled labor, Assertion of the client towards high level of the quality, capability of the client in taking risk, previous experience of the PM in similar projects, previous experience of the contractor in similar projects, decision making by the client/ the client’s representative at the right time, assertion of client towards low cost of project, experience in project management in previous projects, and flow of the information among parties. The results would be helpful to construction project professionals in taking proactive measures for successful completion of construction projects in Jordan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title="construction projects">construction projects</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=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a> </p> <a href="https://publications.waset.org/abstracts/88902/ranking-the-factors-that-influence-the-construction-project-success-the-jordanian-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88902.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">162</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">10130</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">128</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">10129</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">10128</span> Text2Time: Transformer-Based Article Time Period Prediction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karthick%20Prasad%20Gunasekaran">Karthick Prasad Gunasekaran</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20Chase%20Babrich"> B. Chase Babrich</a>, <a href="https://publications.waset.org/abstracts/search?q=Saurabh%20Shirodkar"> Saurabh Shirodkar</a>, <a href="https://publications.waset.org/abstracts/search?q=Hee%20Hwang"> Hee Hwang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction preparation is crucial for the success of a construction project. By involving project participants early in the construction phase, project managers can plan ahead and resolve issues early, resulting in project success and satisfaction. This study uses quantitative data from construction management projects to determine the relationship between the pre-construction phase, construction schedule, and customer satisfaction. This study examined a total of 65 construction projects and 93 clients per job to (a) identify the relationship between the pre-construction phase and program reduction and (b) the pre-construction phase and customer retention. Based on a quantitative analysis, this study found a negative correlation between pre-construction status and project schedule in 65 construction projects. This finding means that the more preparatory work done on a particular project, the shorter the total construction time. The Net Promoter Score of 93 clients from 65 projects was then used to determine the relationship between construction preparation and client satisfaction. The pre-construction status and the projects were further analyzed, and a positive correlation between them was found. This shows that customers are happier with projects with a higher ready-to-build ratio than projects with less ready-to-build. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=NLP" title="NLP">NLP</a>, <a href="https://publications.waset.org/abstracts/search?q=BERT" title=" BERT"> BERT</a>, <a href="https://publications.waset.org/abstracts/search?q=LLM" title=" LLM"> LLM</a>, <a href="https://publications.waset.org/abstracts/search?q=deep%20learning" title=" deep learning"> deep learning</a>, <a href="https://publications.waset.org/abstracts/search?q=classification" title=" classification"> classification</a> </p> <a href="https://publications.waset.org/abstracts/166130/text2time-transformer-based-article-time-period-prediction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166130.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">104</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">10127</span> Risk Management in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Dogru">Mustafa Dogru</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruveyda%20Komurlu"> Ruveyda Komurlu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Companies and professionals in the construction sector face various risks in every project depending on the characteristics, size, complexity, the location of the projects and the techniques used. Some risks’ effects may increase as the project progresses whereas new risks may emerge. Because of the ever-changing nature of the risks, risk management is a cyclical process that needs to be repeated throughout the project. Since the risks threaten the success of the project, risk management is an important part of the entire project management process. The aims of this study are to emphasize the importance of risk management in construction projects, summarize the risk identification process, and introduce a number of methods for preventing risks such as alternative design, checklists, prototyping and test-analysis-correction technique etc. Following the literature review conducted to list the techniques for preventing risks, case studies has been performed to compare and evaluate the success of the techniques in a number of completed projects with the same typology, performed domestic and international. Findings of the study suggest that controlling and minimizing the level of the risks in construction projects, taking optimal precautions for different risks, and mitigating or eliminating the effects of risks are important in order to prevent additional costs for the project. Additionally, focusing on the risks that have highest impact is the most rational way to minimize the effects of the risks on projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20projects" title="construction projects">construction projects</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title=" construction management"> construction management</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%20management" title=" risk management"> risk management</a> </p> <a href="https://publications.waset.org/abstracts/86700/risk-management-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86700.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">319</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">10126</span> A Probability Analysis of Construction Project Schedule Using Risk Management Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20L.%20Agarwal">A. L. Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20A.%20Mahajan"> D. A. Mahajan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction industry tumbled along with other industry/sectors during recent economic crash. Construction business could not regain thereafter and still pass through slowdown phase, resulted many real estate as well as infrastructure projects not completed on schedule and within budget. There are many theories, tools, techniques with software packages available in the market to analyze construction schedule. This study focuses on the construction project schedule and uncertainties associated with construction activities. The infrastructure construction project has been considered for the analysis of uncertainty on project activities affecting project duration and analysis is done using @RISK software. Different simulation results arising from three probability distribution functions are compiled to benefit construction project managers to plan more realistic schedule of various construction activities as well as project completion to document in the contract and avoid compensations or claims arising out of missing the planned schedule. <p class="card-text"><strong>Keywords:</strong> <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=distributions" title=" distributions"> distributions</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20schedule" title=" project schedule"> project schedule</a>, <a href="https://publications.waset.org/abstracts/search?q=uncertainty" title=" uncertainty"> uncertainty</a> </p> <a href="https://publications.waset.org/abstracts/59505/a-probability-analysis-of-construction-project-schedule-using-risk-management-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59505.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">350</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">10125</span> Evaluation of Critical Success Factors in Public-Private Partnership Projects Based on Structural Equation Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Medya%20Fathi">Medya Fathi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, success in the construction industry is not merely about project completion in a timely manner within an established budget and meeting required quality considerations. Management practices and partnerships need to be emphasized as well. In this regard, critical success factors (CSFs) cover necessary considerations for a successful project beyond the traditional success definition, which vary depending on project outcomes, delivery methods, project types, and partnering processes. Despite the extensive research on CSFs, there is a paucity of studies that examine CSFs for public-private partnership (PPP); the delivery method, which has gained increasing attention from researchers and practitioners over the last decade with a slow but growing adoption in the transportation infrastructure, particularly, highway industry. To fill this knowledge gap, data are collected through questionnaire surveys among private and public parties involved in PPP transportation projects in the United States. Then, the collected data are analyzed to explore the causality relationships between CSFs and PPP project success using structural equation model and provide a list of factors with the greatest influence. This study advocates adopting a critical success factor approach to enhance PPP success in the U.S. transportation industry and identify elements essential for public and private organizations to achieve this success. <p class="card-text"><strong>Keywords:</strong> <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=critical%20success%20factors" title=" critical success factors"> critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=public-private%20partnership" title=" public-private partnership"> public-private partnership</a>, <a href="https://publications.waset.org/abstracts/search?q=transportation" title=" transportation"> transportation</a> </p> <a href="https://publications.waset.org/abstracts/160955/evaluation-of-critical-success-factors-in-public-private-partnership-projects-based-on-structural-equation-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160955.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">95</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">10124</span> Construction Project Planning Using Fuzzy Critical Path Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omar%20M.%20Aldenali">Omar M. Aldenali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Planning is one of the most important phases of the management science and network planning, which represents the project activities relationship. Critical path is one of the project management techniques used to plan and control the execution of a project activities. The objective of this paper is to implement a fuzzy logic approach to arrange network planning on construction projects. This method is used to finding out critical path in the fuzzy construction project network. The trapezoidal fuzzy numbers are used to represent the activity construction project times. A numerical example that represents a house construction project is introduced. The critical path method is implemented on the fuzzy construction network activities, and the results showed that this method significantly affects the completion time of the construction projects. <p class="card-text"><strong>Keywords:</strong> <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=critical%20path" title=" critical path"> critical path</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20network%20project" title=" fuzzy network project"> fuzzy network project</a>, <a href="https://publications.waset.org/abstracts/search?q=planning" title=" planning"> planning</a> </p> <a href="https://publications.waset.org/abstracts/111693/construction-project-planning-using-fuzzy-critical-path-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/111693.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">143</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">10123</span> Decision Making during the Project Management Life Cycle of Infrastructure Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karrar%20Raoof%20Kareem%20Kamoona">Karrar Raoof Kareem Kamoona</a>, <a href="https://publications.waset.org/abstracts/search?q=Enas%20Fathi%20Taher%20AlHares"> Enas Fathi Taher AlHares</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeynep%20Isik"> Zeynep Isik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The various disciplines in the construction industry and the co-existence of the people in the various disciplines are what builds well-developed, closely-knit interpersonal skills at various hierarchical levels thus leading to a varied way of leadership. The varied decision making aspects during the lifecycle of a project include: autocratic, participatory and last but not least, free-rein. We can classify some of the decision makers in the construction industry in a hierarchical manner as follows: project executive, project manager, superintendent, office engineer and finally the field engineer. This survey looked at how decisions are made during the construction period by the key stakeholders in the project. From the paper it is evident that the three decision making aspects can be used at different times or at times together in order to bring out the best leadership decision. A blend of different leadership styles should be used to enhance the success rate during the project lifecycle. <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=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making" title=" decision-making"> decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=built%20environment" title=" built environment"> built environment</a> </p> <a href="https://publications.waset.org/abstracts/54349/decision-making-during-the-project-management-life-cycle-of-infrastructure-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54349.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">359</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">10122</span> Conceptualising Project Complexity in Ghana’s Construction Industry: A Qualitative Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kwasi%20%20Dartey-Baah">Kwasi Dartey-Baah</a>, <a href="https://publications.waset.org/abstracts/search?q=Mias%20De%20Klerk"> Mias De Klerk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project complexity has been cited as one of the essential areas of project management. It can be observed from environmental, social, technological, and organisational viewpoints, and its handling is critical to project success. Conceptualised in varied industries, this paper seeks to ascertain the meaning and understanding of project complexity within the Ghanaian construction industry based on the three dimensions of complexities (faith, fact, and interaction) using experts' opinions. Taking the form of a focus group discussion, the paper sought to gain an in-depth understanding of project complexity issues in Ghana’s construction industry. The method use obtained data from experts (a purposely selected group) comprising project leaders and project management academics. The findings indicated that the experts broadly agreed with the complexity items but offered varied reasons for their agreement. In the composite assessment of the complexity dimensions of (faith, fact, and interaction), it emerged that there was some agreement with the complexity dimensions of fact and interaction within Ghana’s construction industry. On the other hand, with the dimension for complexity by faith, it was noted that the experts in Ghana’s construction construed complexity by faith, not as the absence of evidence but the evidence that hinges on at least a member of the project team. It is expected that other researches on project complexity will focus on other industries to enhance the knowledge of the same within the field of project management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20complexity" title="project complexity">project complexity</a>, <a href="https://publications.waset.org/abstracts/search?q=complexity%20by%20faith" title=" complexity by faith"> complexity by faith</a>, <a href="https://publications.waset.org/abstracts/search?q=complexity%20by%20fact" title=" complexity by fact"> complexity by fact</a>, <a href="https://publications.waset.org/abstracts/search?q=complexity%20by%20interaction" title=" complexity by interaction"> complexity by interaction</a>, <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=Ghana" title=" Ghana"> Ghana</a> </p> <a href="https://publications.waset.org/abstracts/124411/conceptualising-project-complexity-in-ghanas-construction-industry-a-qualitative-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/124411.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">159</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">10121</span> 'Pacta Sunt Servanda': Which Form of Contract to Use in the Construction Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Stifi">Ahmed Stifi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sascha%20Gentes"> Sascha Gentes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The contract in its simplest definition is an agreement involving parties with a number of documents which may be as little as a marriage contract involving two parties or as big as a contract of construction and operation of a nuclear power plant involving companies and stakeholders with hundreds or even thousands of documents. All parties in the construction industry, not only the contract experts, agree that the success of a project is linked primarily to the form of contract regulating the relationship between stakeholders of the project. Therefore it is essential for the construction industry to study, analyze and improve its contracts forms continuously. However, it should be mentioned that different contract forms are developed to suit the construction evolution in term of its machinery, materials and construction process. There exist some similarities in some clauses and variations in many of these forms depending upon the type of project, the kind of clients and more importantly the laws and regulations governing the transaction in the country where the project is carried out. This paper will discuss the most important forms of construction contracts starting from national level, intended to the contract form in Germany and moving on to the international level introducing FIDIC contracts and its different forms, some newly developed contracts forms namely the integrated form of agreement, the new engineering contract and the project alliance agreement. The result of the study shows that many of the contract’s paragraphs are similar and the main difference comes in the approach of the relationship between the parties. Is it based on co-operation and mutual trust, or in some cases a load of responsibility for a particular party which increases the problems and disputes that affects the success of the project negatively. Thus we can say that the form of the contract, that plays an essential role in the approach of the project management, which is ultimately the key factor for the success of the project. So we advise to use a form of contract, which enhance the mutual trust between the project parties, contribute to support the cooperation between them, distribute responsibility and risks on an equitable basis and build on the principle “win-win". In additional to the conventional role of the contract it should integrate all parties into one team to achieve the target value of the project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=contract" title="contract">contract</a>, <a href="https://publications.waset.org/abstracts/search?q=FIDIC" title=" FIDIC"> FIDIC</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20form%20of%20agreement" title=" integrated form of agreement"> integrated form of agreement</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20engineering%20contract" title=" new engineering contract"> new engineering contract</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20alliance%20agreemen" title=" project alliance agreemen"> project alliance agreemen</a> </p> <a href="https://publications.waset.org/abstracts/27199/pacta-sunt-servanda-which-form-of-contract-to-use-in-the-construction-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27199.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">373</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">10120</span> Techniques of Construction Management in Civil Engineering </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mamoon%20M.%20Atout">Mamoon M. Atout</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Middle East Gulf region has witnessed rapid growth and development in many areas over the last two decades. The development of the real-estate sector, construction industry and infrastructure projects are a major share of the development that has participated in the civilization of the countries of the Gulf. Construction industry projects were planned and managed by different types of experts, who came from all over the world having different types of experiences in construction management and industry. Some of these projects were completed on time, while many were not, due to many accumulating factors. Many accumulated factors are considered as the principle reason for the problem experienced at the project construction stage, which reflected negatively on the project success. Specific causes of delay have been identified by construction managers to avoid any unexpected delays through proper analysis and considerations to some implications such as risk assessment and analysis for many potential problems to ensure that projects will be delivered on time. Construction management implications were adopted and considered by project managers who have experience and knowledge in applying the techniques of the system of engineering construction management. The aim of this research is to determine the benefits of the implications of construction management by the construction team and level of considerations of the techniques and processes during the project development and construction phases to avoid any delay in the projects. It also aims to determine the factors that participate to project completion delays in case project managers are not well committed to their roles and responsibilities. The results of the analysis will determine the necessity of the applications required by the project team to avoid the causes of delays that help them deliver projects on time, e.g. verifying tender documents, quantities and preparing the construction method of the project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title="construction management">construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=control%20process" title=" control process"> control process</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=planning%20and%20scheduling" title=" planning and scheduling"> planning and scheduling</a> </p> <a href="https://publications.waset.org/abstracts/57350/techniques-of-construction-management-in-civil-engineering" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57350.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">247</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">10119</span> Concept to Enhance the Project Success and Promote the Implementation of Success Factors in Infrastructure Projects </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Elbaz">A. Elbaz</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Spang"> K. Spang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Infrastructure projects are often subjected to delays and cost overruns and mistakenly described as unsuccessful projects. These projects have many peculiarities such as public attention, impact on the environment, subjected to special regulations, etc. They also deal with several stakeholders with different motivations and face unique risks. With this in mind we need to reconsider our approach to manage them, define their success factors and implement these success factors. Infrastructure projects are not only lacking a unified meaning of project success or a definition of success factors, but also a clear method to implement these factors. This paper investigates this gap and introduces a concept to implement success factors in an efficient way, taking into consideration the specific characteristics of infrastructure projects. This concept consists of six enablers such as project organization, project team, project management workflow, contract management, communication and knowledge transfer and project documentations. These enablers allow other success factors to be efficiently implemented in projects. In conclusion, this paper provides project managers as well as company managers with a tool to define and implement success factors efficiently in their projects, along with upgrading their assets for the coming projects. This tool consists of processes and validated checklists to ensure the best use of company resources and knowledge. Due to the special features of infrastructure projects this tool will be tested in the German infrastructure market. However, it is meant to be adaptable to other markets and industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=infrastructure%20projects" title="infrastructure projects">infrastructure projects</a>, <a href="https://publications.waset.org/abstracts/search?q=operative%20success%20factors" title=" operative success factors"> operative success factors</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=success%20factors" title=" success factors"> success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=transportation%20projects" title=" transportation projects"> transportation projects</a> </p> <a href="https://publications.waset.org/abstracts/109784/concept-to-enhance-the-project-success-and-promote-the-implementation-of-success-factors-in-infrastructure-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/109784.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">128</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">10118</span> Identifying Project Delay Factors in the Australian Construction Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Syed%20Sohaib%20Bin%20Hasib">Syed Sohaib Bin Hasib</a>, <a href="https://publications.waset.org/abstracts/search?q=Hiyam%20Al-Kilidar"> Hiyam Al-Kilidar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Meeting project deadlines is a major challenge for most construction projects. In this study, perceptions of contractors, clients, and consultants are compared relative to a list of factors derived from the review of the extant literature on project delay. 59 causes (categorized into 8 groups) of project delays were identified from the literature. A survey was devised to get insights and ranking of these factors from clients, consultants & contractors in the Australian construction industry. Findings showed that project delays in the Australian construction industry are mainly the result of skill shortages, interference in execution, and poor coordination and communication between the project stakeholders. <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=delay%20factors" title=" delay factors"> delay factors</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20delay" title=" time delay"> time delay</a>, <a href="https://publications.waset.org/abstracts/search?q=australian%20construction%20industry" title=" australian construction industry"> australian construction industry</a> </p> <a href="https://publications.waset.org/abstracts/129978/identifying-project-delay-factors-in-the-australian-construction-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129978.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">175</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">10117</span> Mobile Cloud Application in Design Build Bridge Construction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Meng%20Sun">Meng Sun</a>, <a href="https://publications.waset.org/abstracts/search?q=Bin%20Wei"> Bin Wei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the past decades, design-build has become a more popular project delivery system especially for the large scaled infrastructure project in North America. It provides a one-stop shopping system for the client therefore improves the efficiency of construction, and reduces the risks and overall cost for the clients. Compared to the project with traditional delivery method, design-build project requires contractor and designer to work together efficiently to deliver the best-value solutions through the construction process. How to facilitate a solid integration and efficient interaction between contractor and designer often affects the schedule, budget and quality of the construction therefore becomes a key factor to the success of a design-build project. This paper presents a concept of using modern mobile cloud technology to provide an integrated solution during the design-build construction. It uses mobile cloud architecture to provide a platform for real-time field progress, change request approval, job progress log, and project time entry with devices integration for field information and communications. The paper uses a real filed change notice as an example to demonstrate how mobile cloud technology applies in a design-build project and how it can improve the project efficiency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cloud" title="cloud">cloud</a>, <a href="https://publications.waset.org/abstracts/search?q=design-build" title=" design-build"> design-build</a>, <a href="https://publications.waset.org/abstracts/search?q=field%20change%20notice" title=" field change notice"> field change notice</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20application" title=" mobile application"> mobile application</a> </p> <a href="https://publications.waset.org/abstracts/61208/mobile-cloud-application-in-design-build-bridge-construction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61208.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">248</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">10116</span> Lean Implementation: Manufacturing vs. Construction a Roadmap for Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Patrick%20Ahern">Patrick Ahern</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Collery"> David Collery</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The implementation of lean thinking in the manufacturing industry revolutionized the traditional approach to large-scale production through the process of identifying the waste in each task and putting in place mitigation measures to eliminate the waste in all its forms. The Irish construction industry, however, has been much slower to adopt the principles of lean, opting instead to stick with the traditional approach to construction project delivery which is inherently wasteful. Lean thinking holds the potential to revolutionize the construction industry in a similar manner to the adoption of lean manufacturing. Lean principles present opportunities for reduced project duration, reduced project cost, improved quality, and elimination of re-works and non-value-added activities. The following research has been designed to accumulate research data through available literature, electronic surveys, and interviews. The results show an industry reluctant to accept change and an undefined path to successful lean construction implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=barriers" title="barriers">barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title=" lean implementation"> lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20philosophy" title=" lean philosophy"> lean philosophy</a> </p> <a href="https://publications.waset.org/abstracts/162221/lean-implementation-manufacturing-vs-construction-a-roadmap-for-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162221.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">73</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">10115</span> Critical Success Factors Influencing Construction Project Performance for Different Objectives: Procurement Phase </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samart%20Homthong">Samart Homthong</a>, <a href="https://publications.waset.org/abstracts/search?q=Wutthipong%20Moungnoi"> Wutthipong Moungnoi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Critical success factors (CSFs) and the criteria to measure project success have received much attention over the decades and are among the most widely researched topics in the context of project management. However, although there have been extensive studies on the subject by different researchers, to date, there has been little agreement on the CSFs. The aim of this study is to identify the CSFs that influence the performance of construction projects, and determine their relative importance for different objectives across five stages in the project life cycle. A considerable literature review was conducted that resulted in the identification of 179 individual factors. These factors were then grouped into nine major categories. A questionnaire survey was used to collect data from three groups of respondents: client representatives, consultants, and contractors. Out of 164 questionnaires distributed, 93 were returned, yielding a response rate of 56.7%. Using the mean score, relative importance index, and weighted average method, the top 10 critical factors for each category were identified. The agreement of survey respondents on those categorised factors were analysed using Spearman’s rank correlation. A one-way analysis of variance was then performed to determine whether the mean scores among the various groups of respondents were statistically significant. The findings indicate the most CSFs in each category in procurement phase are: <em>proper procurement programming of materials</em> (time), <em>stability in the price of materials</em> (cost), <em>and determining quality in the construction</em> (quality). They are then followed by <em>safety equipment acquisition and maintenance</em> (health and safety), <em>budgeting allowed in a contractual arrangement for implementing environmental management activities</em> (environment), <em>completeness of drawing documents</em> (productivity), <em>accurate measurement and pricing of bill of quantities</em> (risk management), <em>adequate communication among the project team</em> (human resource), and <em>adequate cost control measures</em> (client satisfaction). An understanding of CSFs would help all interested parties in the construction industry to improve project performance. Furthermore, the results of this study would help construction professionals and practitioners take proactive measures for effective project management. <p class="card-text"><strong>Keywords:</strong> <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=procurement%20phase" title=" procurement phase"> procurement phase</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20life%20cycle" title=" project life cycle"> project life cycle</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/41184/critical-success-factors-influencing-construction-project-performance-for-different-objectives-procurement-phase" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41184.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">183</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">10114</span> Factors Influencing Site Overhead Cost of Construction Projects in Egypt: A Comparative Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aya%20Effat">Aya Effat</a>, <a href="https://publications.waset.org/abstracts/search?q=Ossama%20A.%20Hosny"> Ossama A. Hosny</a>, <a href="https://publications.waset.org/abstracts/search?q=Elkhayam%20M.%20Dorra"> Elkhayam M. Dorra</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Estimating costs is a crucial step in construction management and should be completed at the beginning of every project to establish the project's budget. The precision of the cost estimate plays a significant role in the success of construction projects as it allows project managers to effectively manage the project's costs. Site overhead costs constitute a significant portion of construction project budgets, necessitating accurate prediction and management. These costs are influenced by a multitude of factors, requiring a thorough examination and analysis to understand their relative importance and impact. Thus, the main aim of this research is to enhance the contractor’s ability to predict and manage site overheads by identifying and analyzing the main factors influencing the site overheads costs in the Egyptian construction industry. Through a comprehensive literature review, key factors were first identified and subsequently validated using a thorough comparative analysis of data from 55 real-life construction projects. Through this comparative analysis, the relationship between each factor and site overheads percentage as well as each site overheads subcategory and each project construction phase was identified and examined. Furthermore, correlation analysis was done to check for multicollinearity and identify factors with the highest impact. The findings of this research offer valuable insights into the key drivers of site overhead costs in the Egyptian construction industry. By understanding these factors, construction professionals can make informed decisions regarding the estimation and management of site overhead costs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=comparative%20analysis" title="comparative analysis">comparative analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20estimation" title=" cost estimation"> cost estimation</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title=" construction management"> construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=site%20overheads" title=" site overheads"> site overheads</a> </p> <a href="https://publications.waset.org/abstracts/192563/factors-influencing-site-overhead-cost-of-construction-projects-in-egypt-a-comparative-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192563.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">16</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">10113</span> Proposal Evaluation of Critical Success Factors (CSF) in Lean Manufacturing Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Guilherme%20Gorgulho">Guilherme Gorgulho</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Roberto%20Camello%20Lima"> Carlos Roberto Camello Lima</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Critical success factors (CSF) are used to design the practice of project management that can lead directly or indirectly to the success of the project. This management includes many elements that have to be synchronized in order to ensure the project on-time delivery, quality and the lowest possible cost. The objective of this work is to develop a proposal for evaluation of the FCS in lean manufacturing projects, and apply the evaluation in a pilot project. The results show that the use of continuous improvement programs in organizations brings benefits as the process cost reduction and improve productivity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors%20%28csf%29" title=" critical success factors (csf)"> critical success factors (csf)</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20thinking" title=" lean thinking"> lean thinking</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/43607/proposal-evaluation-of-critical-success-factors-csf-in-lean-manufacturing-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43607.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">364</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">10112</span> Exploring the Role of Building Information Modeling for Delivering Successful Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Abu%20Bakar%20Tariq">Muhammad Abu Bakar Tariq</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction industry plays a crucial role in the progress of societies and economies. Furthermore, construction projects have social as well as economic implications, thus, their success/failure have wider impacts. However, the industry is lagging behind in terms of efficiency and productivity. Building Information Modeling (BIM) is recognized as a revolutionary development in Architecture, Engineering and Construction (AEC) industry. There are numerous interest groups around the world providing definitions of BIM, proponents describing its advantages and opponents identifying challenges/barriers regarding adoption of BIM. This research is aimed at to determine what actually BIM is, along with its potential role in delivering successful construction projects. The methodology is critical analysis of secondary data sources i.e. information present in public domain, which include peer reviewed journal articles, industry and government reports, conference papers, books, case studies etc. It is discovered that clash detection and visualization are two major advantages of BIM. Clash detection option identifies clashes among structural, architectural and MEP designs before construction actually commences, which subsequently saves time as well as cost and ensures quality during execution phase of a project. Visualization is a powerful tool that facilitates in rapid decision-making in addition to communication and coordination among stakeholders throughout project’s life cycle. By eliminating inconsistencies that consume time besides cost during actual construction, improving collaboration among stakeholders throughout project’s life cycle, BIM can play a positive role to achieve efficiency and productivity that consequently deliver successful construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20information%20modeling" title="building information modeling">building information modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=clash%20detection" title=" clash detection"> clash detection</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20project%20success" title=" construction project success"> construction project success</a>, <a href="https://publications.waset.org/abstracts/search?q=visualization" title=" visualization"> visualization</a> </p> <a href="https://publications.waset.org/abstracts/57671/exploring-the-role-of-building-information-modeling-for-delivering-successful-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57671.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">259</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">10111</span> Feasibility Studies in Public Construction Projects in South Africa: Barriers and Implications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kenneth%20O.%20Otasowie">Kenneth O. Otasowie</a>, <a href="https://publications.waset.org/abstracts/search?q=Matthew%20Ikuabe"> Matthew Ikuabe</a>, <a href="https://publications.waset.org/abstracts/search?q=Clinton%20Aigbavboa"> Clinton Aigbavboa</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayodeji%20Oke"> Ayodeji Oke</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The practice of feasibility studies plays a huge role in the success of construction projects. Feasibility studies according to several research should be the reason for embarking on any project. However, it has been discovered that in South Africa (SA), feasibility studies are mainly done in the private sector construction but skipped in the construction of most public projects. Hence, this study aims to evaluate the barriers to feasibility studies practice in public projects and the implications. A survey design was adopted. A total number of One hundred and fifty (150) questionnaires were administered to Quantity Surveyors, Construction managers, Construction project managers, Project managers, Architects and Civil and Structural engineers in Guateng Province, SA and ninety (90) were returned and found suitable for analysis. Collected data was analysed using percentage, mean item score, standard deviation, one-sample t-test. The findings show that political interference and corruption are the most significant barriers to feasibility studies practice in the public construction projects in SA, while late project completion, poor quality infrastructure are among the implication of not conducting feasibility studies in SA public projects. Therefore, the study recommends the development of a framework for public projects execution that will reduce the interference of the political class in the country, that way the risk of late project completion and poor quality infrastructure will be mitigated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=arriers" title="arriers">arriers</a>, <a href="https://publications.waset.org/abstracts/search?q=feasibility%20studies" title=" feasibility studies"> feasibility studies</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20construction" title=" public construction"> public construction</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Africa." title=" South Africa."> South Africa.</a> </p> <a href="https://publications.waset.org/abstracts/157485/feasibility-studies-in-public-construction-projects-in-south-africa-barriers-and-implications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/157485.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">89</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">10110</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">242</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">10109</span> A Case Study on the Guidelines for Application of Project Management Methods in Infrastructure Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fernanda%20Varella%20Borges">Fernanda Varella Borges</a>, <a href="https://publications.waset.org/abstracts/search?q=Silvio%20Burrattino%20Melhado"> Silvio Burrattino Melhado</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Motivated by the importance of public infrastructure projects in the civil construction chain, this research shows the study of project management methods and the infrastructure projects’ characteristics. The research aims at the objective of improving management efficiency by proposing guidelines for the application of project management methods in infrastructure projects. Through literature review and case studies, the research analyses two major infrastructure projects underway in Brazil, identifying the critical points for achieving its success. As a result, the proposed guidelines indicate that special attention should be given to the management of stakeholders, focusing on their knowledge and experience, their different interests, the efficient management of their communication, and their behavior in the day-by-day project management process. <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=infrastructure" title=" infrastructure"> infrastructure</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=public%20projects" title=" public projects"> public projects</a> </p> <a href="https://publications.waset.org/abstracts/82714/a-case-study-on-the-guidelines-for-application-of-project-management-methods-in-infrastructure-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82714.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">494</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">10108</span> Application of Agile Project Management to Construction Projects: Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ran%20Etgar">Ran Etgar</a>, <a href="https://publications.waset.org/abstracts/search?q=Sarit%20Freund"> Sarit Freund</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Agile project management (APM) has been developed originally for software development project. Construction projects seemed to be more apt to traditional water-fall approach than to APM. However, Construction project suffers from similar problems that necessitated the invention of APM, mainly the need to break down the project structure to small increments, thus minimizing the needed managerial planning and design. Since the classical structure of APM is not applicable the way it is to construction project, a modified version of APM was devised. This method, nicknamed 'The anchor method', exploits the fundamentals of APM (i.e., iterations, or sprints of short time frames or timeboxes, cross-functional teams, risk reduction and adaptation to changes) and adjust them to the construction world. The projects had to be structured appropriately to proactively and quickly adapt to change. The method aims to encompass human behavior and lean towards adaptivity rather than predictability. To enable smooth application of the method, a special project management software was developed, so as to provide solid administrational help and accurate data. The method is tested on a bunch of construction projects and some key performance indicators (KPIs) are collected. According to preliminary results the method is indeed very advantageous and with proper assimilation can radically change the construction project management paradigm. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20project%20management" title="agile project management">agile project management</a>, <a href="https://publications.waset.org/abstracts/search?q=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20systems" title=" information systems"> information systems</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/108636/application-of-agile-project-management-to-construction-projects-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108636.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">10107</span> An Introduction to Critical Chain Project Management Methodology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ranjini%20Ramanath">Ranjini Ramanath</a>, <a href="https://publications.waset.org/abstracts/search?q=Nanjunda%20P.%20Swamy"> Nanjunda P. Swamy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction has existed in our lives since time immemorial. However, unlike any other industry, construction projects have their own unique challenges – project type, purpose and end use of the project, geographical conditions, logistic arrangements, largely unorganized manpower and requirement of diverse skill sets, etc. These unique characteristics bring in their own level of risk and uncertainties to the project, which cause the project to deviate from its planned objectives of time, cost, quality, etc. over the many years, there have been significant developments in the way construction projects are conceptualized, planned, and managed. With the rapid increase in the population, increased rate of urbanization, there is a growing demand for infrastructure development, and it is required that the projects are delivered timely, and efficiently. In an age where ‘Time is Money,' implementation of new techniques of project management is required in leading to successful projects. This paper proposes a different approach to project management, which if applied in construction projects, can help in the accomplishment of the project objectives in a faster manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20chain%20project%20management%20methodology" title="critical chain project management methodology">critical chain project management methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20chain" title=" critical chain"> critical chain</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=construction%20management" title=" construction management"> construction management</a> </p> <a href="https://publications.waset.org/abstracts/67923/an-introduction-to-critical-chain-project-management-methodology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67923.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">423</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">10106</span> The End Is Just the Beginning: The Importance of Project Post-Implementation Reviews</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Catalin-Teodor%20Dogaru">Catalin-Teodor Dogaru</a>, <a href="https://publications.waset.org/abstracts/search?q=Ana-Maria%20Dogaru"> Ana-Maria Dogaru</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Success means different things to different people. For us, project managers, it becomes even harder to find a definition. Many factors have to be included in the evaluation. Moreover, literature is not very helpful, lacking consensus and neutrality. Post-implementation reviews (PIR) can be an efficient tool in evaluating how things worked on a certain project. Despite the visible progress, PIR is not a very detailed subject yet and there is not a common understanding in this matter. This may be the reason that some organizations include it in the projects’ lifecycle and some do not. Through this paper, we point out the reasons why all project managers should pay proper attention to this important step and to the elements, which can be assessed, beside the already famous triple constraints: cost, budget, and time. It is essential to take notice that PIR is not a checklist. It brings the edge in eliminating subjectivity and judging projects based on actual proof. Based on our experience, our success indicator model, presented in this paper, contributes to the success of the project! In the same time, it increases trust among customers who will perceive success more objectively. <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=post%20implementation" title=" post implementation"> post implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=review" title=" review"> review</a>, <a href="https://publications.waset.org/abstracts/search?q=success" title=" success"> success</a>, <a href="https://publications.waset.org/abstracts/search?q=indicators" title=" indicators"> indicators</a> </p> <a href="https://publications.waset.org/abstracts/22468/the-end-is-just-the-beginning-the-importance-of-project-post-implementation-reviews" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22468.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">371</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">10105</span> Critical Factors Influencing Effective Communication Among Stakeholders on Construction Project Delivery in Jigawa State, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shazali%20Abdulahi">Shazali Abdulahi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Project planning is the first phase in project life cycle which relates to the use of schedules such as Gantt charts to plan and subsequently report the project progress within the project environment. Likewise, project execution is the third phase in project lifecycle, is the phase where the work of the project must get done correctly and it’s the longest phase in the project lifecycle therefore, they must be effectively communicated, now today Communication has become the crucial element of every organization. During construction project delivery, information needs to be accurately and timely communicating among project stakeholders in order to realize the project objective. Effective communication among stakeholders during construction project delivery is one of the major factors that impact construction project delivery. Therefore, the aim of the research work is to examine the critical factors influencing effective communication among stakeholders on construction project delivery from the perspective of construction professionals (Architects, Builders, Quantity surveyors, and Civil engineers). A quantitative approach was adopted. This entailed the used of structured questionnaire to one (108) construction professionals in public and private organization within dutse metropolis. Frequency, mean, ranking and multiple linear regression using SPSS vision 25 software were used to analyses the data. The results show that Leadership, Trust, Communication tools, Communication skills, Stakeholders involvement, Cultural differences, and Communication technology were the most critical factors influencing effective communication among stakeholders on construction project delivery. The hypothesis revealed that, effective communication among stakeholders has significant effects on construction project delivery. This research work will profit the construction stakeholders in construction industry, by providing adequate knowledge regarding the factors influencing effective communication among stakeholders, so that necessary steps to be taken to improve project performance. Also, it will provide knowledge about the appropriate strategies to employ in order to improve communication among stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=effetive%20communication" title="effetive communication">effetive communication</a>, <a href="https://publications.waset.org/abstracts/search?q=ineffective%20communication" title=" ineffective communication"> ineffective communication</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a> </p> <a href="https://publications.waset.org/abstracts/183441/critical-factors-influencing-effective-communication-among-stakeholders-on-construction-project-delivery-in-jigawa-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/183441.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">51</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">10104</span> Sustainable Framework Integration for Construction Project Management: A Multi-Dimensional Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tharaki%20S.%20Hettiarachchi">Tharaki S. Hettiarachchi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sustainable construction has gained massive attention in the present world as the construction industry is highly responsible for carbon emissions and other types of unsustainable practices. Yet, the construction industry has not been able to completely attain sustainable goals. Therefore, the present study aims to identify the extent to which sustainability has been considered within the scope of construction project management and to analyze the challenges, gaps, and constraints associated. Accordingly, this study develops a sustainable framework to integrate in construction project management. In accomplishing the research aim, this research integrates a qualitative approach while relying on secondary data sources. The data shall be then analyzed with the use of a systematic literature review (SLR) method while following the PRISMA (2020) guideline and represented in a statistical form. The outcomes of this study may become highly significant in identifying the nature of the existing sustainable frameworks associated with construction project management scopes and to develop a new framework to integrate in order to enhance the effectiveness of sustainable applications in construction management. The outcomes of this research may benefit present and future construction professionals and academicians to organize sustainable construction-related knowledge in a useful way to apply in practical implementation for effective project management. Overall, this study directs present and future construction professionals toward an advanced construction project management mechanism. <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=framework%20development" title=" framework development"> framework development</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=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/182211/sustainable-framework-integration-for-construction-project-management-a-multi-dimensional-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182211.pdf" target="_blank" class="btn btn-primary 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