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Edward Jaselskis, William Rasdorf, Min Liu, Abdullah Alsharef, Frank Bowen, Majed Al-Ghandour and Larry Goode

Factors Affecting Bid Let Dates on Transportation Mega Projects

Abstract: North Carolina Department of Transportation (NCDOT) projects with construction costs of $50 million or more, known as mega projects, make up more than 50% of their total construction expenditures while representing less than 10% of the total project count. The estimated let dates and construction expenditures for these projects can vary significantly based on the type of project, work to be accomplished, and unpredicted events. This paper presents study results of various internal and external factors that relate to bid let date delays. The research methodology involved an extensive literature review and interviews with 23 NCDOT subject matter experts and construction contractors to better understand why mega project miss their planned let dates. Results revealed several factors that affect the let date including the owner's ability to acquire the right-of-way in a timely manner, the ability to coordinate with utilities and railroads, and delays in obtaining environmental permits. The study also collected and analysed data pertaining to strategic milestones and provides insights into the likelihood of meeting a particular let date.

Keywords: Transportation Mega Project, Contract Award, Let Day Delay

DOI: https://doi.org/10.24928/JC3-2017/0081

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Series: jc3:2017 (browse)
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Fletcher, Desmond; Shiratuddin, Mohd Fairuz

Developemnt of Southern Miss's Innovation and Commercialization Park Virtual Reality Environment

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Series: convr:2006 (browse)
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Grilo1 A, Betts M, Clark A, Mateus M

Effectively managing the construction network: the enabling role of IT

Abstract: The aim of this paper is to give new insights to researchers that are working on CIC. It stresses that if we only pursuit fill construction information integration and automation we will miss a great opportuniiry to radicalIy improve the construction process. The paper claims that the efective management of the interdependence of the construction process will require that construction companies reengineer their business processes and networks in -order to form IT- enabled networked firms and that pointing towards CIC we should consider three different levels: industry; inter-organistional; and within companies.

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Full text: content.pdf (1,214,492 bytes) (available to registered users only)

Series: w78:1995 (browse)
Cluster: papers of the same cluster (result of machine made clusters)
Class: class.strategies (0.073689) class.commerce (0.017698) class.analysis (0.010991)
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Permission to reproduce these papers has been graciously provided by the Stanford University, USA. The support of the editors, particularly Prof. Fischer is gratefully appreciated.


Mohamed Marzouk, Ahmed Al-Desouy, Moheeb El-Said

Using Business Process Management in Design Coordination for Construction Projects

Abstract: Engineering management plays a very important role in the economics of most developing countries. Nowadays, management is very common to all projects, while each design project has additional and unique set of design tasks. Project design failure occurs when one party (or parties) of the project team is/are unable to perform his/their contractual duties in presence of the project miss-coordination. In many cases, following a well-design management plan is a good attitude, compared to waiting for problems to occur and then try to react in order to avoid failure. Business project management has been proposed as a solution to provide insight into potential problem areas and to identify, address and eliminate them before they derail the project. The business process management interference in the design life cycle of a project is not to avoid all cases of miss-coordination and client requirements implementation (which are impossible) but to reorganize and manage them. The objectives of this research are: i) identify the main departments and their tasks, which can affect the project design life cycle generally for buildings and consequently the success or failure of the project coordination, ii) indicate the relative importance of every stage, iii) gather the activities affecting project management, iv) establishing a computer program in order to assist in project coordination, and v) develop practical recommendations and guidelines to avoid or decrease the effect of miss-coordination in design process. A detailed case study is presented to demonstrate the practical use of the proposed business process tool.

Keywords: Business process management, Engineering consultancy firms, Building project hierarchy

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Series: w78:2010 (browse)
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