Master-Arbeit Univ. St. Gallen, 2008.

Zugl.: Darmstadt, Techn. Univ., Diss., 2004. / Dateien im PDF-Format

At the Westsächsische Hochschule Zwickau, the trinational master program Regional and Eu-ropean Project Management was successfully established in cooperation with the Université de Bretagne Sud (France) and the Jihočeská Univerzita v Českých Budějovi?cích (Czech Re-public). The cooperation of all partners started in 2012. The international project group com-municated primarily via e-mail. With the start of the project in 2012 all data of e-mail commu-nication of the cooperation partners was stored. This collection of e-mails is an authentic and also specific communication material representing a successful project. It is specific for the reason that it is a multilingual communication on the one hand; on the other hand, the data backup over several years provides the possibility to analyze the communications in their de-velopment and sequentiality. With this material, a central topic of project management can be investigated: the project communication. In project management it has been documented sev-eral times that project communication plays a key role in the project's success. On the basis of the complex material described above, I will examine in this analysis the following question: What makes multilingual and intercultural project communication by e-mail successful? After embedding the research subject into the theoretical context, the project work and project control are analyzed in the context of a qualitative analysis. Based on eleven, primarily induc-tive developed analysis categories; four success-promising features can be worked out. These are the combination of e-mail communication with other forms of communication; the prac-ticed multilingualism; the developed group-identity and the changing leadership responsibility within the project group.

Univ., Diss.--St. Gallen, 2006.

The concept of smart cities points out the future cities, which will incorporate IoT and digitalization for facilitating the communication among people, their devices, government services, and various facilities that can provide enough services for the enormous population in the future cities. To achieve the goal of having the ideal smart cities, it is necessary to go digital and plan for having virtual imagination for every component in the cities, including the construction facilities. BIM method as a means of having a virtual vision of each element of the construction project glows in mind as one sort of assistance to reach this target. This thesis investigates the impact of BIM on the quality of communication in the future smart cities based on the literature review of the three smartest cities including Singapore, London, and Manchester.:Table of Contents List of Figures IV List of Tables V List of Abbreviations VI 1 Introduction 1 1.1 Problem Statement 1 1.2 Aim of the Study 3 1.3 Research Question 4 1.4 Methodology 4 1.5 Structure of Work 5 2 Research Methodology 6 2.1 Introduction 6 2.2 Overview of Common Research Methods 6 2.2.1 Inductive Method 6 2.2.2 Deductive Method 7 2.2.3 Inductive vs. Deductive Method 8 2.2.4 Quantitative Research 8 2.2.5 Qualitative Research 9 2.2.6 Tools for Data Collection 10 2.3 Research Scheme of This Thesis 16 3 Literature Review and Historical Background 19 3.1 Introduction to BIM 19 3.2 BIM Definition 20 3.2.1 National Institute of Building Sciences (NIBS) 20 3.2.2 Autodesk 22 3.2.3 Associated General Contractors of America (AGC) 22 3.3 BIM Levels 24 3.4 Application of BIM 25 3.4.1 Advantages of BIM 27 3.4.2 Disadvantages of BIM 29 3.5 History of employing BIM in construction projects 30 3.5.1 Before the year 2000 30 3.5.2 After the year 2000 31 3.6 Communication in construction projects 32 3.6.1 Communication, Combination of Factors 32 3.6.2 Communication Disorders in Construction Projects 33 3.7 BIM and Project Management 35 3.7.1 BIM vs. PMBOK 36 3.8 Smart Cities 36 3.8.1 Communication in smart city projects 37 3.8.2 Project Management in Smart Cities 39 3.9 Literature Review or Relevant previous studies 40 4 Case- Study 44 4.1 Singapore 44 4.1.1 BIM Use in Singapore 45 4.1.2 ITS Projects in Singapore 49 4.1.3 Intelligent Productivity and Safety System (IPASS) 50 4.1.4 Addressing Communication Challenges by BIM in the projects in Singapore 50 4.2 London, United Kingdom (UK) 52 4.2.1 Smart Projects in London (UK) 53 4.2.2 BIM Use in UK 55 4.2.3 Addressing Communication Challenges by BIM in the projects in UK 56 5 Conclusion 61 5.1 Summary of results 61 5.1.1 Findings of the Questions 62 5.2 Further Research Recommendation 63 Bibliography VIII

This paper analyses the current state of research regarding solution methods dealing with resource-constrained project scheduling problems. The intention is to present a concentrated survey and brief scientific overview on models, their decision variables and constraints as well as current solution methods in the field of project scheduling. The allocation of scarce resources among multiple projects with different, conflicting decision variables is a highly difficult problem in order to achieve an optimal schedule which meets all (usually different) of the projects’ objectives. Those projects, e.g. the assembly of complex machinery and goods, consume many renewable, e.g. workforce/staff, and non-renewable, e.g. project budget, resources. Each single process within these projects can often be performed in different ways – so called execution modes can help to make a schedule feasible. On the other hand the number of potential solutions increases dramatically through this fact. Additional constraints, e.g. min/max time lags, preemption or specific precedence relations of activities, lead to highly complex problems which are NP-hard in the strong sense.

Major clients of the construction industry have been found to organise construction work into fewer, but larger, contracts with more transfer of risk and responsibilities in response to a change from a sellers market to a buyers market, and facing a greater choice of procurement methods than ever before. Main contractors and consultants alike are moving towards multidisciplinary teams offering design and management services, challenging single service consultants or contractors and are in competition with each other over who is leading the process. A consolidation of firms at the upper end of the industry can be witnessed in order to access a wider market and new clients, and at the lower end a specialisation into specific skills or locations takes place, while medium sized firms are increasingly struggling to survive. A general procurement model serves to identify the appropriate procurement approach for construction needs, as neither clients or construction service suppliers represent a homogenous market. Clients demands for a ready purchase of design, procurement and management of construction from a single source have been found to be met most appropriately by contractor-led procurement under most, but not all, circumstances, particularly in respect of higher levels of efficiency, cost certainty and punctuality among other benefits. The consequences faced by a contractor in the leading role of the procurement process are significant, especially in terms of integrating and co-ordinating the entire supply chain to the satisfaction of the client and for anticipated repeat business. This is the chief factor of competitive strength for the struggle of long term survival. A classification model of procurement strategies in respect to parameters of supply risk, strategic importance and frequency of spend offers a tool for the appropriate choice of business relationship with different suppliers. It is to be anticipated that the future will see an intensification of the changes in the processes of construction procurement described and analysed, which may vary in extent from one market to another, but not in direction.

Die Arbeit verfolgt die Zielsetzung, Gestaltungsfaktoren für Erfolg und Misserfolg abgeschlossener Wissensmanagementprojekte und der damit verbundenen Veränderungsprozesse im Unternehmen empirisch zu evaluieren. Im Rahmen der Empirie werden wenige Projekte intensiv und systematisch mittels einer Mehrdimensions- und Mehrinstrumentenanalyse untersucht. Die dabei gewonnenen Erkenntnisse können in eine Evaluationsmethodik überführt werden, die sowohl die Projektplanung und -steuerung als auch die Erfolgskontrolle professionalisieren kann. Das Vorgehensraster ist ausgeprägt interdisziplinär angelegt: Es werden Aspekte der IT, des Projektmanagements, der Personal- sowie der Organisationsentwicklung gleichgewichtig berücksichtigt. Im Ergebnis zeigt sich eindeutig, dass heutige Wissensmanagementprojekte zu techniklastig umgesetzt werden und neben Versäumnissen im Projektmanagement zu wenige Personal- und in der Regel keine Organisationsentwicklungsmaßnahmen integriert werden.

Univ., Diss.--Bamberg, 2004.

School of Economics, Diss.--Helsinki, 2007.