Process of Planning during Construction
Publication: Journal of Construction Engineering and Management
Volume 120, Issue 3
Abstract
Following a previous paper, which described the planning process in the construction company at the early stages of prebid and preconstruction, this paper presents the results of a research program that studied the planning process carried out during construction. The paper focuses on the involvement of the various parties participating in the preparation of construction plans and on the characteristics and roles of various types of meetings that take place during construction. Special attention is given to analyzing the rationale of planning by meetings, as well as to examining the limitations of the current practice in construction companies. The data were accumulated through on‐site interviews and discussions with selected representatives of leading U.S. construction companies recognized for their progressive planning culture. The findings highlight the complexity and continuity of the planning process during construction, and they underline the importance of meetings as a primary planning mode.
Get full access to this article
View all available purchase options and get full access to this article.
References
1.
Anderson, S. D., and Woodhead, R. W. (1981). Project manpower management: management processes in construction practice. John Wiley and Sons, New York, N.Y.
2.
Brehmer, B., and Allard, R. (1991). “Dynamic decision making: the effects of task complexity and feedback delay.” Distributed decision making: cognitive models for cooperative work, J. Rasmussen, B. Brehmer, and J. Leplat, eds., John Wiley and Sons, Chichester, England.
3.
Cohenca, D., Laufer, A., and Ledbetter, W. B. (1989). “Factors affecting construction planning efforts.” J. Constr. Engrg. and Mgmt., ASCE, 115(1), 70–89.
4.
Duncan, B. (1972). “Characteristics of organizational environment and perceived environmental uncertainty.” Administrative Sci. Quarterly, 17(3), 313–327.
5.
Galbraith, J. R. (1977). Organization design. Addison‐Wesley, Reading, Mass.
6.
Guevara, J. M. (1979). “Communication in construction companies,” PhD thesis, University of Illinois at Urbana‐Champaign, Urbana, Ill.
7.
Hensey, M. (1992). “Making teamwork work.” Civ. Engrg., ASCE, 62(2), 68–69.
8.
Howell, G. A., Laufer, A., and Ballard, G. (1993). “Uncertainty and project objectives.” Proj. Appraisal J., 8(1), 37–43.
9.
Johansen, R. (1988). Groupware: computer support for business teams. Free Press, New York, N.Y.
10.
Laufer, A. (1990). “Decision‐making roles in project planning.” J. Mgmt. Engrg., ASCE, 6(4), 416–430.
11.
Laufer, A., Shapira, A., and Cohenca‐Zall, D. (1992). “The process of construction planning and its products: practice in mature companies.” Res. Rep., Nat. Bldg. Res. Inst., Haifa, Israel.
12.
Laufer, A., and Koskela, L. (1992). “Anticipatory project control.” Working Paper, Nat. Bldg. Res. Inst., Haifa, Isreal.
13.
Laufer, A., Shapira, A., Cohenca‐Zall, D., and Howell, G. A. (1993). “Prebid and preconstruction planning process.” J. Constr. Engrg. and Mgmt., ASCE, 119(3),426–444.
14.
Laufer, A., and Tucker, R. L. (1987). “Is construction project planning really doing its job? A critical examination of focus, role and process.” Constr. Mgmt. and Economics, 5(3), 243–266.
15.
Laufer, A., and Tucker, R. L. (1988). “Competence and timing dilemma in construction planning.” Constr. Mgmt. and Economics, 6(4), 339–355.
16.
Lawrence, P. R. (1981). “Organization and environment perspective.” Perspectives on organization design and behavior, A. H. Van de Ven and W. F. Joyce, eds., John Wiley and Sons, New York, 311–337.
17.
Lawrence, P. R., and Lorsch, J. (1967). Organization and environment. Harvard Business School, Harvard University, Boston, Mass.
18.
Nahapiet, J., and Nahapiet, H. (1985). The management of construction projects: case studies from the USA and UK. The Chartered Institute of Building, Ascot, England.
19.
Sanvido, V. E. (1984). “A framework for designing and analyzing management and control systems to improve the productivity of construction projects.” Tech. Rep. No. 282, Stanford University, Stanford, Calif.
20.
Sanvido, V. E., and Paulson, B. C. (1992). “Site‐level construction information system.” J. Constr. Engrg. and Mgmt., ASCE, 118(4), 701–715.
21.
Simon, H. A. (1960). The new science of management decisions. Harper & Row, New York, N.Y.
22.
Syal, M. G., Grobler, F., Willenbrock, J. H., and Parfitt, M. K. (1992). “Construction project planning process model for small‐medium builders.” J. Constr. Engrg. and Mgmt., ASCE, 118(4), 651–666.
Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 120 • Issue 3 • September 1994
Pages: 561 - 578
Copyright
Copyright © 1994 American Society of Civil Engineers.
History
Received: Jan 26, 1993
Published online: Sep 1, 1994
Published in print: Sep 1994
Authors
Metrics & Citations
Metrics
Citations
Download citation
If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Simply select your manager software from the list below and click Download.