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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="project delivery"> <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> 6747</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: project delivery</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6747</span> Simulating the Interaction of Strategy Development and Project Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nipun%20Agarwal">Nipun Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Paul"> David Paul</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareed%20Un%20Din"> Fareed Un Din</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Every organization develops a strategy that needs to be implemented and is undertaken through project delivery. In essence, project requirements should exactly replicate an organization’s strategy. In reality this does not happen, and behavioral factors deviate the project delivery from the strategic objectives. This occurs as project stakeholders can have competing objectives. Resultantly, requirements that are implemented through projects are less aligned to the strategy. This paper develops a game theoretic model to simulate why such deviations occur. That explains the difference between strategy development and implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</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=game%20theory" title=" game theory"> game theory</a> </p> <a href="https://publications.waset.org/abstracts/148015/simulating-the-interaction-of-strategy-development-and-project-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148015.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">138</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">6746</span> Effect of Building Construction Sizes on Project Delivery Methods in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nuruddeen%20Usman">Nuruddeen Usman</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Sani"> Mohammad Sani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The performance of project delivery methods has been an issue of concern to various stakeholders in the construction industry. The contracting system of project delivery is the traditional system used in the delivery of most public projects in Nigeria. The direct labor system is used most times as an alternative to the traditional system. There were so many complain about the performance of contracting system and the suitability of direct labor as an alternative to the delivery of public projects. Therefore, this paper is aimed at investigating the effect of project size on the project delivery methods in the completed public buildings. Questionnaires were self-administered to managerial staff in the study area and analyzed using descriptive statistics. The findings reveals that contracting system was choosing for large size building construction project delivery with higher frequency (F) of 40 (76.9%) against direct labor with 12 (23.1%). While the small size project, the result revealed a frequency (F) of 26 (50%) for contracting system and direct labor system respectively. Base on the research findings, the contracting system, was recommended for all sizes of building construction project delivery while direct labor system can only use as an alternative for small size building construction projects delivery. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20size" title="construction size">construction size</a>, <a href="https://publications.waset.org/abstracts/search?q=contracting%20system" title=" contracting system"> contracting system</a>, <a href="https://publications.waset.org/abstracts/search?q=direct%20labour" title=" direct labour"> direct labour</a>, <a href="https://publications.waset.org/abstracts/search?q=effect" title=" effect"> effect</a> </p> <a href="https://publications.waset.org/abstracts/34754/effect-of-building-construction-sizes-on-project-delivery-methods-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34754.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">457</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6745</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">6744</span> Abating the Barriers to the Deployment of RFID for Construction Project Delivery in South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Matthew%20O.%20Ikuabe">Matthew O. Ikuabe</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayodeji%20E.%20Oke"> Ayodeji E. Oke</a>, <a href="https://publications.waset.org/abstracts/search?q=Clinton%20O.%20Aigbavboa"> Clinton O. Aigbavboa</a>, <a href="https://publications.waset.org/abstracts/search?q=Douglas%20O.%20Aghimien"> Douglas O. Aghimien</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The use of technological innovations have been touted to be beneficial in the delivery of construction projects. Particularly, Radio Frequency Identification (RFID) technology is widely regarded to be of immense advantage for the management of construction projects. This study focused on evaluating the barriers to the use of Radio Frequency Identification (RFID) technology for the delivery of construction projects. Using Gauteng Provincein South Africa as the study area, questionnaire was used in eliciting responses from construction professionals, which made up the population of the study. Retrieved data was analysed using Mean Item Score and One-Sample t-test. Findings from the study showed that the most significant barriers to the deployment of RFID for construction project delivery are high cost and lack of awareness. Conclusively, the study made recommendations that would aid in the abatement of the barriers to the use of RFID technology for construction project delivery. <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=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=RFID" title=" RFID"> RFID</a> </p> <a href="https://publications.waset.org/abstracts/144074/abating-the-barriers-to-the-deployment-of-rfid-for-construction-project-delivery-in-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144074.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">206</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">6743</span> Overcoming the Impacts of Covid-19 Outbreak Using Value Integrated Project Delivery Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G.%20Ramya">G. Ramya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Value engineering is a systematic approach, widely used to optimize the design or process or product in the designing stage. It used to achieve the client's obligation by increasing the functionality and attain the targeted cost in the cost planning. Value engineering effectiveness and benefits decrease along with the progress of the project since the change in the scope of the work and design will account for more cost all along the lifecycle of the project. Integrating the value engineering with other project management activities will promote cost minimization, client satisfaction, and ensure early completion of the project in time. Previous research studies suggested that value engineering can integrate with other project delivery activities, but research studies unable to frame a model that collaborates the project management activities with the job plan of value engineering approach. I analyzed various project management activities and their synergy between each other. The project management activities and processes like a)risk analysis b)lifecycle cost analysis c)lean construction d)facility management e)Building information modelling f)Contract administration, collaborated, and project delivery model planned along with the RIBA plan of work. The key outcome of the research is a value-driven project delivery model, which will succeed in dealing with the economic impact, constraints and conflicts arise due to the COVID-19 outbreak in the Indian construction sector. Benefits associated with the structured framework is construction project delivery that ensures early contractor involvement, mutual risk sharing, and reviving the project with a cost overrun and delay back on track ,are discussed. Keywords: Value-driven project delivery model, Integration, RIBA plan of work Themes: Design Economics <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=value-driven%20project%20delivery%20model" title="value-driven project delivery model">value-driven project delivery model</a>, <a href="https://publications.waset.org/abstracts/search?q=Integration" title=" Integration"> Integration</a>, <a href="https://publications.waset.org/abstracts/search?q=RIBA" title=" RIBA "> RIBA </a> </p> <a href="https://publications.waset.org/abstracts/129134/overcoming-the-impacts-of-covid-19-outbreak-using-value-integrated-project-delivery-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129134.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">118</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">6742</span> Analysis of Risks of Adopting Integrated Project Delivery: Application of Bayesian Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shan%20Li">Shan Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Qiuwen%20Ma"> Qiuwen Ma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Integrated project delivery (IPD) is a project delivery method distinguished by a shared risk/rewards mechanism and multiparty agreement. IPD has drawn increasing attention from construction industry due to its reliability to deliver high-performing buildings. However, unavailable IPD specific insurance concerns the industry participants who are interested in IPD implementation. Even though the risk management capability can be enhanced using shared risk mechanism, some risks may occur when the partners do not commit themselves into the integrated practices in a desired manner. This is because the intense collaboration and close integration can not only create added value but bring new opportunistic behaviors and disputes. The study is aimed to investigate the risks of implementing IPD using Bayesian theory. IPD risk taxonomy is presented to identify all potential risks of implementing IPD and a risk network map is developed to capture the interdependencies between IPD risks. The conditional relations between risk occurrences and the impacts of IPD risks on project performances are evaluated and simulated based on Bayesian theory. The probability of project outcomes is predicted by simulation. In addition, it is found that some risks caused by integration are most possible occurred risks. This study can help the IPD project participants identify critical risks of adopting IPD to improve project performances. In addition, it is helpful to develop IPD specific insurance when the pertinent risks can be identified. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bayesian%20theory" title="Bayesian theory">Bayesian theory</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20project%20delivery" title=" integrated project delivery"> integrated project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20risks" title=" project risks"> project risks</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performances" title=" project performances"> project performances</a> </p> <a href="https://publications.waset.org/abstracts/94628/analysis-of-risks-of-adopting-integrated-project-delivery-application-of-bayesian-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94628.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">300</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">6741</span> Green Building Delivery: Exploring Lessons and the State of Practice in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayodele%20E.%20Ikudayisi">Ayodele E. Ikudayisi</a>, <a href="https://publications.waset.org/abstracts/search?q=Yomi%20M.%20D.%20Adedeji"> Yomi M. D. Adedeji</a>, <a href="https://publications.waset.org/abstracts/search?q=Olumuyiwa%20B.%20Adegun"> Olumuyiwa B. Adegun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The level of adoption of green building (GB) schemes in Nigeria is low. The prevailing focus on economic development has overshadowed sustainability concerns. Despite these, few project cases exist in Nigeria in which sustainability goals have been achieved. This study aims to draw lessons from these in order to understand the project attributes, certification status, and the delivery process. Through an exploratory case study approach, fifteen project cases across five cities in Nigeria were examined. These represent the first-generation of green buildings in Nigeria, a verifiable reference for future initiatives in Sub-Saharan Africa. From the result, three categories of green buildings were identified, namely certified projects, demonstration projects, and potential projects with varying delivery attributes. Then, it is concluded by setting research and practice agenda towards aligning Nigeria’s building industry with the global trends in sustainable building delivery. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=LEED" title="LEED">LEED</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20building" title=" green building"> green building</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20attributes" title=" project attributes"> project attributes</a> </p> <a href="https://publications.waset.org/abstracts/114534/green-building-delivery-exploring-lessons-and-the-state-of-practice-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/114534.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">6740</span> A Principal-Agent Model for Sharing Mechanism in Integrated Project Delivery Context</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shan%20Li">Shan Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Qiuwen%20Ma"> Qiuwen Ma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Integrated project delivery (IPD) is a project delivery method distinguished by a shared risk/rewards mechanism and multiparty agreement. IPD has drawn increasingly attention from construction industry because of its efficiency of solving adversarial problems and reliability to deliver high-performing buildings. However, some evidence showed that some project participants obtained less profit from IPD projects than the typical projects. They attributed it to the unfair IPD sharing mechanism, which resulted in additional time and cost of negotiation on the sharing fractions among project participants. The study is aimed to investigate the reward distribution by constructing a principal-agent model. Based on cooperative game theory, it is examined how to distribute the shared project rewards between client and non-client parties, and identify the sharing fractions among non-client parties. It is found that at least half of the project savings should be allocated to the non-client parties to motivate them to create more project value. Second, the client should raise his sharing fractions when the integration among project participants is efficient. In addition, the client should allocate higher sharing fractions to the non-client party who is more able. This study can help the IPD project participants make fair and motivated sharing mechanisms. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cooperative%20game%20theory" title="cooperative game theory">cooperative game theory</a>, <a href="https://publications.waset.org/abstracts/search?q=IPD" title=" IPD"> IPD</a>, <a href="https://publications.waset.org/abstracts/search?q=principal%20agent%20model" title=" principal agent model"> principal agent model</a>, <a href="https://publications.waset.org/abstracts/search?q=sharing%20mechanism" title=" sharing mechanism"> sharing mechanism</a> </p> <a href="https://publications.waset.org/abstracts/92285/a-principal-agent-model-for-sharing-mechanism-in-integrated-project-delivery-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92285.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">292</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">6739</span> Challenges and Opportunities for Implementing Integrated Project Delivery Method in Public Sector Construction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahsan%20Ahmed">Ahsan Ahmed</a>, <a href="https://publications.waset.org/abstracts/search?q=Ming%20Lu"> Ming Lu</a>, <a href="https://publications.waset.org/abstracts/search?q=Syed%20Zaidi"> Syed Zaidi</a>, <a href="https://publications.waset.org/abstracts/search?q=Farhan%20Khan"> Farhan Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Integrated Project Delivery (IPD) method has been proposed as the solution to tackle complexity and fragmentation in the real world while addressing the construction industry’s growing needs for productivity and sustainability. Although the private sector has taken the initiative in implementing IPD and taken advantage of new technology such as building information modeling (BIM) in delivering projects, IPD remains less known and rarely used in public sector construction. The focus of this paper is set on the use of IPD in projects in public sector, which is potentially complemented by the use of analytical functionalities for workface planning and construction oriented design enabled by recent research advances in BIM. Experiences and lessons learned from implementing IPD in the private sector and in BIM-based construction automation research would play a vital role in reducing barriers and eliminating issues in connection with project delivery in the public sector. The paper elaborates issues challenges, contractual relationships and the interactions throughout the planning, design and construction phases in the context of implementing IPD on construction projects in the public sector. A slab construction case is used as a ‘sandbox’ model to elaborate (1) the ideal way of communication, integration, and collaboration among all the parties involved in project delivery in planning and (2) the execution of projects by using IDP principles and optimization, simulation analyses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=integrated%20project%20delivery" title="integrated project delivery">integrated project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=IPD" title=" IPD"> IPD</a>, <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=BIM" title=" BIM"> BIM</a> </p> <a href="https://publications.waset.org/abstracts/108107/challenges-and-opportunities-for-implementing-integrated-project-delivery-method-in-public-sector-construction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108107.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">202</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">6738</span> The Need for Implementing Building Information Modelling (BIM) and Integrated Project Delivery (IPD) in the Construction Project: A Case Study in UAE</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20W.%20F.%20Che%20Wan%20Putra">C. W. F. Che Wan Putra</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Alshawi"> M. Alshawi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20S.%20Al%20Ahbabi"> M. S. Al Ahbabi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Jabakhanji"> M. Jabakhanji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Much of the waste that is generated throughout the life-cycle of a building is mainly related to project stakeholders not having access to information that others have created. This results in waste and high costs. Over the past decade, however, the industry reacted to these challenges by adopting effective procurement approaches, such as partnering and design and build, to improve collaboration and communication among projects’ stakeholders. Most recently, there is a focus on creating and reusing digital project information of stakeholders throughout the life-cycle to facilitate the exchange of information among partners. This shift is based around BIM (Building Information Modelling) and collaborative environment (IPD). The power of collaborative BIM goes beyond improving efficiency. Sustainability, perhaps the most important challenge for the design and construction community, is at the intersection of BIM and collaborative project delivery, drawing strength from both. Due to these benefits, a research study has been carried out to investigate the need of BIM and IPD, on a large scale construction project which is procured on a traditional approach, i.e. design-bid-build. A qualitative research work including a semi-structured interview with project partners was conducted on a typical project in the UAE, whereby the selected project suffered from severe delays and cost overrun. This paper aims to bring about clear evidence to what most likely to happen to a typical construction project in spite of employing very good consultants, project manager and contractors and how these problems could have been avoided if BIM and IPD were deployed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20information%20modelling%20%28BIM%29" title="building information modelling (BIM)">building information modelling (BIM)</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20project%20delivery%20%28IPD%29" title=" integrated project delivery (IPD)"> integrated project delivery (IPD)</a>, <a href="https://publications.waset.org/abstracts/search?q=collaborative%20environment" title=" collaborative environment"> collaborative environment</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a> </p> <a href="https://publications.waset.org/abstracts/36539/the-need-for-implementing-building-information-modelling-bim-and-integrated-project-delivery-ipd-in-the-construction-project-a-case-study-in-uae" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36539.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">398</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">6737</span> Managing Early Stakeholder Involvement at the Early Stages of a Building Project Life Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theophilus%20O.%20Odunlami">Theophilus O. Odunlami</a>, <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Haroglu"> Hasan Haroglu</a>, <a href="https://publications.waset.org/abstracts/search?q=Nader%20Saleh-Matter"> Nader Saleh-Matter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The challenges facing the construction industry are often worsened by the compounded nature of projects coupled with the complexity of key stakeholders involved at different stages of the project. Projects are planned to achieve outlined benefits in line with the business case; however, a lack of effective management of key stakeholders can result in unrealistic delivery aspirations, unnecessary re-works, and overruns. The aim of this study is to examine the early stages of a project lifecycle and investigate the stakeholder management and involvement processes and their impact on the successful delivery of the project. The research engaged with conventional construction organisations and project personnel and stakeholders on diverse projects, using a research strategy to analyse existing project case studies, narrative enquiries, interviews, and surveys using a combined qualitative, quantitative, and mixed method of analysis. Research findings have shown that the involvement of stakeholders at different levels during the early stages has pronounced effects on project delivery; it helps to forge synergy and promotes a clear understanding of individual responsibilities, strengths, and weaknesses. This has often fostered a positive sense of productive collaboration right through the early stages of the project. These research findings intend to contribute to the development of a process framework for stakeholder and project team involvement in the early stages of a project. This framework will align with the selection criteria for stakeholders, contractors, and resources, ultimately contributing to the successful completion of projects. The primary question addressed in this study is stakeholder involvement and management of the early stages of a building project life cycle impacts project delivery. Findings showed that early-stage stakeholder involvement and collaboration between project teams and contractors significantly contribute to project success. However, a strong and healthy communication strategy would be required to maintain the flow of value-added ideas among stakeholders at the early stages to benefit the project at the execution stage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=early%20stages" title="early stages">early stages</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20lifecycle" title=" project lifecycle"> project lifecycle</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making%20strategy" title=" decision-making strategy"> decision-making strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20framework" title=" project framework"> project framework</a> </p> <a href="https://publications.waset.org/abstracts/172085/managing-early-stakeholder-involvement-at-the-early-stages-of-a-building-project-life-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172085.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">100</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">6736</span> A Relational Case-Based Reasoning Framework for Project Delivery System Selection</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yang%20Cui">Yang Cui</a>, <a href="https://publications.waset.org/abstracts/search?q=Yong%20Qiang%20Chen"> Yong Qiang Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An appropriate project delivery system (PDS) is crucial to the success of a construction project. Case-based reasoning (CBR) is a useful support for PDS selection. However, the traditional CBR approach represents cases as attribute-value vectors without taking relations among attributes into consideration, and could not calculate the similarity when the structures of cases are not strictly same. Therefore, this paper solves this problem by adopting the relational case-based reasoning (RCBR) approach for PDS selection, considering both the structural similarity and feature similarity. To develop the feature terms of the construction projects, the criteria and factors governing PDS selection process are first identified. Then, feature terms for the construction projects are developed. Finally, the mechanism of similarity calculation and a case study indicate how RCBR works for PDS selection. The adoption of RCBR in PDS selection expands the scope of application of traditional CBR method and improves the accuracy of the PDS selection system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=relational%20cased-based%20reasoning" title="relational cased-based reasoning">relational cased-based reasoning</a>, <a href="https://publications.waset.org/abstracts/search?q=case-based%20reasoning" title=" case-based reasoning"> case-based reasoning</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery%20system" title=" project delivery system"> project delivery system</a>, <a href="https://publications.waset.org/abstracts/search?q=PDS%20selection" title=" PDS selection"> PDS selection</a> </p> <a href="https://publications.waset.org/abstracts/9087/a-relational-case-based-reasoning-framework-for-project-delivery-system-selection" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9087.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">432</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">6735</span> Strategy in Practice: Strategy Development, Strategic Error and Project Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nipun%20Agarwal">Nipun Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Paul"> David Paul</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareed%20Un%20Din"> Fareed Un Din</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategy development and implementation is the key to an organization’s success in today’s competitive marketplace. Many organizations develop excellent strategy but are unable to implement this strategy in order to succeed. The difference between strategic goals and its implementation is called strategic error. Strategic error occurs when an organization does not have structures in place to implement their strategy. Strategy implementation happens through projects and having a project management method that provides certainty and agility will help an organization become more competitive in implementing strategy. Numerous project management methods exist in theory and practice. However, projects mainly used the Waterfall method in the past that provides certainty in terms of budget, delivery date and resourcing. It is common practice now to utilise Agile based methods. However, Agile based methods do not provide specific deadlines and budgets. But provide agility in product design and project delivery, which is useful to companies. Both Waterfall and Agile methods in some forms are the opposites of each other. Executive management prefer agility in delivery projects as the competitive landscape changes frequently. However, they also appreciate certainty in the projects being able to quantify budgets, deadlines and resources that is harder for an Agile based method to provide. This paper attempts to develop a hybrid project management method that attempts to merge these Waterfall and Agile methods to provide the positives from both these approaches. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</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=strategy%20implementation" title=" strategy implementation"> strategy implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a> </p> <a href="https://publications.waset.org/abstracts/148014/strategy-in-practice-strategy-development-strategic-error-and-project-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148014.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">116</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">6734</span> Recent Trends in Supply Chain Delivery Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alfred%20L.%20Guiffrida">Alfred L. Guiffrida </a> </p> <p class="card-text"><strong>Abstract:</strong></p> A review of the literature on supply chain delivery models which use delivery windows to measure delivery performance is presented. The review herein serves to meet the following objectives: (i) provide a synthesis of previously published literature on supply chain delivery performance models, (ii) provide in one paper a consolidation of research that can serve as a single source to keep researchers up to date with the research developments in supply chain delivery models, and (iii) identify gaps in the modeling of supply chain delivery performance which could stimulate new research agendas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=delivery%20performance" title="delivery performance">delivery performance</a>, <a href="https://publications.waset.org/abstracts/search?q=delivery%20window" title=" delivery window"> delivery window</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20delivery%20models" title=" supply chain delivery models"> supply chain delivery models</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a> </p> <a href="https://publications.waset.org/abstracts/6540/recent-trends-in-supply-chain-delivery-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6540.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">421</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">6733</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">6732</span> A Risk-Based Approach to Construction Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chloe%20E.%20Edwards">Chloe E. Edwards</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasaman%20Shahtaheri"> Yasaman Shahtaheri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Risk management plays a fundamental role in project planning and delivery. The purpose of incorporating risk management into project management practices is to identify and address uncertainties related to key project-related activities. The uncertainties, known as risk events, can relate to project deliverables that are quantifiable and are often measured by impact to project schedule, cost, or environmental impact. Risk management should be incorporated as an iterative practice throughout the planning, execution, and commissioning phases of a project. This paper specifically examines how risk management contributes to effective project planning and delivery through a case study of a transportation project. This case study focused solely on impacts to project schedule regarding three milestones: readiness for delivery, readiness for testing and commissioning, and completion of the facility. The case study followed the ISO 31000: Risk Management – Guidelines. The key factors that are outlined by these guidelines include understanding the scope and context of the project, conducting a risk assessment including identification, analysis, and evaluation, and lastly, risk treatment through mitigation measures. This process requires continuous consultation with subject matter experts and monitoring to iteratively update the risks accordingly. The risk identification process led to a total of fourteen risks related to design, permitting, construction, and commissioning. The analysis involved running 1,000 Monte Carlo simulations through @RISK 8.0 Industrial software to determine potential milestone completion dates based on the project baseline schedule. These dates include the best case, most likely case, and worst case to provide an estimated delay for each milestone. Evaluation of these results provided insight into which risks were the highest contributors to the projected milestone completion dates. Based on the analysis results, the risk management team was able to provide recommendations for mitigation measures to reduce the likelihood of risks occurring. The risk management team also provided recommendations for managing the identified risks and project activities moving forward to meet the most likely or best-case milestone completion dates. <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=monte%20carlo%20simulation" title=" monte carlo simulation"> monte carlo simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20assessment" title=" risk assessment"> risk assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=transportation%20engineering" title=" transportation engineering"> transportation engineering</a> </p> <a href="https://publications.waset.org/abstracts/138050/a-risk-based-approach-to-construction-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138050.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">107</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">6731</span> Analyze and Improve Project Delivery Time Enhancing Business Management System of Review and Approval Process for Project Design Submittals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdulaziz%20Alnajem">Abdulaziz Alnajem</a>, <a href="https://publications.waset.org/abstracts/search?q=Amit%20Sharma"> Amit Sharma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business Case: Project delivery and enhancing activities' completion in the shortest possible time is critical during execution to proceed with the subsequent phases of Procurement, C & C phases of Contracts to have the required Production facilities/Infrastructure in place to achieve the Company strategic objective of 4.0 MBOPD oil production. SOR (Statement of requirement): Design and Engineering phase of Projects execution takes a long time. It is observed that, in most of the cases, company has crossed the Project Design Submittals review time as per the Contract/Company Standards, resulting into delays in projects completion, and cost impact to the company. Study Scope: Scope of the study covers the process from date of first submission of D & E documents by the contractor to final approval by the controlling team to proceed with the procurement of materials. This scope covers projects handled by the company’s project management teams and includes only the internal review process by the company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20management%20system" title="business management system">business management system</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=oil%20and%20gas" title=" oil and gas"> oil and gas</a>, <a href="https://publications.waset.org/abstracts/search?q=analysis" title=" analysis"> analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=design" title=" design"> design</a>, <a href="https://publications.waset.org/abstracts/search?q=delays" title=" delays"> delays</a> </p> <a href="https://publications.waset.org/abstracts/60260/analyze-and-improve-project-delivery-time-enhancing-business-management-system-of-review-and-approval-process-for-project-design-submittals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60260.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6730</span> Lessons-Learned in a Post-Alliance Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Olubukola%20Olumuyiwa%20Tokede">Olubukola Olumuyiwa Tokede</a>, <a href="https://publications.waset.org/abstracts/search?q=Dominic%20D.%20Ahiaga-Dagbui"> Dominic D. Ahiaga-Dagbui</a>, <a href="https://publications.waset.org/abstracts/search?q=John%20Morrison"> John Morrison</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The project environment in construction has been widely criticised for its inability to learn from experience effectively. As each project is bespoke, learning is ephemeral, as it is often confined within its bounds and seldom assimilated with others that are being delivered in the project environment. To engender learning across construction projects, collaborative contractual arrangements, such as alliancing and partnering, have been embraced to aid the transferability of lessons across projects. These cooperative arrangements, however, tend to be costly, and hence construction organisations could revert to less expensive traditional procurement approaches after successful collaborative project delivery. This research, therefore, seeks to assess the lessons-learned in a post-alliance contractual framework. Using a case-study approach, we examine the experiences of a public sector authority who engaged a project facilitator to foster learning during the delivery of a significant piece of critical infrastructure. It was found that the facilitator enabled optimal learning outcomes in post-alliance contractual frameworks by attenuating the otherwise adversarial relationship between clients and contractors. Further research will seek to assess the effectiveness of different knowledge-brokering agencies in construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=facilitation" title="facilitation">facilitation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge-brokering" title=" knowledge-brokering"> knowledge-brokering</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a>, <a href="https://publications.waset.org/abstracts/search?q=projects" title=" projects"> projects</a> </p> <a href="https://publications.waset.org/abstracts/123719/lessons-learned-in-a-post-alliance-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/123719.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">136</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">6729</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">6728</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">6727</span> Status Report of the Express Delivery Industry in China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ying%20Bo%20Xie">Ying Bo Xie</a>, <a href="https://publications.waset.org/abstracts/search?q=Hisa%20Yuki%20Kurokawa"> Hisa Yuki Kurokawa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the fast development, China's express delivery industry has involved in a dilemma that the service quality are keeping decreasing while the construction rate of delivery network cannot meet the customers’ demand. In order to get out of this dilemma and enjoy a succession development rate, it is necessary to understand the current situation of China's express delivery industry. Firstly, the evolution of China's express delivery industry was systematical presented. Secondly, according to the number of companies and the amount of parcels they has dealt each year, the merits and faults of tow kind of operating pattern was analyzed. Finally, based on the characteristics of these express companies, the problems of China's express delivery industry was divided into several types and the countermeasures were given out respectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China" title="China">China</a>, <a href="https://publications.waset.org/abstracts/search?q=express%20delivery%20industry" title=" express delivery industry"> express delivery industry</a>, <a href="https://publications.waset.org/abstracts/search?q=status" title=" status"> status</a>, <a href="https://publications.waset.org/abstracts/search?q=problem" title=" problem"> problem</a> </p> <a href="https://publications.waset.org/abstracts/31014/status-report-of-the-express-delivery-industry-in-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31014.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">363</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">6726</span> Analysis of the Omnichannel Delivery Network with Application to Last Mile Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Colette%20Malyack">Colette Malyack</a>, <a href="https://publications.waset.org/abstracts/search?q=Pius%20Egbelu"> Pius Egbelu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business-to-Customer (B2C) delivery options have improved to meet increased demand in recent years. The change in end users has forced logistics networks to focus on customer service and sentiment that would have previously been the priority of the company or organization of origin. This has led to increased pressure on logistics companies to extend traditional B2B networks into a B2C solution while accommodating additional costs, roadblocks, and customer sentiment; the result has been the creation of the omnichannel delivery network encompassing a number of traditional and modern methods of package delivery. In this paper the many solutions within the omnichannel delivery network are defined and discussed. It can be seen through this analysis that the omnichannel delivery network can be applied to reduce the complexity of package delivery and provide customers with more options. Applied correctly the result is a reduction in cost to the logistics company over time, even with an initial increase in cost to obtain the technology. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=network%20planning" title="network planning">network planning</a>, <a href="https://publications.waset.org/abstracts/search?q=last%20mile%20delivery" title=" last mile delivery"> last mile delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=omnichannel%20delivery%20network" title=" omnichannel delivery network"> omnichannel delivery network</a>, <a href="https://publications.waset.org/abstracts/search?q=omnichannel%20logistics" title=" omnichannel logistics"> omnichannel logistics</a> </p> <a href="https://publications.waset.org/abstracts/134544/analysis-of-the-omnichannel-delivery-network-with-application-to-last-mile-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/134544.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">150</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">6725</span> Public Private Partnership for Infrastructure Projects: Mapping the Key Risks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Julinda%20Ke%C3%A7i">Julinda Keçi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In many countries, governments have been promoting the involvement of private sector entities to enter into long-term agreements for the development and delivery of large infrastructure projects, with a focus on overcoming the limitations upon public fund of the traditional approach. The involvement of private sector through public-private partnerships (PPP) brings in new capital investments, value for money and additional risks to handle. Worldwide research studies have shown that an objective, systematic, reliable and user-oriented risk assessment process and an optimal allocation mechanism among different stakeholders is crucial to the successful completion. In this framework this paper, which is the first stage of a research study, aims to identify the main risks for the delivery of PPP projects. A review of cross-countries research projects and case studies was performed to map the key risks affecting PPP infrastructure delivery. The matrix of mapping offers a summary of the frequency of factors, clustered in eleven categories: Construction, Design, Economic, Legal, Market, Natural, Operation, Political, Project finance, Project selection and Relationship. Results will highlight the most critical risk factors, and will hopefully assist the project managers in directing the managerial attention in the further stages of risk allocation. <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=public%20private%20partnerships" title=" public private partnerships"> public private partnerships</a>, <a href="https://publications.waset.org/abstracts/search?q=risks" title=" risks"> risks</a> </p> <a href="https://publications.waset.org/abstracts/33923/public-private-partnership-for-infrastructure-projects-mapping-the-key-risks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33923.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">438</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">6724</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">6723</span> Interface Problems in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Puti%20F.%20Marzuki">Puti F. Marzuki</a>, <a href="https://publications.waset.org/abstracts/search?q=Adrianto%20Oktavianus"> Adrianto Oktavianus</a>, <a href="https://publications.waset.org/abstracts/search?q=Almerinda%20Regina"> Almerinda Regina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Interface problems among interacting parties in Indonesian construction projects have most often led to low productivity and completion delay. In the midst of this country’s needs to accelerate construction of public infrastructure providing connectivity among regions and supporting economic growth as well as better living quality, project delays have to be seriously addressed. This paper identifies potential causes factors of interface problems experienced by construction projects in Indonesia. Data are collected through a survey involving the main actors of six important public infrastructure construction projects including railway, LRT, sports stadiums, apartment, and education building construction projects. Five of these projects adopt the design-build project delivery method and one applies the design-bid-build scheme. Interface problems’ potential causes are categorized into contract, management, technical experience, coordination, financial, and environmental factors. Research results reveal that, especially in railway and LRT projects, potential causes of interface problems are mainly technical and managerial in nature. These relate to complex construction execution in highly congested areas. Meanwhile, coordination cause factors are mainly found in the education building construction project with loan from a foreign donor. All of the six projects have to resolve interface problems caused by incomplete or low-quality contract documents. This research also shows that the design-bid-build delivery method involving more parties in construction projects tends to induce more interface problem cause factors than the design-build scheme. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cause%20factors" title="cause factors">cause factors</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20delays" title=" construction delays"> construction delays</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery%20method" title=" project delivery method"> project delivery method</a>, <a href="https://publications.waset.org/abstracts/search?q=contract%20documents" title=" contract documents"> contract documents</a> </p> <a href="https://publications.waset.org/abstracts/86489/interface-problems-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86489.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">255</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">6722</span> Major Causes of Delay in Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Y.%20Gholipour">Y. Gholipour</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20Rezazadeh"> E. Rezazadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Delay is one of the most serious and common problems of construction project that can affect project delivery unfavorably. This research presents the most important causes of delay in large dam projects based on a survey on some executed dam construction in Iran. In this survey a randomly selected samples of owners, consultants and contractors have been involved. The outcome of this survey revealed that scheduled payments, site management, shop drawing review process, unforeseen ground conditions and contractor experience as the most important factors affecting on delay in dam construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=delay" title="delay">delay</a>, <a href="https://publications.waset.org/abstracts/search?q=dam%20construction" title=" dam construction"> dam construction</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=Iran" title=" Iran"> Iran</a> </p> <a href="https://publications.waset.org/abstracts/17026/major-causes-of-delay-in-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17026.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">444</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">6721</span> Improving the Constructability of Highway Design Plans</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Edward%20Minchin%20Jr.">R. Edward Minchin Jr.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The U.S. Federal Highway Administration (FHWA) Every Day Counts Program (EDC) has resulted in state DOTs putting evermore emphasis on speeding up the delivery of highway and bridge construction projects for use by the driving public. This has resulted in an increase in the use of alternative construction delivery systems such as design-build (D-B), construction manager at-risk (CMR) or construction manager/general contractor (CM/GC), and adding alternative technical concepts (ATCs) to traditional design-bid-build (DBB) contracts. ATCs have exhibited great potential for delivering substantial benefits like cost savings, increased constructability, and quicker project delivery. Previous research has found that knowledge of project constructability was lacking in state Department of Transportation (DOT) planning, programming, and environmental staffs. Many agencies have therefore relied on a set of ‘acceptable’ design solutions over the years of working with their local resource agencies. The result is that the permitting process for several government agencies has become increasingly restrictive with the result that the DOTs and their industry partners lose the ability to innovate after a permit is approved. The intent of this paper is to report on the research team’s progress in this ongoing effort furnish the United States government with a uniform set of guidelines for the application of constructability reviews during all phases of project development and delivery. The research uses surveys and interviews to determine which states have implemented formal programs to ensure that the constructor is furnished with a set of contract documents that affords said constructor with the best possible opportunity to successfully construct the project with the highest quality standards, within the contract duration and without exceeding the construction budget. Once these states are identified, workshops are held all over the nation, resulting in the team learning the best current practices and giving the team the ability to recommend new practices that will improve the process. The plan is for the FHWA to encourage or require state DOTs to use these practices on all federally funded highway and bridge construction projects. The project deliverable is a Guidebook for FHWA to use in disseminating the recommended practices to the states. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=alternative%20construction%20delivery" title="alternative construction delivery">alternative construction delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=alternative%20technical%20concepts" title=" alternative technical concepts"> alternative technical concepts</a>, <a href="https://publications.waset.org/abstracts/search?q=constructability" title=" constructability"> constructability</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20design%20plans" title=" construction design plans"> construction design plans</a> </p> <a href="https://publications.waset.org/abstracts/79258/improving-the-constructability-of-highway-design-plans" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79258.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">216</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">6720</span> Release Management with Continuous Delivery: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Maruf%20Aytekin">A. Maruf Aytekin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We present our approach on using continuous delivery pattern for release management. One of the key practices of agile and lean teams is the continuous delivery of new features to stakeholders. The main benefits of this approach lie in the ability to release new applications rapidly which has real strategic impact on the competitive advantage of an organization. Organizations that successfully implement Continuous Delivery have the ability to evolve rapidly to support innovation, provide stable and reliable software in more efficient ways, decrease the amount of resources need for maintenance, and lower the software delivery time and costs. One of the objectives of this paper is to elaborate a case study where IT division of Central Securities Depository Institution (MKK) of Turkey apply Continuous Delivery pattern to improve release management process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=automation" title="automation">automation</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20delivery" title=" continuous delivery"> continuous delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=deployment" title=" deployment"> deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=release%20management" title=" release management"> release management</a> </p> <a href="https://publications.waset.org/abstracts/10343/release-management-with-continuous-delivery-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10343.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">256</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">6719</span> Developing a Cybernetic Model of Interdepartmental Logistic Interactions in SME</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jonas%20Mayer">Jonas Mayer</a>, <a href="https://publications.waset.org/abstracts/search?q=Kai-Frederic%20Seitz"> Kai-Frederic Seitz</a>, <a href="https://publications.waset.org/abstracts/search?q=Thorben%20Kuprat"> Thorben Kuprat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s competitive environment production’s logistic objectives such as ‘delivery reliability’ and ‘delivery time’ and distribution’s logistic objectives such as ‘service level’ and ‘delivery delay’ are attributed great importance. Especially for small and mid-sized enterprises (SME) attaining these objectives pose a key challenge. Within this context, one of the difficulties is that interactions between departments within the enterprise and their specific objectives are insufficiently taken into account and aligned. Interdepartmental independencies along with contradicting targets set within the different departments result in enterprises having sub-optimal logistic performance capability. This paper presents a research project which will systematically describe the interactions between departments and convert them into a quantifiable form. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=department-specific%20actuating%20and%20control%20variables" title="department-specific actuating and control variables">department-specific actuating and control variables</a>, <a href="https://publications.waset.org/abstracts/search?q=interdepartmental%20interactions" title=" interdepartmental interactions"> interdepartmental interactions</a>, <a href="https://publications.waset.org/abstracts/search?q=cybernetic%20model" title=" cybernetic model"> cybernetic model</a>, <a href="https://publications.waset.org/abstracts/search?q=logistic%20objectives" title=" logistic objectives"> logistic objectives</a> </p> <a href="https://publications.waset.org/abstracts/10592/developing-a-cybernetic-model-of-interdepartmental-logistic-interactions-in-sme" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10592.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">372</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">6718</span> The Underestimation of Cultural Risk in the Execution of Megaprojects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alan%20Walsh">Alan Walsh</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Walker"> Peter Walker</a>, <a href="https://publications.waset.org/abstracts/search?q=Michael%20Ellis"> Michael Ellis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a real danger that both practitioners and researchers considering risks associated with megaprojects ignore or underestimate the impacts of cultural risk. The paper investigates the potential impacts of a failure to achieve cultural unity between the principal actors executing a megaproject. The principle relationships include the relationships between the principle Contractors and the project stakeholders or the project stakeholders and their principle advisors, Western Consultants. This study confirms that cultural dissonance between these parties can delay or disrupt the megaproject execution and examines why cultural issues should be prioritized as a significant risk factor in megaproject delivery. This paper addresses the practical impacts and potential mitigation measures, which may reduce cultural dissonance for a megaproject's delivery. This information is retrieved from on-going case studies in live infrastructure megaprojects in Europe and the Middle East's GCC states, from Western Consultants' perspective. The collaborating researchers each have at least 30 years of construction experience and are engaged in architecture, project management and contracts management, dealing with megaprojects in Europe or the GCC. After examining the cultural interfaces they have observed during the execution of megaprojects, they conclude that globally, culture significantly influences their efficient delivery. The study finds that cultural risk is ever-present, where different nationalities co-manage megaprojects and that cultural conflict poses a real threat to the timely delivery of megaprojects. The study indicates that the higher the cultural distance between the principal actors, the more pronounced the risk, with the risk of cultural dissonance more prominent in GCC megaprojects. The findings support a more culturally aware and cohesive team approach and recommend cross-cultural training to mitigate the effects of cultural disparity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cultural%20risk%20underestimation" title="cultural risk underestimation">cultural risk underestimation</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20distance" title=" cultural distance"> cultural distance</a>, <a href="https://publications.waset.org/abstracts/search?q=megaproject%20characteristics" title=" megaproject characteristics"> megaproject characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=megaproject%20execution" title=" megaproject execution"> megaproject execution</a> </p> <a href="https://publications.waset.org/abstracts/124471/the-underestimation-of-cultural-risk-in-the-execution-of-megaprojects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/124471.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">105</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20delivery&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20delivery&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20delivery&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=project%20delivery&page=5">5</a></li> <li class="page-item"><a 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