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Digital capabilities in the construction industryAtuahene, Bernard Tuffour, Kanjanabootra, S., Gajendran, T. 24 March 2023 (has links)
No / Digitalization is transforming the way of doing business, and the construction industry is experiencing its fair share. It has necessitated the influx and growth of digital technologies application on construction projects and, to a larger extent, construction firms. In as much as this is a great initiative, early adopters in construction are still exploring, experimenting, and exploiting the potential of these digital transformations in their projects. There appears to be a gap in the digital capabilities needed in the construction life cycle and how these should be developed. A systematic review approach was used to identify digital technologies used in the construction industry. Literature on organization and digital capabilities was used to identify these capabilities and supported with examples from the UK and Australia to explain the capabilities. A case was made for how developing countries can develop digital capabilities in the construction industry from geographical distribution analysis from the systematic review and inference from the identified capabilities and the enabling approaches. Three main digital capabilities (digital mindset, digital infrastructure/investment and digital skillset) with sub-capabilities and two main approaches (firm and external) to developing these capabilities are discussed in this chapter. By implication, these capabilities are also useful in the construction industry in developing countries
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Critical success factors influencing project success in the Durban construction industryMsani, Thulani Armstrong January 2011 (has links)
Dissertation submitted in compliance with the requirements for the Masters Degree in Technology: Business Administration, Durban University of Technology, 2011. / This study presents an assessment of the perceptions of project managers and contractors regarding the critical success factors influencing project success in the Durban construction industry. To achieve this aim, questionnaires were administered to 95 project managers and 61 active grade four contractors in Durban. The critical success factors are encapsulated in components, that is, comfort, competence, communication and commitment (COMs). These components make up the four COMs model which forms a basis for evaluation of the questionnaires.
An in-depth analysis review of the literature on the critical success factors in the construction industry has affirmed the four COMs model. The interpretation of this quantitative study was conducted with the use of descriptive and inferential statistics presented in a tabular format.
The findings revealed that both project managers and contractors strongly support the critical success factors as significant in achieving project success. There was no significant difference in their perception of critical success factors, given the biographic differences between them. Achieving project success has eluded the Durban construction industry to a point where it is battling to keep existing clients. The critical success factors identified in this study have provided a way forward for project managers and contractors. Hence, the results presented in this study can be used as a guideline for successful execution of construction projects in Durban. The Construction Industry Development Board (CIDB) can play a pivotal role by providing an enabling environment which will facilitate the adoption of the results of this study. For example, the CIDB can amend its legislation on contracts by making them simple to comprehend. In this way the number of lawsuits between project managers and contractors would be drastically reduced.
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The building industries of eastern Brittany, 1600-1790Musgrave, Elizabeth Caroline January 1988 (has links)
No description available.
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Investment in canals and house-building in England, 1760-1815Ward, J. R. January 1970 (has links)
No description available.
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The role of knowledge management in stimulating innovation in the construction industryMulder, Hardus 12 1900 (has links)
Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Because Knowledge Management (KM) is seen as the process of formalizing activities relating to the creation and sharing of knowledge in an organization, it is often seen as a hindrance to innovation. Innovation is perceived as the domain of free-thinkers, who are not tied down by formal processes and paperwork, but who allow their imagination to roam free and can conceptualize exciting new ideas. Because of this, organizations which have a very formal KM system often argue that they cannot be innovative, while those organizations which see themselves as innovative are afraid to introduce a KM system, because they are afraid that they will lose some of their freedom.
In reality, this view is not strictly correct. While a KM system does require some processes to be formalized, it does not necessarily have to mean the end of innovation. In fact, it can assist innovation in a number of ways. By making knowledge available to a larger part of the organization, more employees are empowered to become innovative. KM systems do this by making knowledge regarding processes, procedures, and products available to employees. In addition, KM systems can assist in ensuring collaboration between various employees in an organization, as well as between employees of different organizations. When these diverse people combine their knowledge, innovation can occur more easily than when a single individual attempts to innovate. KM Systems can also assist innovation by putting knowledge-seekers in contact with the relevant holders of knowledge. When new innovations are first brought into a company, a proper KM system can assist with the dissemination of information regarding these innovations. In this way
innovations are easily and quickly diffused in a company. The construction industry is typically a projects-based environment, where teams are
created and disbanded on a continuous basis. Because of this project-orientated nature, a lot of innovation takes place because project teams are forever faced with new challenges. At the same time, the fact that teams are seldom maintained after the completion of a project, makes the use of a good KM system all the more relevant, to ensure that knowledge and learning is made available throughout the organization. The construction industry is also very fragmented and, in order to ensure collaboration between various role players, a good KM system should enable employees from different companies to work together across company borders. The role of management in ensuring the success of KM and innovation is vital. Management needs to be seen as providing the thrust for using the KM system, as well as for being innovative and ensuring that the organisation remains open to learning and new ideas. For innovations and KM to be effective in the construction industry, there are a number of prerequisites, not least of which is the culture of the organisation, which should be one of innovation, learning and openness to new ideas. / AFRIKAANSE OPSOMMING: Omdat Kennisbestuur (KB) gesien word as die proses van formalisering van aktiwiteite wat te doen het met die skep en deel van kennis in 'n organisasie, word dit dikwels gesien as 'n klip in die pad van innovasie. Innovasie word gesien as die area van vrye denkers, wat nie teruggehou word deur formele prosesse en papierwerk nie, maar wat hulle verbeelding vrye teuels gee en wat opwindende nuwe idees kan uitdink. As gevolg hiervan dink organisasies wat 'n baie formele KB stelsel het dikwels dat hulle nie kan innoveer nie, terwyl die organisasies wat hulleself sien as innoverend, dikwels versigtig is om 'n KB stelsel te implimenteer, omdat hulle bang is
dat hulle 'n deel van hulle vryheid sal verloor. In werklikheid is dit nie reg nie. Terwyl 'n KB stelsel vereis dat sommige prosesse geformaliseer word, beteken dit nie noodwendig die einde van innovasie nie. Trouens, dit kan innovasie aanmoedig op verskeie maniere. Deur kennis meer beskikbaar te maak aan 'n groter deel van die organisasie, word meer werknemers in staat gestel om innoverend te wees. KB stelsels doen dit deur kennis aangaande
prosesse, prosedures en produkte toeganklik te maak vir werknemers. KB stelsels kan ook help om samewerking te verseker, beide tussen werknemers van dieselfde organisasie en werknemers van verskillende organisasies. Wanneer die diverse mense hulle kennis saamvoeg, geskied innovasie makliker as wanneer een individu probeer om te innoveer. KB stelsels kan ook innovasie aanhelp deur die kennis soekers in verbinding te stel met die relevante houers van kennis. Wanneer nuwe innovasie die eerste keer in 'n maatskappy inkom, kan 'n ordentlike KB stelsel help met die verspreiding van die kennis aangaande die innovasie. Op die manier word innovasies maklik en vinnig opgeneem in 'n organisasie. Die konstruksie industrie is tipies 'n projek gebaseerde omgewing, waar spanne geskep en ontknoop word op 'n voortdurende basis. As gevolg van die projekgeorienteerdheid, gebeur 'n klomp innovasie, omdat projek spanne heeltyd nuwe uitdagings moet oorkom. Terselfdertyd maak die feit dat spanne selde bymekaar bly na afloop van 'n projek, die gebruik van 'n goeie KB stelsel nog meer relevant, om te verseker dat kennis en leer deur die organisasie beskikbaar is. Die konstruksie industrie is ook baie gefragmenteer, en om samewerking tussen die onderskeie rolspelers te verseker, behoort 'n goeie KB stelsel werknemers van verskillende
maatskappye in staat te stel om saam te werk. Die rol van bestuur om te verseker dat KB en innovasie 'n sukses is, is uiters belangrik. Bestuur moet gesien word as toegewyd aan die gebruik van die KB stelsel, sowel as aan innovasie en om seker te maak dat die organisasie ontvanklik bly vir
leer en nuwe idees. Vir innovasie en KB om effektief te wees in die konstruksie industrie, is daar 'n aantal voorvereistes, waarvan die kultuur van die organisasie een is. Die kultuur behoort een van innovasie, leer en openheid vir nuwe idees te wees.
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Supporting consistency in linked specialized engineering models through bindings and updating.Olivier, A. H. 12 1900 (has links)
Thesis (PhD (Civil Engineering))--University of Stellenbosch, 2007. / Elements of the Architecture-Engineering-Construction (AEC) industry are
the result of a process involving planning, engineering and construction.
A number of professions and professionals are involved, and the process is
characterized by frequent changes. Consequently the problem of consistency
of information is a major concern which casts a shadow on the integrity of
the process. The research described in this dissertation was aimed at the
development of techniques and technologies which can alleviate the problem
of information exchange and consistency.
Currently some commercial software applications support users working
in an integrated environment in the exchange of information between different
models. However, this is limited to the suite of models provided by
the software vendor and consequently it forces all the parties involved in a
project to use the same software. This excludes potential participants and
the software-suites are usually expensive as well.
In contrast, the research described here investigated ways of using standard
software applications, which may be specialized for different professional
domains. These are linked for effective transfer of information and a
binding mechanism is provided to support consistency between the models.
This prevents the exclusion of participants, allowing them to use familiar
software packages, without losing the ability to keep the various models
consistent amongst project partners. This is of particular importance to
specialists that use problem specific applications which may not be included
in expensive, integrated suites.
The solution approach presented in the dissertation accounts for the
following well known properties of the AEC industry:
Ownership - each model that abstracts a specific aspect of the project is
created, manipulated and controlled by a responsible person/party. No one
may circumvent the model owner to manipulate a model.
Diversity - the various role players often do not understand the complexity
and value of the work of the other parties involved.
Long transactions - the time duration of tasks in the construction industry
is not short and information cannot be managed on a transaction basis.
The various role players must be supported to work in parallel, exchanging
relevant information constantly as the project develops. The proposed solution consists of a linking and binding mechanism that
supports the definition of inter-object dependencies. These dependencies
are described by Binder instances. Update behavior is assigned to Binder
instances through customized Updater instances. The binding mechanism
addresses important issues like change detection, update sequence determination
and the execution of an update in dependent models.
The proposed solution was successfully implemented using a CAD system
and an independent Finite Element application in order to verify the
theoretical aspects of the work.
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Total quality management in the constructed projectPoon, Kai-jee, Edward., 潘啓智. January 1989 (has links)
published_or_final_version / Surveying / Master / Master of Science in Construction Project Management
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Identification, quantification and classification of risks pertaining to building contractors in the JBBCC (Principal Building Agreement)06 September 2010 (has links)
Risks are present in every aspect of business. As one of the biggest industries worldwide, the
construction industry is plagued with risks. Being such a large industry, there are hundreds of
contracts signed every day. These contracts range from new construction, refurbishment to
maintenance. Some projects are simple and worth few thousands of dollars where others are
complex and may cost hundreds of millions. Irrespective of how simple or complex the
project is, all projects are exposed to risk and can go wrong (Edwards and Bowen, 2005).
Construction is governed by complicated contracts and involves complex relationships in
several tiers (Abdou, 1996). According to Sawczuk (1996) as soon as the employer and the
contractor have signed a contract they have taken on board risks. Their awareness of the risk
and the steps to be taken to manage their share of the risk, will determine the likelihood of
problems occurring. Construction projects have an abundance of risk, contractors cope with it
and owners pay for it. The construction industry is subject to more risk than any other
industries. Taking a project from initial investment appraisal to completion and into use is a
complex and time-consuming design and construction process. It requires a multitude of
people with different skills and a great deal of effort to co-ordinate a wide ranges of disparate,
yet interrelated, activities. Inevitably, this complex process is compounded by many
unexpected events that may cause loss to the client and other involved parties (Shen, 1999;
Flanagan and Norman, 1993).
According to Carter et al. (1997) the construction industry is facing a more challenging
environment than any time in the past. Client expectations have grown higher and they call
for better quality and service. Smith (1998) highlighted that for years the South African
building industry had a very poor reputation in managing construction risks. These risks could
be prevented or reduced if management takes action at early stages ofthe project life cycle. In
order to overcome these limitations and improve the image of the South African construction
industry, this research aims to develop an innovative framework to enable construction
contractors to identify, quantify and classify the risks associated with the Joint Building
Contracts Committee (JBCC) Principal Building Agreement (PBA). This will help making
decisions on informed bases. In addition, it will enable contractors develop particular course
of actions to mitigate the effects ofthese risks. The research methodology designed to achieve
this aim consisted of literature review, questionnaire and interview. Firstly, the literature
review was used to review risk management in construction, construction contracts, Risks are present in every aspect of business. As one of the biggest industries worldwide, the
construction industry is plagued with risks. Being such a large industry, there are hundreds of
contracts signed every day. These contracts range from new construction, refurbishment to
maintenance. Some projects are simple and worth few thousands of dollars where others are
complex and may cost hundreds of millions. Irrespective of how simple or complex the
project is, all projects are exposed to risk and can go wrong (Edwards and Bowen, 2005).
Construction is governed by complicated contracts and involves complex relationships in
several tiers (Abdou, 1996). According to Sawczuk (1996) as soon as the employer and the
contractor have signed a contract they have taken on board risks. Their awareness of the risk
and the steps to be taken to manage their share of the risk, will determine the likelihood of
problems occurring. Construction projects have an abundance of risk, contractors cope with it
and owners pay for it. The construction industry is subject to more risk than any other
industries. Taking a project from initial investment appraisal to completion and into use is a
complex and time-consuming design and construction process. It requires a multitude of
people with different skills and a great deal of effort to co-ordinate a wide ranges of disparate,
yet interrelated, activities. Inevitably, this complex process is compounded by many
unexpected events that may cause loss to the client and other involved parties (Shen, 1999;
Flanagan and Norman, 1993).
According to Carter et al. (1997) the construction industry is facing a more challenging
environment than any time in the past. Client expectations have grown higher and they call
for better quality and service. Smith (1998) highlighted that for years the South African
building industry had a very poor reputation in managing construction risks. These risks could
be prevented or reduced if management takes action at early stages ofthe project life cycle. In
order to overcome these limitations and improve the image of the South African construction
industry, this research aims to develop an innovative framework to enable construction
contractors to identify, quantify and classify the risks associated with the Joint Building
Contracts Committee (JBCC) Principal Building Agreement (PBA). This will help making
decisions on informed bases. In addition, it will enable contractors develop particular course
of actions to mitigate the effects ofthese risks. The research methodology designed to achieve
this aim consisted of literature review, questionnaire and interview. Firstly, the literature
review was used to review risk management in construction, construction contracts, / Thesis (M.Sc.Eng.)-University of KwaZulu-Natal, Durban, 2008.
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Strategic international risk variables influencing South Africa’s grade 9 construction firms’ entry mode choices into other African countriesNcalo, Trevor January 2017 (has links)
Thesis is submitted in partial fulfilment for the degree of M.Sc. Building(Construction Project Management) to the Faculty of Engineering and the Built Environment, School of Construction Economics and Management at the University of the Witwatersrand, Johannesburg, 2017 / When firms expand into foreign markets, selecting the right entry mode strategy can be challenging and there are many variables that should be taken into consideration. There are various theories and constructs in the study of entry mode choice and risk is one of the common theories. It is therefore imperative for managers to take strategic international risks into consideration when deciding on an entry mode strategy. This study investigates the influence of these risk variables on the selection of entry mode strategies by managers within South Africa’s grade 9 construction firms. Research on entry mode choice dates back as far as the 1980’s and over the years many theories have been developed, thus a deductive research approach has been adopted for this study.
Research aim:
The aim of this study is to investigate the influence of strategic international risk variables on the preferred entry mode strategy, within the context of South Africa’s construction industry focusing on grade 9 firms registered with the CIDB (Construction Industry Development Board).
Research questions:
What is the general profile of managers in South Africa’s grade 9 construction firms involved with the entry mode strategy decision?
Which entry mode strategy is preferred by managers in South Africa’s grade 9 construction firms, when venturing into other construction markets on the African continent?
and, what influence do strategic international risk variables have on the preferred entry mode choice by managers in South Africa’s grade 9 construction firms?
Research methodology:
The purpose of this study was to investigate the influence of strategic international risks on the preferred entry mode choice. The study is founded on a direct realist philosophy. The survey research strategy was used and a questionnaire was sent out to collect the required data and the mono-method research choice was applied to collect and analyse the data. Furthermore, a cross-sectional time horizon has been applied in this study. The qualitative data collection method was used together with the qualitative content analysis method of analysis.
Research procedure:
To answer the above questions, Grade 9 contractors / XL2018
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Implementation of e-procurement by the Gauteng Department of Infrastructure Development and its impact on the development of small and medium construction firmsSithole, Ronald Alfred January 2017 (has links)
Thesis is submitted in partial fulfilment for the degree of Master of Building (Project Management) to the Faculty of Engineering and the Built Environment, School of Construction Economics and Management at the University of the Witwatersrand, Johannesburg, 2017 / E-procurement has been implemented globally with the aim of optimising efficiency and
effectiveness within procurement processes of organisations and has become one of
the preferred systems for the acquisition of goods, works and services. In recent years,
e-procurement processes have been widely adopted and their application has been the
norm in many organisations’ procurement processes. However, while e-procurement
presents some significant opportunities, a set of challenges has emerged with the
implementation of e-procurement. For example, in the South African context, small and
medium construction firms (SMCFs) that do not have access to technological
infrastructure are often not able to participate fully in the e-procurement transactions. In
that regard, the implementation of e-procurement by the Gauteng Department of
Infrastructure Development (GDID), a public sector organisation within the Republic of
South Africa (RSA) and its impact on the development of SMCFs was investigated in
this study. This was done to ascertain the extent of e-procurement implementation and
the experiences of SMCFs, benefits and challenges associated with this in the study
area. In order to address the research question, the research design adopted involved a
detailed examination of the e-procurement methodologies used by the GDID in its
procurement for infrastructure projects. This was done through the utilisation of
questionnaires. 10 GDID officials chosen through the utilisation of a combination of the
stratified random and purposive sampling methods, participated on the research.
Secondly, to ascertain the impact of e-procurement implementation on the development
of SMCFs, 250 SMCFs within the GDID supplier database were emailed questionnaires
to obtain information regarding their experience, benefits realised and the inhibiting
factors associated with their participation in e-procurement. The 250 SMCFs were
selected through purposive sampling method were selected on the basis that they
participated in the procurement of infrastructure projects implemented by GDID in the
previous three financial years which are 2014/15; 2015/16 and 2016/17. Twenty-seven
of the 250 SMCFs responded. The e-procurement methodologies used by the GDID
were found to be e-notification, partial e-tendering, e-contract award, e-contract
management and e-maintenance, repairs and operations (e-MRO). There was no single
integrated e-procurement system used for carrying out all the e-procurement activities.
E-notifications were done through the notification of tender opportunities for
infrastructure projects through the Government Tender Bulletin, Construction Industry
Development Board (CIDB) website, Department of National Treasury e-tenders’ portal
and the Lead-2-Business website. Partial e-tendering is carried out through the
Department of National Treasury e-tenders portal. E-contract award was done through
sending of award letters to service providers as email attachments. E-contract
management is done through the utilisation of Oracles’ Primavera P6 and Unifier
software and Microsoft Project and emails for normal formal communication and
circulation of instructions and project reports. E-MRO was done through the emaintenance
software developed by GDID. It was also found that only around 33.3% of
the 27 SMCFs that responded were able to fully engage with all the 5 major eprocurement
methodologies, excluding e-MRO implemented by the GDID. The
remaining SMCFs still relied on the utilisation of a combination of both electronic and
paper based systems. The main impact of e-procurement on the development of
SMCFs was found to be both positive and negative. On the positive side, it increased
profitability through cost saving benefits and reduction in time required for transactions,
increased their market access (as they are able to view more tender opportunities),
made transactions faster, increased production rate on site (through reduction in the
time spent on tendering, thus releasing more time for managing projects on site), and
safer storage and back-up of information for reference purposes and benchmarking of
other projects, as well as, for dispute resolution. The main disadvantages were found to
be high capital cost of procuring and installing Information, Communication and
Technology (ICT) infrastructure, the lack of resources, unreliable power supply, security
risk and the lack of infrastructure and the non-compatibility of different software
packages and application (interoperability challenge). The study confirms that the use of
e-procurement by the GDID is still evolving and is yet to be fully implemented in a way
that guarantees its full potential and benefits. It also confirms that e-procurement
impacts both positively and negatively on the development of SMCFs, and that the
systems need to be carefully designed and applied in order to ensure the growth,
inclusiveness, sustainability and development of SMCFs in South Africa. / MT2018
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