Journal of Construction Engineering and Management

Linear scheduling methods provide an alternative way of scheduling repetitive projects, to the commonly used network methods. Critical path identification is a major attribute for both methods; therefore, it is very important for practitioners to understand the function of the two methods in this area. The present paper compares the critical path of the recently developed Kallantzis-Lambropoulos repetitive project model against the network scheduling critical path method (CPM), aiming at delving into and pointing out the differences and similarities between them. Initially, the rules for transforming the linear project into an equivalent CPM network are proposed. Then, the rules are applied on a sample linear project. Due to the additional constraint for maintaining resource continuity that the linear method takes into account, the critical paths vary. The constraint is subsequently removed from selected activities and comparison is repeated; the critical paths then coincide. In order to validate the findings and ensure impartiality of results, a random linear project generator is developed. A group of twenty-five random linear projects and their equivalent networks is produced. Their critical paths are analyzed, compared and classified. Conclusions support that the proposed comparison could be beneficial to users of linear scheduling methods, while the random project generator can serve other related research.

This paper attempts to find ways to reduce an owner’s construction contingency budget such that just enough contingency is allocated that will allow the owner to deal with uncertainties but at the same time not tie up valuable funds that can be used for other activities. It is suggested that the common practice of allocating a fixed owner contingency (e.g., 10% of the contract value) to all projects contracted out by an owner is not appropriate. Instead, a methodology is proposed whereby the owner (1) analyzes historical project data; (2) identifies the line items that are problematic; (3) takes the necessary measures at the preconstruction stage to streamline these line items with respect to site conditions, time constraints, constructability issues, and project scope; and (4) finally budgets contingency funds based on this information. A case study was conducted to analyze the contingencies budgeted and actually spent by an owner in nine parking lot projects. The findings indicated that a systematic approach such as the methodology proposed in this paper is likely to minimize the owner’s contingency budget.

The present study develops a new optimization algorithm to find the complete time-cost profile (Pareto front) over a set of feasible project durations, i.e., it solves the time-cost trade-off problem. To improve existing methods, the proposed algorithm aims to achieve three goals: (1) to obtain the entire Pareto front in a single run; (2) to be insensitive to the scales of time and cost; and (3) to treat all existing types of activity time-cost functions, such as linear, nonlinear, discrete, discontinuous, and a hybrid of the above. The proposed algorithm modifies a population-based search procedure, particle swarm optimization, by adopting an elite archiving scheme to store nondominated solutions and by aptly using members of the archive to direct further search. Through a fast food outlet example, the proposed algorithm is shown effective and efficient in conducting advanced bicriterion time-cost analysis. Future applications of the proposed algorithm are suggested in the conclusion.

Global construction projects that involve collaboration between participants from multiple countries can often lead to conflicts and delays due to different cultural perceptions of acceptable levels of safety among the different project participants. The current literature has not explored the origins, extent and costs of these delays, as well as ways to remedy them on global projects. Detailed case studies of four comparable global infrastructure projects indicate that legal rules, cultural values and the prevailing economic situation in their countries of origin, influenced project participants’ perception of safety. Differing mindsets on these projects clashed, leading to project delays and costs. Project participants unsuccessfully attempted to use a strategy of education to improve safety levels, and then resorted to more successful coercive strategies such as the imposition of fines. This research contributes to: practice, by identifying challenges that international contractors face when attempting to transfer safety techniques to developing countries on short-term global projects; and to theory by shedding light on cultural challenges faced on global projects.

Global construction projects that involve collaboration between participants from multiple countries often result in unique challenges, and costs due to cross-national interactions. Case studies performed to investigate the cross-national interactions and tensions present on global projects suggest that institutional differences—differences in workplace norms, legal regulations, and cultural values—contribute to these costs. We demonstrate how institutional theory—a branch of organizational theory—can comprehensively describe the cross-national challenges on global projects. We show how this theory can help practitioners to more accurately classify the cross-national issues they encounter, determine the causes behind the conflicts, and judge the relative ease with which each type of conflict can be resolved. However, there are gaps in the extant application of institutional theory that prevent us from predicting institutional conflicts on global projects and devising solution strategies. These gaps are identified and a research trajectory to understand them is proposed. This paper is aimed at starting a much-needed dialogue on the mitigation of cross-national issues on global projects, and not as a demonstration of methods to eliminate all cross-national conflicts.

A lean model has been proposed for the construction management of high-rise apartment buildings with customized apartment designs. It incorporates a number of changes to traditional management practice, including single-piece flow with pull scheduling, work restructuring, and multiskilling. A simulated construction process scenario was devised for experimental evaluation of the model. The simulation was first implemented as a live management game, in which participants played the roles of the clients, general contractor, and subcontractors. Eleven runs with different teams indicated that the lean model increased throughput, improved cash flow, and reduced apartment delivery cycle time. However, the limitations of the live simulation led the writers to implement a discrete event computer simulation of the same process. The computer simulation reinforced the findings of the live simulation and emphasized the specific beneficial effect of single-piece flow under pull scheduling. The lean model may be of immediate interest to construction planners and managers because it enables full customization with minimal waste and no additional resources. The demonstrative clarity of the lean model simulation, both live and computerized, makes it a powerful tool for education and research.