Construction Planning will increasingly play a more critical role within the realm of the Built Environment. Existing practices used to plan and communicate the construction process to be undertaken are failing to deliver the desired results for construction companies and clients alike. At a time of unprecedented growth in the industry around the world, which is leading to a general skills shortage, especially in management positions, construction planners are increasingly being asked to deal with more responsibility. As with other industries, technological improvement in the tools at their disposal is one way to address the inadequacies of the present situation. Increasingly, three dimensional design packages are being used to generate construction information which can then be used for quantities calculations, automated manufacturing processes and construction simulation. The latter forms the basis for their use in the process of planning, through new technologies being developed as virtual construction tools or 4D planning, the addition of time to the 3D model environment, but using the elements within the model as the basis for the construction programme. The benefit of using the design information to form the basis of the programme is that the interface tasks and logistical activities, as well as location related constraints, can be identified and then communicated to all levels within the construction team through a time based visual image. The purpose of this study is therefore to establish a scientifically analysed alternative method for the creation, review and delivery of construction programmes. In order to achieve the research objectives, three methodologies have been employed. Firstly, the literature review in the fields of planning including existing methodologies and previous research of 4D related techniques has been analysed. An overview of the perceived weaknesses to current practises and proposed solution will be explored and best case scenarios outlined and further investigated. Secondly, the 51 Lime Street project provides an environment in which the proposed 4D planning techniques have been implemented and the benefits of the process can, through observation / participation methodology, be validated. Thirdly, through interview questionnaires, with Lime St contractors and management, and e-mail questionnaires to a broader sample stratum, data on the ability of the tools, the techniques employed on 51 Lime Street and similar projects have been collated and statistically analysed to validate the reliability and relevance for future implementation. The result of the research will provide management teams with a practical alternative to existing planning methodologies. Construction planners will have alternative technique that can further enhance their role within the project team whilst increasing their ability to communicate the team’s vision to a wider audience, making them and the project more efficient and effective in the process. It has been proposed that clients insist on the use of 3D from the commencement of the design process so that this information can be passed downstream through the construction process and onto facilities management. Planners need to be able to communicate their requirements better and the 4D planning models provide both a more inclusive way of planning alongside a better communications medium in the form of moving images. A picture tells a thousand words.

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.

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

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.

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

published_or_final_version / Management Studies / Master / Master of Business Administration

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

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2019. / There is a need to draw a balance between satisfying needs, be they of the customer or the beneficiaries of the project, and that of maximising the utilisation of resources. Value management seeks to merge all aspects of the project process, and to find a balance between satisfaction of the project‟s needs and the stakeholder‟s interests. This technique is meant to improve the reconciliation and value of differing judgements and priorities to improve on the deliverables of the project. Consequently, the principles of defining and adding measurable value focuses on reaching the objectives, and finding solutions to problems before they appear. Therefore, the end results become an innovative way of integrating all operational activities, which enhance pre-emptive, risk aversive management. Value management is considered as a critical aspect in the effective management of project processes to reduce the high project failure rate in the construction industry. Part of the purpose of this study is to bring about awareness and knowledge of the effective use of the value management tool. This empirical research focused on project managers and other project practitioners who are tasked with the execution of project processes. A total of 125 respondents was drawn from the sampling frame. A structured questionnaire was used for the purpose, and collected data was captured and analysed, using the SPSS tool and an Excel spreadsheet. Relationships in the illustrations were interpreted and presented, forming the basis on which findings, conclusion and recommendations were made. A questionnaire has structured closed-ended questions (quantitative) and open-ended questions (qualitative) to complement each other. A mixed method approach (qualitative and quantitative) was applied to take advantage of the benefits of these two methods. The qualitative research applied a content analysis of the collected data.