• Journal of Construction Engineering and Project Management
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• v.3 no.1
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• pp.35-38
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• 2013

No single project is identical to one another in the construction industry. Furthermore, many construction projects are suffering from tighter budget, shortened schedule and higher client satisfaction level. To overcome these, project managers and engineers are willing to apply various best management practices to their projects. However, it is non-trivial to select the most appropriate practices for their projects. In many cases, it is much more important to find the appropriateness of the management practices than just to use the practices. Although many researchers are focusing on the development of new management practices, there is little research on matching between the circumstances of projects and the developed management practices. The objective of this study is to provide a structured process to suggest the best management practices for individual construction projects by developing a computerized system where an individual project is matched with the most optimal management practices to increase the value of the project. At this stage of writing, the authors have developed a computerized system to effectively find out the best suitable management practices for individual projects. By maximizing the usages of this system, it would facilitate the application of the best management practices in the industry.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.624-627
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• 2013

No single project is identical to one another in the construction industry. Furthermore, many construction projects are suffering from tighter budget, shortened schedule and higher client satisfaction level. To overcome these, project managers and engineers are willing to apply various best management practices to their projects. However, it is non-trivial to select the most appropriate practices for their projects. In many cases, it is much more important to find the appropriateness of the management practices than just to use the practices. Although many researchers are focusing on the development of new management practices, there is little research on matching between the circumstances of projects and the developed management practices. The objective of this study is to provide a structured process to suggest the best management practices for individual construction projects by developing a computerized system where an individual project is matched with the most optimal management practices to increase the value of the project. At this stage of writing, the authors have developed a computerized system to effectively find out the best suitable management practices for individual projects. By maximizing the usages of this system, it would facilitate the application of the best management practices in the industry.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.1254-1254
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• 2022

The Multi-family Residential is one of the most famous building types for a rental property in the US. Often times it includes multiple residential buildings and some amenity facilities, including a clubhouse or leasing office, swimming pool, dog park, and garages. Since the building type is built for rental purposes, the construction planning is phased and it makes the project complicated. Detailed planning and execution are important for successful construction management. This paper provides some management practices that are applied to one of the multi-family residential construction projects in Phoenix, AZ. The Front End Planning (FEP) process performed by both owner and contractor is the first key to a successful construction project. Specifically, the early review of phased turnover strategy, grading, fire/Americans with Disabilities Act (ADA) compliance, and Mechanical/ Electricity/Plumbing/Technology (MEPT) will provide absolute benefit to the project. Second, using a scheduling method to control short-term schedules and long-term can provide the ability to manage the issues with agility. Third, material delivery and procurement dominate the both project schedule and cost. With this COVID-19 circumstance, it is hard to expect the material, equipment, and labor forces to be delivered on time with the contracted price. Managing floats are more than important to managing construction productivity. Risk management should work to share the risks fairly. Lastly, turnover is directly linked with the profit of the project for both owner and contractor. The communication between the owner and contractor to re-schedule the proper turnover schedule is important for the phased construction project.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.550-557
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• 2009

The concepts of 'sustainable development', 'sustainable construction' and 'green building' have been elevated to priority levels in all types and phases of construction project development worldwide. Consultants and contractors are now required to seriously consider the impact of their operations on the natural environment and the society, and consequently adopt sustainable construction practices in the development process to minimize and mitigate the negative impacts of their activities. However, existing sustainability rating tools apply to the design, post-construction and operation phases of a building; no tool exists for the rating of the performance of the contractor or the project team at the construction phase. This study aimed to develop a model for evaluating the sustainability of construction operations, drawing on the global best practice standards on sustainability. Practical applications of the model were carried out through case studies to evaluate the performances of fifteen construction firms in New Zealand. The developed model and the outcomes of the case studies were presented, including potential areas of weaknesses, strengths, constraints to achievement or adoption of sustainable construction practices and areas for improvement in the operations of the firms. The successful application of the developed model in practice shows its usefulness and ease of application. It is therefore recommended for adoption as a simple but effective system for measuring and reporting on sustainability performance or sustainability of construction operations of firms in New Zealand and elsewhere.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.41-49
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• 2020

Concurrent construction offers considerable improvement for shorten the project duration of its production process. Therefore, standardized concurrent construction is widely applied in building construction projects. However, resources planning for standardized concurrent construction project is manually developed by construction manager. This practice is not effective since it is time-consuming and error-prone for managers to identify all project-specific information, distinguish different activity-resource types, interpret these types and analyze how they affect resource allocated on an ad hoc basis. Therefore, this research investigates the opportunity for leveraging activity modeling to enable automated resource planning for standardized concurrent construction during project development, with identifying the characteristics of construction activities under standardized concurrent planning and determining the activity-resources types that affects resource planning. Both will function as a basis for modeling these construction activities in a computer-interpretable manner and for automation in resource planning.

• Health Policy and Management
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• v.17 no.3
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• pp.1-25
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• 2007

Relative value scales introduced in 2001 remarkably improved health insurance fee schedule, but current relative value scales have many problems. In the beginning the government intended to introduce 'resource based relative value scales(RBRVSs)' like USA, but political adjustment of RBRVS studied in 19.17 weakened the relationship between relative value scale and resource consumption. So unbalance of health insurance fees are existing till now. Also relative value was not divided to physician work and practice expense, and malpractice fee was not divided separately. To correct the unbalance of current relative value scales, the refinement project of health insurance relative value scales started in 2003. The project team divided relative value scales into three components, which are physician work, practice expense, malpractice fee. Physician work was studied by professional organizations like Korean medical association. To develop the practice expense relative value, project team organized clinical practice expert panels(CPEPs) composed of physicians, nurses, and medical technicians. CPEPs constructed direct expense data like labor costs, material costs, equipment costs about each medical procedures. The practice expense relative values of medical procedures were developed by the allocation of the institution level direct & indirect costs according to CPEPs direct costs. Institution level direct & indirect costs were collected in 21 hospitals, 98 medical clinics, 53 dental clinics, 78 oriental clinics, and 46 pharmacies. The malpractice fee relative values were developed through the survey of malpractice related costs of hospitals, clinics, pharmacies. Putting together three components of relative values in one scale, the final relative values were made. The final relative values were calculated under budget neutrality by medical departments, that is, total relative value score of a department was same before and after the revision. but malpractice fee relative value scores were added to total scores of relative values. So total score of a department was increased by the malpractice fee relative value score of that department This project failed in making 'resource based' relative value scales in the true sense of the word, because the total relative value scores of medical departments were fixed. However the project team constructed the objective basis of relative value scale like physician's work, direct practice expense, malpractice fee. So step by step making process of the basis, the fixation of total scores by the departments will be resolved and the resource based relative value scale will be introduced in true sense.

• Korean Journal of Construction Engineering and Management
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• v.6 no.6 s.28
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• pp.193-204
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• 2005

Conflict is aroused when different people having different interest work together for fulfilling same the objectives. As the construction field is large, complex, volatile and requires tremendous capital, there are always greater challenges and possibility of risks of conflicts. Poor management practices in construction site and trying to protect risks and threats by contracting parties are the cited sources of the construction conflicts. The best management practice is to resolve the problems before these cultivate as conflicts. This paper has identified six dispute avoidance factors-Convince, Coordination, Consideration, Compromise, Consolation and Coercion. Six 'C' factors described in this paper are the mantra (formula) to execute a conflict free construction project. The conflict avoidance factors have been verified through a successfully executed project called TEVT development project (Technical Education and Vocational Training) during 1993-1998 in Nepal. The results show that the six 'C' factors 'C' considered during the implementation of the project, construction conflicts would be controlled or minimized effectively.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.635-644
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• 2020

The construction industry in developing countries like Vietnam, which incorporates small and medium construction enterprises, is typically more prone to disputes and contract dispute-related lawsuits. A dispute may occur at any time in the life cycle of the project. It is sometimes solved with the intermediation of a lawyer or directly by stakeholders. Understanding the causes of disputes in a construction project not only improves the efficiency of a company but also increases the success of projects. This study was carried out using a questionnaire survey at construction projects in Ho Chi Minh City. Sample data with 117 observations were analyzed to find the disputing factors in construction projects: diversity of working style among the parties; reluctance to work; and poor teamwork. Correlation coefficient on a rank of factors between design consultant and contractor; Design consultant and project owners are positively correlated. The Exploratory Factor Analysis (EFA) analysis identified six groups of factors in construction disputes: cooperation, technology, economics, productivity, information, and behavior. The findings are useful for enterprise practice and provide participants with an overview of sources of dispute. Thus, a more complete risk management plan can be formulated, which will accelerate project progress and improve the likelihood of success.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.369-374
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• 2009

Project-based joint ventures are often used in the construction industry to assemble an organization that meets a client's project needs and matches or exceeds the capacities of competitors. The joint venture / partnerships provides the means for a firm to quickly add resource, political, technical, or other required strengths that will increase project acquisition. This paper sets out to study the types of joint ventures, different issues or problems while having joint ventures and the critical factors that contribute to successful joint ventures. A questionnaire was designed and administered to survey the issues and present practices of joint ventures in the South Florida construction industry. Along with the questionnaire, personnel interviews were also conducted to get first hand knowledge about the subject matter. The results are presented in the paper. These results specifically identify the overall practice of joint ventures in South Florida as well as indicate the most significant factors leading to failure or success of these ventures.

• The Journal of Information Technology and Database
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• v.3 no.2
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• pp.97-118
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• 1996

Information systems quality engineering is one of the most problematic areas in practice and research, and needs cooperative efforts between practice and theory [Glass, 1996]. A model for evaluating the quality of system development process and ensuing success is proposed based on information processing theory of project unit design. A nomological net among a set of quality variables is identified from prior research in the areas of organization science, software engineering, and management information systems. More specifically, system development success was modelled as a function of project complexity, system development modelling environment, user participation, project unit structure, resource availability, and the level of iterative nature of development methodology. Based on the model developed from the information processing theory of project unit design in organization science. appropriate quality metrics for each variable in the proposed model are matched. In this way, a framework of relevant systems development and success quality metrics for controlling systems development processes and ensuing success is proposed. The causal relationships among the constructs in the proposed model are proposed as future empirical research for academicians and as managerial tools for quality managers. The framework and propositions help quality manager to select more parsimonious quality metrics for controlling information systems development processes and project success in an integrated way. Also this model can be utilized for evaluating software quality assurance programmes, which are developed and marketed by many vendors.