Presently, owners are interested in evaluating the feasibility of investing in the construction of new building projects based on cost and time constraints. They need to therefore have an idea about the project construction costs, the time required to finish construction of a project in its conceptual phase, and about the implementation of feasibility study. Because due to associated risks, construction cost estimates and schedules are vital to any project. The research’s objective is to develop a methodology that can be used to create an integrated computer model that helps owners and designers generate construction cost estimates, and derive the baseline schedule for any proposed building project at its feasibility stage. All the relevant data used within the model is collected from the literature and is stored in comprehensive databases designed for this purpose. The data is based on 2011 RSMeans publications and consist of around 4,000 previously constructed projects. The model is developed in a Microsoft environment using Microsoft Excel 2007 and Microsoft Project 2007. This model uses deterministic and stochastic approaches to execute all necessary calculations for the conceptual cost estimate and baseline schedule. A deterministic approach relies on realistic data while a stochastic one relies on incorporating the uncertainty and risk available in calculating the cost and duration of any construction building project. The model is user friendly, flexible and executes all the necessary calculations quickly. The successful development of the model would help owners and investors identify the cost and baseline schedule of proposed projects at the early stages of the project life, so that they have an idea of the budget required for construction and the time needed to recover their investment.

No description available.

The goal of this record of study is to examine the major facets involved in managing several petroleum service projects located in three different countries in the Gulf of Guinea simultaneously, while effectively engaging in business development activities for the Oil and Industrial Services Group (OIS). This work also furnishes adequate background on related subject matters to enable understanding of the projects presented. The petroleum services sector is the back bone of the oil and gas industry. Services companies are vital to the success of all petroleum and energy producers in the USA, the Gulf of Guinea and the world. There is a need and demand for these service companies because they play various roles such as logistics, drilling, construction, dredging, pipe laying, procurement, food supply, human resource supply, etc. The Gulf of Guinea comprises of countries from west and central Africa. This project was limited to Nigeria, Equatorial Guinea and Cameroon. This area holds the largest petroleum reserves in Africa and plays a vital role in the global supply of petroleum. The Oil and Industrial Services Group (OIS), plans to establish herself as one of the leading petroleum service companies in this gulf. To manage this expansion, I have taken the role of Gulf of Guinea manager to apply my background as a petroleum engineer as well as my business skills to build a successful division of the company. This work provides a record of study of the management of services, projects and contracts carried out by the OIS group in the gulf of Guinea. The following are the specific projects in the Gulf of Guinea that I participated in: Managing delivering, maintenance and marketing of offshore vessels, Offshore pipe laying project, Integrated pipeline maintenance project, Development a petroleum technical training facilities, Agbami pipe insulation project, Engineering lift project and Capital budgeting analysis for potential investments. The details of the specific tasks of the job, including objectives, description, managerial role, nontechnical aspects, approaches, information sources, discussions and contributions are projected in the body of this literature.

Through the exporting of a portion of site-based work to fabrication shops, modularization (MOD) can enhance efficiency in the construction industry. The industry, however, applies modularization at only a low level. To reach higher levels of modularization, the EPC industry needs new approaches. Previous studies have identified the current trends in and barriers to the industry's application of modularization. Moreover, in 2013, the Construction Industry Institute's (CII) Research Team 283 identified 21 critical success factors (CSFs) that create an optimum environment for a broader and more effective use of modularization. However, the researcher has identified a need to better understand the relative significance of MOD CSFs and their associations with project performance. Thus, the research was conducted to provide recommendations for better project performance by identifying correlations between the accomplishment of MOD CSFs and project performance and examining actual modular projects' MOD CSF accomplishment. This study identified four statistically significant positive correlations. Those are between the accomplishment of MOD CSFs and: 1) cost performance; 2) schedule performance; 3) Construction performance; and 4) Startup performance. In addition to the correlation analysis, the study also identified the CSFs that appear to contribute the most to 1) "Modular Project Success", 2) Construction success, 3) Startup success, 4) Cost performance, and 5) Schedule performance. To collect information on the actual industrial modular projects, the study surveyed industry experts. By using this study, many industrial project stakeholders from owners to fabricators, designers and EPC contractors, will be able to understand the relationships between MOD CSFs and project performance. Such an understanding should motivate them to achieve better project performance through implementing modularization CSFs. / text

published_or_final_version / Sociology / Doctoral / Doctor of Philosophy

Architectural, Engineering and Construction (AEC) projects are becoming more complex in terms of client requirements, stakeholder issues, physical, budget and time constraints, and safety and environmental concerns. These constraints have spawned ad-hoc innovations in some AEC projects, without structured frameworks for their assessment, resulting in varying success for these innovations. The primary goal of the thesis is to test an existing framework for evaluating innovative design and construction technologies for high-rise buildings by way of a case-study. The case study is a48-story structure (with an 8-level sub-grade parkade) in a downtown setting with significant constraints and challenges. Unlike most other assessment frameworks which are single-issue based (financial, cost, time or risk), a holistic method that captures a broad range of critical issues at the micro and macro levels is used to screen a number of construction innovations. The process highlights the primary difficulty in balancing stakeholder issues, technical/engineering requirements and project goals in assessing the overall feasibility and net benefits of an innovation. As a useful tool, it facilitates the engineering/technical judgment of proposed innovations and provides evidence of a sufficient trade-off between incremental 'cost and benefits' to justify a detailed evaluation and possible subsequent use of a subset of the innovations that passed successfully through a tiered first stage evaluation process. A secondary objective is to propose appropriate quantitative models for a detailed evaluation of the screened technologies that not only seeks to quantify incremental cost and benefits (e.g. time, increased revenue, etc.) but also assess the level of certainty (in benefits and cost) of innovative construction technologies. An illustrative evaluation provides insights as to the level of modeling and analysis required to evaluate an innovative or novel strategy both at the 'activity/work package' and project levels. The quantum of data required at the pre-construction planning stage coupled with the lack of easy to apply evaluation models probably accounts for the non-prevalence of detailed quantitative evaluation of innovative construction technologies on AEC projects, especially in terms of impact at the project level and the degree of certainty with which net benefits are likely to be achieved.

Many of the Third World countries are characterised by high levels of poverty in the rural areas. So, many government strategies are geared towards improving the living standards of the poor rural masses through introduction of cash crops in the agricultural sector. These are meant to create employment opportunities and provide a sustainable supply of income for the rural poor. Asparagus production in Lesotho is one of those strategies that was used by the government to combat rural poverty. In the past years, especially during the initial years of implementation of the asparagus project. the peasants achieved sustainable livelihoods. However, in the last decade, the asparagus project was confronted with many difficulties that made it less beneficial to the peasants. / Thesis (M.Sc.)-University of Natal, Durban, 2001.

The aim of this thesis is to evaluate how stakeholder participation should be implemented to improve societal acceptance for mega projects. Thereby societal acceptance is seen as a major contributor to project success in this context and involving society in decision-making and two-way dialogue is recognized as the most  effective to achieve this. Based on this research area, a theoretical framework was proposed for the mega project context including prerequisite, process and outcome criteria for stakeholder participation. In this sense, a critical realist ontology stance was assumed to develop the knowledge base and the research was carried out with a qualitative, deductive approach. The case of the coal-power plant “Datteln 4” project and its stakeholder participation forum were used as a unit of analysis for evaluating the proposed framework. From the case, data was collected from interviews with participants as well as forum documents and then analyzed using the template analysis. Based on this evidence, the proposed theoretical framework was adapted to a new case-based framework. The research had three objectives at the outset which were fulfilled in the discussion of the data findings. For the first of these, it was shown that the general link of stakeholder participation and societal acceptance is applicable to the mega project context. A second major finding was that the theoretical framework proposed in literature is relevant, however only to a certain extent. Contextual challenges pertaining to mega projects such as the nature of conflict, long duration and stakeholder positions, however, require more attention to these criteria. Lastly, the necessary further developments for the new case-based framework were discussed including that for mega projects underlying issues of transparency, expectations, power and atmosphere must constantly be considered in stakeholder participation. In conclusion, a stakeholder participation framework is presented that matches the context of mega projects and their need for societal acceptance. Therefore this thesis developed the theoretical knowledge on this underexplored area of project management, and for practitioners it offers criteria to consider during stakeholder participation in mega projects.

Six civil engineering and building projects under construction have been observed in order to compare theory and practice, and thus draw conclusions on how clients and their management teams may control construction effectively. It has been reported and the six studies have shown that during construction as problems occur decisions taken to tackle them result in changes to one or more of the independant variables cost, time and performance. It is therefore argued in this thesis that if these variables are to be controlled to the client's benefit: (i) clear responsibilities, duties and authority to make decisions should be given to the members of project management teams; (ii) a project control system should be set up which will help the management team to perform those duties; (iii) both the management team and the system should be organized to suit the particular project and client.

Thesis (MAppSc (Project Management))--University of South Australia, 1995