scholarly journals Diagnosing the Causes of Failure in the Construction Sector Using Root Cause Analysis Technique

2018 ◽  
Vol 2018 ◽  
pp. 1-12
Author(s):  
Faiq M. S. Al-Zwainy ◽  
Ibrahim A. Mohammed ◽  
Ibrahim F. Varouqa
Keyword(s):  
Project Management ◽  
Planning Process ◽  
Construction Project ◽  
Management Process ◽  
Construction Sector ◽  
Project Failure ◽  
Root Cause ◽  
Analysis Technique ◽  
Monitoring Process ◽  
Process Group

The aim of this study is identifying and diagnosing the causes of construction project failure by using different project management process groups. These groups were initiation process group, planning process group, design process group, contract process group, executing and monitoring process group, and close process group. Also, the relative importance of the causes of construction project failure was investigated. Three techniques were used in this study: Ishikawa diagrams, Pareto diagrams, and 5-why techniques. The results were generally identified and diagnosed thirty-five causes of the construction project failure; however, only twenty-three of the causes were the most important. The majority of causes (thirteen causes) were obtained by using executing and monitoring project management process group. Seven causes were obtained by using contract project management process group. In addition, fewer causes (only three causes) were obtained by using initiation project management process group.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

scholarly journals Project management in environmental construction

2020 ◽  
Vol 217 ◽  
pp. 11012
Author(s):  
M Oskolkova
Keyword(s):  
Project Management ◽  
Planning Process ◽  
Construction Project ◽  
Project Planning ◽  
Project Team ◽  
General Contracting ◽  
The Matrix ◽  
Main Activity ◽  
Relationship Of ◽  
Site Control

The article is devoted to the analysis of the stages and tools for managing the construction project of SK Art-Sroy LLC and the development of the normal of the project planning process, the matrix of responsibility and the structure of the project team. The main activity of the organization is general contracting, management of all processes at the construction site, control of each stage of production, responsibility for implementation of the project, starting with preparation of the site and ending with the delivery of the finished object to the Customer. For clarity, the normal of one of the stages of project management is presented, with its help it is possible to trace the technologies for performing individual tasks and relationship of individual officials. The structure of the construction project team was developed and the matrix of responsibility of the project participants was determined. Also, in the course of the analysis, a number of issues were identified that the organization faces in the process of managing a construction project.

scholarly journals Diagnostic and Assessment Benefits and Barriers of BIM in Construction Project Management

2017 ◽  
Vol 3 (1) ◽  
pp. 63-77 ◽  
Author(s):  
Faiq Al-Zwainy ◽  
Ibraheem A. Mohammed ◽  
Kamil A. K. Al-Shaikhli
Keyword(s):  
Project Management ◽  
Data Exchange ◽  
Construction Project ◽  
Young Generation ◽  
Construction Project Management ◽  
Relative Importance ◽  
Construction Sector ◽  
Building Information ◽  
Important Barrier ◽  
Data Content

This paper aims to diagnostic and assessment the benefits and barriers of Building Information Modelling in the construction project management. Both open and closed questionnaire was used to explore the views of a number of Iraqi engineers; in order to investigate the level of BIM implementation in Iraq construction sector. Questionnaire indicated an acceptable awareness of (BIM) in Iraq, especially among the young generation of engineers which indicates the arrival of the evolutionary stream of BIM in the next few years. Moreover, questionnaire showed that the most important advantage of implementing BIM in the Iraqi construction sector was the ability to generate accurate 2D plans at any stage, while the least important advantage was the ability to provide a careful planning of the site facilities, with a relative importance of (82 %) and (33 %) respectively. Furthermore, the most important barrier to its implementation was the unspecified responsibilities for data content, as presented by questionnaire, while the least important barrier was the lack of programs efficiency in data exchange and internal collaboration, with a relative importance of (81 %) and (34 %) respectively.

1999 International Student Paper Award Winner: Evaluation and Application of a Project Charter Template to Improve the Project Planning Process

2000 ◽  
Vol 31 (1) ◽  
pp. 14-23 ◽  
Author(s):  
Diane S. Hayes
Keyword(s):  
Information System ◽  
Project Management ◽  
Planning Process ◽  
Early Stage ◽  
System Development ◽  
Project Planning ◽  
Management Tool ◽  
Management Approach ◽  
Management Process ◽  
Information System Development

Innovation and project management formation are best accomplished in the early stage of a project. The project charter is important to the success of a project, transforming agreements and facts into a documented project management approach. This output begins to organize and document a project's need and expected outcomes at the beginning of the project management process and provides a foundation on which to base project decisions. This paper evaluates the completeness and effectiveness of a project charter template as a project management tool. In addition, a project charter is developed for an information system development project initiated by a hospital-based clinical laboratory, addressing the problem of a complete lack of a repeatable project management process within an entity whose adaptation of formal project management methods is immature. A section-by-section assessment of the justification for inclusion in the Tryon and Associates Project Charter (Tryon and Associates, 1998) adopted by St. John Medical Center in Tulsa, Oklahoma USA, based upon a review of project management literature, is accomplished. In addition, a working project charter for use in the planning phase of one of Regional Medical Laboratory's (RML) current information system development projects—RML Turnaround Time System—is constructed and evaluated. This study of project charter components, combined with the development of a formal planning document for an authentic project in progress, provides an opportunity to introduce, validate, and integrate the concept of a formalized project initiation process.

A Model to Integrate Concepts of Project Management with Innovation and Knowledge Management

2015 ◽  
pp. 212-224
Author(s):  
João Carlos Araújo da Silva Neto ◽  
Ítalo Coutinho
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Planning Process ◽  
Innovation Process ◽  
Opportunity To Learn ◽  
Knowledge Retention ◽  
Lessons Learned ◽  
Management Process ◽  
Integration Model ◽  
Innovation And Technology

In this chapter, the main objective is to show the reader the interaction between the innovation process and the project management process. In today's world, the great concern of large companies takes place in the process of ensuring that the knowledge gained remains within company boundaries. In this chapter, the authors show how a proposed model retains the knowledge gained during the project management process and company investments through innovation and the use of lessons learned methodologies. In addition, the reader has the opportunity to see the evaluation of the process of emerging technologies against the paper of the strategic planning process through the well-aligned process of knowledge management within the companies. The chapter is divided into three major sections: the first presents the main concepts in project management and also in innovation and technology. In the second section, the reader has the opportunity to learn about the process of project management and learning. Finally, the authors present the proposed integration model as a source of knowledge retention through innovation and technology.

SELECTED METHODS FOR IDENTIFYING RISK FACTORS IN COMPARISON WITH PROJECT LIFE CYCLE AND CONSTRUCTION INVESTMENT PROCESS

2011 ◽  
Vol 162 (4) ◽  
pp. 307-324
Author(s):  
Maciej GÓRSKI ◽  
Dariusz SKORUPKA
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Construction Project ◽  
Management Process ◽  
Risk Management Process ◽  
Project Life Cycle ◽  
Investment Process ◽  
Project Life

The article describes the life cycle of a project and a construction investment process. Using the knowledge areas of project management methodologies, the authors focus on the elements of the risk management process. One of the main points of analyses was the selected methods of identifying risk factors. The focus was on the versatility, disadvantages, advantages and results of these methods for their use during a construction project.

A Model to Integrate Concepts of Project Management with Innovation and Knowledge Management

2016 ◽  
pp. 299-312
Author(s):  
João Carlos Araújo da Silva Neto ◽  
Ítalo Coutinho
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Planning Process ◽  
Innovation Process ◽  
Opportunity To Learn ◽  
Knowledge Retention ◽  
Lessons Learned ◽  
Management Process ◽  
Integration Model ◽  
Innovation And Technology

In this chapter, the main objective is to show the reader the interaction between the innovation process and the project management process. In today's world, the great concern of large companies takes place in the process of ensuring that the knowledge gained remains within company boundaries. In this chapter, the authors show how a proposed model retains the knowledge gained during the project management process and company investments through innovation and the use of lessons learned methodologies. In addition, the reader has the opportunity to see the evaluation of the process of emerging technologies against the paper of the strategic planning process through the well-aligned process of knowledge management within the companies. The chapter is divided into three major sections: the first presents the main concepts in project management and also in innovation and technology. In the second section, the reader has the opportunity to learn about the process of project management and learning. Finally, the authors present the proposed integration model as a source of knowledge retention through innovation and technology.

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