Although the client's objectives of balancing cost, time and performance have not changed, the complexity of the design and construction of modern buildings today requires a thorough understanding of the factors affecting these objectives if they are to be accomplished. This study therefore begins by analysing the client's objectives to establish the factors affecting each objective and to determine the inter-relationship and possible conflict between these factors. The principal types of contracts and methods of selecting a contractor are then identified. The methods of selecting a contractor are then evaluated according to these factors and their effects on the client's objectives are established. This evaluation is then used as the basis for recommending a procedure to choose which method should be used to select a contractor, in order to accomplish the client's objectives, under differing circumstances.

Thesis: M.S., Massachusetts Institute of Technology, Department of Civil Engineering, 1979 / Bibliography: leaves 113-116. / by Avraham Arie Szwarcbard. / M.S. / M.S. Massachusetts Institute of Technology, Department of Civil Engineering

A study on the use of computers for the management of construction projects has been conducted. The findings of this study will be presented here and will consist of: 1. An examination of the different utilization of computers in the field of construction management. 2. An analysis of the methodology of some well known computer software packages used by many construction companies. 3. A complete documentation of computer codes that have been developed a. to illustrate the use of computer graphics for an effective utilization of some construction management techniques such as the bar chart b. to solve the problem of resource leveling with a method named the Minimum Moment Algorithm.

Der erste Teil der Arbeit setzt sich kritisch mit Erkenntnissen aus der Literatur zum Thema Lean Construction auseinander und trägt diese zusammen. Dabei sollen nicht konkrete Methodiken und Arbeitsweisen im Fokus stehen, sondern dessen Auswirkungen und angestrebten Ziele. Im nächsten Teil der Arbeit geht es um die Interviews, wie diese umgesetzt wur- den und welchen Methodiken aus den Sozialwissenschaften eingesetzt wurden, um eine möglichst saubere Sammlung von Daten zu gewährleisten. Anschließend erfolgt eine Einordnung der Erkenntnisse aus den Experteninter- views. Als Ergebnis soll eine praxisnahe Aufarbeitung von den Möglichkeiten und Chancen durch die Einführung von Lean Construction entstehen. Der letzte Teil bietet somit eine an die Stakeholder eines Lean Construction Projektes ge- richtete Handlungsempfehlung, welche fehleranfälligen Bereichen innerhalb der Projekte entgegenwirken soll.:Abbildungsverzeichnis V Abkürzungsverzeichnis VI Gender-Disclaimer VII 1 Einleitung 1 1.1 Ausgangssituation & Themendarstellung 1 1.2 Relevanz des Themas & Motivation 1 1.3 Problembeschreibung & thematische Abgrenzung 2 1.4 Zielsetzung & Methode 3 1.5 Aufbau der Arbeit 3 2 Theoretische Grundlagen 4 2.1 Grundsätze von Lean Construction 4 2.2 Methodiken von Lean Construction 8 2.3 Mehrwert von Lean Construction 12 3 Methodische Vorgehensweise 15 3.1 Grundsätze des wissenschaftlichen Arbeitens 15 3.2 Vorbereitungsphase 17 3.3 Durchführung 20 4 Auswertung und Einordnung der Experteninterviews 23 4.1 Definition von Lean Construction 23 4.2 Ausgangssituation 23 4.3 Kosten- und Zeitverbesserungen 24 4.4 Qualitätsverbesserung und -sicherung 29 4.5 Flexibilität und Standardisierung 32 4.6 Mitarbeitermotivation und Stakeholderzufriedenheit 36 4.7 Umsetzung von Lean Construction 40 5 Fazit 40 5.1 Zusammenfassung 40 5.2 Ausblick 42 Literaturverzeichnis V Anhangsverzeichnis IX

No / What is management and how do the people who become managers take on a managerial identity? How does text inform the manager's identity? From cultural studies we understand that the relationship between text and reader is not passive but that each works upon the other and that text is active in forming the identity of the reader. However, analysis of management textbooks published since the 1950s reveals that textboks construct a world in which chaos is kept at bay only by strong management and in which strong management is based upon the rationality of modernity. This book exposes and analyses such claims-to-truths and theorises their arguments using the work of Butler and Foucault, the sociology of scientific knowledge, crtical legal studies, art history and queer theory. By revealing the post-modern turn in these texts,The Social Construction of Managementis both a critical and empirical study that explores the constitution of managerial identities in the age of masseducation in management. An exciting contribution to the growing body of knowledge within critical management studies, this book challenges the way we think about organizations and their management, and about management education as a whole. This is thought provoking reading for anyone studying management or working int he managerial organization

by Kwan Chi Ping. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaves 53-54.

A dissertation presented to the Higher Degrees Committee of the Cape Peninsula University of Technology in fulfilment of the requirements for the degree of Master of Technology: Construction Management, 2012 / This study investigated the underlying causes of rework in construction projects and the impact on overall project performance so that effective containment and reduction strategies can be developed. The objectives of the study were as follows: (i) to determine the influence different project types have on the causes of rework in construction projects; (ii) to determine the impact of rework on organisational and project performance; (iii) to determine the influence various project types have on rework costs (direct and indirect) in construction projects; (iv) to determine the influence various procurement methods have on total rework costs in construction projects; (v) to design and develop rework reduction and containment strategies. The research was motivated by several international and local studies demonstrating a lack of concern for the root causes of rework and the potential impact on cost, overall project performance, and the ‘value-addedness’ to the completed project. The research approach adopted included an exploratory and main study targeting purposively selected construction professionals and stakeholders in the Cape Peninsula metropolitan area of the Western Cape Province. The exploratory case study was carried out at the initial stage of the study to gain more insight into the causes and impact of rework on overall project performance. Specifically, data was collected by means of observation of physical works, semi-structured interviews with relevant parties directly involved in site operation and the analysis of site instruction record documents. The main study obtained data from 78 construction professionals and stakeholders via questionnaire survey, a survey conducted among design consultants and contractors in the general building category ranging from grade 3 to 9 who are registered with Construction Industry Development Board (CIDB). Descriptive, inferential statistics and probability distribution functions were used to analyse the data. The findings revealed that changes initiated by the client, changes initiated by the design team due to errors and omissions, poor coordination, and finally, integration among the design team were the major contributing factors to rework. Moreover, non-compliance with specifications, setting-out errors, low labour skills, and emphasis on time and cost aggravated the occurrence of rework on site. The study revealed that while there is no significant difference between the causes of rework and various project types, rework can and often does make a significant contribution to any project’s cost overrun. The total mean cost of rework as a percentage of the original contract value for new build project and refurbishment/renovation projects was 4.89% and 6.28% respectively. However, rework costs do not differ relative to project type or procurement method. Furthermore, the study revealed that cost overruns, time overruns and design team dissatisfaction all impacted on project performance. The findings indicate that designrelated rework can be minimised by implementing the following strategies: team building, involvement of subcontractors and suppliers, and design for construction. Moreover, involvement of subcontractors during construction, and the implementation of quality control and site quality management systems could also lead to reduction in rework during the construction phase. Furthermore, the probabilistic analysis of rework occurrence was determined in the projects selected; this analysis predicts the occurrence of rework so that a quantitative risk assessment could be undertaken prior to the commencement of construction. The research concludes by recommending that design and construction firms must develop organisational measurement systems for recording rework occurrence and its associated costs. It is by determining the frequency and costs of rework that effective strategies for its containment and reduction can be identified.

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.

Thesis (MBA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: This research report was conducted to critically review the methodologies and best practices prescribed by world class cost engineering experts and institutions, in order to develop a cost estimating model which organisations could use as a guideline for their cost estimates on large capital intensive projects. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag is gedoen om ‘n kritiese oorsig te doen op die metodes en beste praktyke voorgeskryf deur wereldklas koste ingenieur deskundiges en instansies, om sodoende ‘n koste beramings model te ontwikkel wat gebruik kan word deur organisasies as handleiding gedurende die koste beraming van hulle kapitale intensiewe projekte.

published_or_final_version / Real Estate and Construction / Master / Master of Science in Construction Project Management