Production rates for various activities and overall construction project duration are significantly influenced by crew formation. Crews are composed of available renewable resources. Construction companies tend to reduce the number of permanent employees, which reduces fixed costs, but at the same time limits production capacity. Therefore, construction project planning must be carried out by means of scheduling methods which allow for resource constrains. Authors create a mathematical model for optimized scheduling of linear construction projects with consideration of resources and work continuity constraints. Proposed approach enables user to select optimal crew formation under limited resource supply. This minimizes project duration and improves renewable resource utilization in construction linear projects. This paper presents mixed integer linear programming to model this problem and uses a case study to illustrate it.
The purpose of this article is to present the preparation of Project Risk Assessment Methodology and its mitigation in complex construction projects. The main text provides a summary of the approach, the method used and the findings. The conclusions have been drawn that the proper tools for quantifying risks have to be based on the criteria specific for mathematical statistic and probability or at least fuzziness. Function, which makes possible to categorize any risks into one of the five categories, is a combination of probability and the impact on one of the items: people and their safety or budget, cost, schedule and planning or quality and performance. An attempt was made to express numerically the relationship between risks impacts and their level of likelihood. Also, a method of associating the influence of projects risks impacts on the extent of the likelihood of project risk occurrence which makes possible to determine the direction and the strength of this relationship was presented.
For a long time creativity, innovativeness and entrepreneurship have been at the heart of studies on economic growth of regions and cities. In the paper the three notions are scrutinised together to propose conceptual approach to establishing research and development pathways, based upon three-stage identification of: research problems, project patterns and relational mechanisms. The paper is concluded with a 63 Box – the approach helping to navigate throughout project preparation phase.
The paradox of enterprise management is the company must continually change in a dynamic and difficult-to-predict environment in order to achieve business continuity and profitability goals. The relatively low efficiency and awareness of the need for change at network organizations means the problems connecting with changes implementation, identification of conditions limiting their realizations and importance of final results are still significant. This article described this issue by the diagnosis of current state of the change management in various types of network organizations and showing how this state can be improved in the future. Assuming the organization will strive for conscious and organized change management.
This study presents a customized root cause analysis approach to investigate the reasons, provide improvements measures for the cost overruns, and schedule slippage in papermachine- building projects. The proposed approach is an analytical-survey approach that uses both actual technical data and experts’ opinions. Various analysis tools are embedded in the approach including: data collection and clustering, interviews with experts, 5-Whys, Pareto charts, cause and effect diagram, and critical ratio control charts. The approach was implemented on seven projects obtained from a leading international paper machine supplier. As a result, it was found that the main causes behind cost and schedule deviations are products’ related; including technical accidents in the Press section, damaged parts, design issues, optimization of the machine and missing parts. Based on the results, prevention measures were perceived.
We investigate the problem of setting revenue sharing rules in a team production environment with a principal and two agents. We assume that the project output is binary and that the principal can observe the level of agents’ actual eort, but does not know the production function. Identifying conditions that ensure the eciency of the revenue sharing rule, we show that the rule of equal percentage markups can lead to ination of project costs. This result provides an explanation for project cost overruns other than untruthful cost reporting.