scholarly journals Early contractor involvement in the Valdres Project Delivery Model

2022 ◽  
Vol 196 ◽  
pp. 1028-1035
Author(s):  
Lium Marius ◽  
Wondimu Paulos A. ◽  
Lædre Ola
Keyword(s):  
Project Delivery ◽  
Delivery Model

Innovation and Flexibility in Megaprojects

2017 ◽  
Author(s):  
David M. Gann ◽  
Andrew Davies ◽  
Mark Dodgson
Keyword(s):  
Dynamic Capabilities ◽  
New Technology ◽  
Project Delivery ◽  
New Approach ◽  
Delivery Model ◽  
Strategic Innovation ◽  
London 2012 ◽  
Model Search ◽  
Strategic Processes ◽  
Flexible Delivery

This chapter examines how organizations responsible for three UK megaprojects—Heathrow Terminal 5, London 2012 Olympics, and Crossrail—have made significant efforts to create a more innovative and flexible delivery model. This new approach recognizes that over the life of a megaproject, new and unexpected options for delivering it will emerge, including opportunities to take advantage of innovative new practices, processes, and efficiencies made possible by new technology. Drawing upon strategy literature and empirical research conducted between 2005 and 2015, five dynamic capabilities or strategic processes are identified associated with a new innovative and flexible project delivery model—search, adaptive problem solving, test and trial, strategic innovation, and balancing—to help managers address the risks and opportunities involved in megaproject management.

scholarly journals Overcoming the Impact of COVID-19 Using Integrated Project Delivery Model

2020 ◽  
Author(s):  
Ramya G
Keyword(s):  
Project Management ◽  
Cost Minimization ◽  
Facility Management ◽  
Value Engineering ◽  
Project Delivery ◽  
Cost Overrun ◽  
Early Completion ◽  
Delivery Model ◽  
The Impact ◽  
Research Studies

Abstract 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. Analysing various project management activities and their synergy between each other have studied. 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 Royal Institute of British Architects (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, discussed in the research

scholarly journals VERIFICATION OF DESIGN LIFE EXPOSURE AND PERFORMANCE OF A BERM BREAKWATER

2012 ◽  
Vol 1 (33) ◽  
pp. 72
Author(s):  
David Todd ◽  
Amanda Blanksby ◽  
John Schepis
Keyword(s):  
Scale Model ◽  
Project Delivery ◽  
Short Term ◽  
Testing Program ◽  
Delivery Model ◽  
Design Life ◽  
Physical Scale ◽  
Detailed Assessment ◽  
And Performance

A mass armoured berm breakwater design was developed for a deepwater port project, under a build, own, operate and transfer project delivery model. The need to confirm short term (10 year) and long term (100 year) breakwater reshaping performance lead to a detailed assessment of design life exposure over these durations, combined with an extended physical scale model testing program. The aim of this testing program was to simulate, as far as practical, the design life performance of the breakwater with respect to berm reshaping and recession performance.

Assessment of Electronic Procurement Practices on Project Delivery, Case Study of Selected Construction Companies in Oyo State

2018 ◽  
pp. 257-266
Keyword(s):  
Construction Industry ◽  
Information Exchange ◽  
Ease Of Use ◽  
Project Delivery ◽  
Development Programs ◽  
Construction Firms ◽  
Construction Companies ◽  
Electronic Procurement ◽  
Ict Infrastructure ◽  
E Mail

This study investigated the use of e-Procurement in selected construction firms in Oyo state, Nigeria. The data were derived using a well-structured questionnaire survey involving 104 respondents. Descriptive statistical and correlation analyses were used to analyze the data. Findings show that the use of electronic procurement in the selected construction firms for carrying out procurement function is high with majority of the professionals affirming the use of the system, the four categories of e-Procurement used were e-mail, static websites, web.2.0 technologies and portals that have capabilities of supporting the execution of functions limited to intra and inter firm communication and exchange of project information and data. Consequently, between 84 percent and 76 percent of the respondents used these e-Procurement technologies for communication of information, exchange of bill of quantities, project reports, CAD drawings and project specifications. Consequently, factors with the highest positive impacts on the use of these technologies in the firms were the speed of transactions, lower transaction cost and ease of use. The study implies that the selected construction firms in Oyo state Nigeria predominantly use e-mails and websites to support the execution of pre-award phase of construction procurement. Finding also shows that there is positive relationship between e-Procurement (e-Notifying, e-Exchange, and e-Submission of bid) and Project delivery. The study suggests that to accelerate the rate of uptake of e-Procurement and maximize its benefits in the Nigerian construction industry, there is a need to improve the quality and quantity of ICT infrastructure across the country; and to embark on aggressive enlightenment campaigns, training and skill development programs in the use of e-Procurement in the construction industry in this country.

Risk Assessment of Core Banking System Replacement based on ISACA Framework

2014 ◽  
Vol 1 (1) ◽  
pp. 35-45
Author(s):  
Fenty Simanjuntak ◽  
Bobby Suryajaya
Keyword(s):  
Risk Assessment ◽  
Banking System ◽  
Residual Risk ◽  
Project Teams ◽  
Third Party ◽  
Project Delivery ◽  
Business Growth ◽  
Regulatory Requirements ◽  
The Core ◽  
Medium Risk

Many banks are looking for a better core banking system to support their business growth with a more efficient and flexible core banking system to improve their sales and services in the competitive market and to fulfill regulatory requirements. The decision of replacing the legacy core banking system is difficult due to the high IT investment cost required for banks because they are also trying to cut costs. But maintaining the legacy system is costly in terms of upgrade. Changing the core banking system is also a difficult process and increases risks. To have a successful Core Banking System implementation, risk assessment is required to be performed prior to starting any activities. The assessment can help project teams to identify the risks and then to mitigate the risks as part of the plan. In this research the Core Banking System replacement risks were assessed based on ISACA Framework for IT Risk. Fourteen risk scenarios related to Core Banking System Replacement were identified. The high and medium rated inherent risks can become medium and low residual risk after assessment by putting the relevant control in place. The result proves that by adding mitigation plan it will help to mitigate the Residual Risk to become low risk. There are still three residual risk which categorized as medium risk and should be further mitigated they are Software Implementation, Project Delivery and Selection/Performance of Third Party Suppliers. It is also found that COBIT 5 has considered some specific process capabilities that can be used to improve the processes to mitigate the medium risks.

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