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Introduction
Published in Len Holm, John E. Schaufelberger, Construction Superintendents, 2019
Len Holm, John E. Schaufelberger
Sections B, C, D, and E are organized along the four primary project phases. During preconstruction planning, the PM, superintendent, and upper management evaluate specific risks that are associated with the project, particularly those related to safety, cost, quality, and schedule. Risk analysis and risk management are critical skills essential to successful construction management. Section B of the book includes chapters dedicated to preconstruction services, constructability analysis, schedule preparation and the superintendent’s preconstruction plans; Chapters 4 through 7 respectively. All of these preconstruction processes and documents are connected to the role of the project superintendent.
Mobile BIM for the airport construction
Published in Ozan Koseoglu, Yusuf Arayici, Airport Building Information Modelling, 2019
Construction management is the act of overall planning, coordination, organizing, overseeing and control of the tasks involved in a construction project from inception to completion, focused on client requirements to produce a functional, efficient and financially viable project that will be completed on time within budgeted costs and the required quality standards. The INA BIM department has managed the execution of the construction project through the planning, design and construction phases by considering the quality, cost, time and scope.
Construction Management Delivery System
Published in Abdul Razzak Rumane, Handbook of Construction Management, 2016
Construction management is a professional management practice applied effectively to the construction project from the inception to the completion of the project for the purpose of managing (planning, organizing, executing, and controlling) schedule, cost, scope, and quality. Construction management services are generally offered by registered engineering firms/professionals having the ability and expertise to manage construction projects.
Responses to the COVID-19 pandemic in the construction industry: a literature review of academic research
Published in Construction Management and Economics, 2023
Frank Ato Ghansah, Weisheng Lu
As the construction industry follows government instructions and organisation-based policies regarding COVID-19 mitigation, more advanced innovative strategies can be deployed to ensure resilience. The industry is still immature with innovation adoption practices, such as digital technology integration into the management loop. However, limited studies have considered this investigation, especially in the construction industry amid the pandemic. Applying more advanced innovative strategies by integrating digital technologies in construction management can offer promises to ensure construction business continuity amid the pandemic crisis and position the industry to endure the risks of future pandemics. Aside from engaging digital technologies, the industry can also be innovative about its traditional construction management through various means of enhancements. More innovative efforts are required. Therefore, future research is encouraged to report on the feasibility of more advanced innovative management strategies, engaging digital technologies or not, in ensuring resilience in the local and international construction business amid the pandemic, taking lessons from other industries.
A Comprehensive Appraisal of the Factors Impacting Construction Project Delivery Method Selection: A Systematic Analysis
Published in Journal of Asian Architecture and Building Engineering, 2023
QingPing Zhong, Hui Tang, Chuan Chen, Martek Igor
The Project Delivery Method (PDM) selection in construction is a key step impacting project success (Dorsey 1997; Naoum 1994; Rwelamila and Meyer 1999). PDM describes how project participants are organized to interact in transforming the owner’s goals and objectives into a finished facility (Chen et al. 2011). It directly affects construction performance, including delivery speed, cost, and quality (Al Khalil 2002; Diao, Dong, and Cui 2018; Noorzai 2020). PDM can be viewed as both a contractual structure and compensation arrangement by which project owners acquire a completed facility fit to their needs (Mafakheri et al. 2007). There are several PDMs, and the most common approaches are design-bid-build (DBB), design-build (DB), construction management at risk (CM-at risk) – also known as construction management as general contractor (GC), engineering-procurement-construction (EPC), and integrated project delivery (IPD) (Li, Qin, and Li 2015; Qiang et al. 2015).
Exploring the environmental influence on BIM adoption for refurbishment project using structural equation modelling
Published in Architectural Engineering and Design Management, 2020
Anthony Okakpu, Ali GhaffarianHoseini, John Tookey, Jarrod Haar, Amirhosein Ghaffarianhoseini
The international Standard defines BIM as ‘shared digital representation of physical and functional characteristics of any built object which forms a reliable basis for decisions’ (ISO Standard, 2010). BIM is also a construction management tool for managing engineering problems that involves design, energy efficiency analysis, maintenance, documentation, and delivery for all different phases of project life cycle (Venkrbec et al., 2018). It manages this through information database coupled with object-based parametric modelling Gerrard et al. (2010). Recently, BIM has captured the attention of the construction sector due to its widely recognised benefits for building projects (Bryde, Broquetas, & Volm, 2013; Eastman et al., 2008), yet the use of BIM for refurbishment projects is just emerging (Ghaffarianhoseini et al., 2016). Refurbishment project can be carried out on existing building when it involves change in use, change of circumstances, subjective features of the decision maker and even optimisation of economic factors by improving energy efficiency (Aikivuori, 1996). Therefore, the multipurpose complex buildings in tertiary institutions can benefit from such operation. Although, the refurbishment sector is expected to provide value for money for sustainable retrofits and energy conservation, its performance is limited by its inability to adopt new technology successfully to improve its workforce (Ilter & Ergen, 2015). This phenomenon is prevalent in New Zealand environment where a large number of construction industries’ BIM adoption level is at a pre-BIM maturity stage (Huber, 2012; Okakpu et al., 2018).