Cost Management in Construction Projects: Rework and Its ...

Earned Value Method (EVM) is a basic approach of project cost management. However, this method did not be effectively used in construction project cost ... ArticlePDFAvailableCostManagementinConstructionProjects:ReworkandItsEffectsDecember2015MediterraneanJournalofSocialSciences6(6S6)DOI:10.5901/mjss.2015.v6n6s6p209Authors:MohammadMiriMohammadMiriThispersonisnotonResearchGate,orhasn'tclaimedthisresearchyet.MahsaKhaksefidiAmirkabirUniversityofTechnologyDownloadfull-textPDFReadfull-textDownloadfull-textPDFReadfull-textDownloadcitationCopylinkLinkcopiedReadfull-textDownloadcitationCopylinkLinkcopiedCitations(8)References(15)AbstractInIran,alotofmoneyspentannuallyonconstructionprojects,intheformofconstructionandnon-constructionprojects.Oneof theseriousshortcomingsofthemanagementconstructioninthecountry,isabsenceofaspecifiedsystemforrecordingthe actualcostsofvariousactivities.Projectcostmanagementisanactivitywhichdealsforecasting,planning,control,costfinding, analysisandassessment.Whenyourealizecostmanagementperformancetangibly,asaresultofmismanagement,lackof financialresourcesappearsinallthecomponentsofproject.Inthissituation,managerscanbeeffectivesupporttokeeptrack ofreworkeventsandplayanimportantroleontheperformanceandefficiencyofprojects.Reworkhasoppositeeffectonthe costandtimingofprojectsandsatisfactionofpeople.Numerousstudieshavebeencarriedouttoquantifythecostofrework projects.Amongthecausesofreworkingwecanmentionthefactorsrelatedtocustomers,factorsrelatedtothedesignand factorsrelatedtosubcontractors.Thispaperexaminestheconstructioncostmanagementandtheroleofrework.Basictopics inmanagementcostsarepresentedandreworkfactorsdiscussedindetailandfinallyrefertotheappropriatemethodsfor identifyingandmanagingreworktoreducethetotalcostofconstructionprojects. DOI:10.5901/mjss.2015.v6n6s6p209Discovertheworld'sresearch20+millionmembers135+millionpublications700k+researchprojectsJoinforfreePublicFull-text1Availablevialicense:CCBY-NCContentmaybesubjecttocopyright. ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015209CostManagementinConstructionProjects:ReworkandItsEffectsMohammadMiriMemberfacultyofEngineeringDepartment,VelayatUniversity,Iranshahr,IranEmail:m.miri@velayat.ac.irMahsaKhaksefidiMemberfacultyofEngineeringDepartment,VelayatUniversity,Iranshahr,IranEmail:[email protected]:10.5901/mjss.2015.v6n6s6p209AbstractInIran,alotofmoneyspentannuallyonconstructionprojects,intheformofconstructionandnon-constructionprojects.Oneoftheseriousshortcomingsofthemanagementconstructioninthecountry,isabsenceofaspecifiedsystemforrecordingtheactualcostsofvariousactivities.Projectcostmanagementisanactivitywhichdealsforecasting,planning,control,costfinding,analysisandassessment.Whenyourealizecostmanagementperformancetangibly,asaresultofmismanagement,lackoffinancialresourcesappearsinallthecomponentsofproject.Inthissituation,managerscanbeeffectivesupporttokeeptrackofreworkeventsandplayanimportantroleontheperformanceandefficiencyofprojects.Reworkhasoppositeeffectonthecostandtimingofprojectsandsatisfactionofpeople.Numerousstudieshavebeencarriedouttoquantifythecostofreworkprojects.Amongthecausesofreworkingwecanmentionthefactorsrelatedtocustomers,factorsrelatedtothedesignandfactorsrelatedtosubcontractors.Thispaperexaminestheconstructioncostmanagementandtheroleofrework.Basictopicsinmanagementcostsarepresentedandreworkfactorsdiscussedindetailandfinallyrefertotheappropriatemethodsforidentifyingandmanagingreworktoreducethetotalcostofconstructionprojects.Keywords:costmanagement,projectmanagement,Rework,constructionprojectsIntroduction1.AccordingtotheCentralBankoftheIslamicRepublicofIran,investmentandconstructionactivitiesoftheprivatesectorinurbanareasindifferentprovincesofIraninthefirsthalfofyear2004,was416,552,586Rials.Whichincrease53.1%overthepreviousyearandthecostofasquaremeterbasisofcompletedbuildingswas6,020,544Rialsthatincrease22%comparedtothesameperiodlastyear(cbi.irwebsite).Infact,mostoftheplansandprojectsinourcountryareaccomplishedduetovariousfactorsoftimeandcostovertimeandbudgetandpredetermined(regardlessofcontinuousandsequentialinflation).Unfortunately,intermsofcostcontrolandidentifycostwasteseriousworkhasnotbeendonesofarinourcountry.Reworkduringmanufacturingisthemostimportantfactorforwasteofresourcesinordertotracktheimpactofproblemsoncostandtimeofproject,itisessentialthataccurateinformationfromtheprojectbeavailable.Therefore,existenceofasystematicandorganizedprocesstocollectperformancedata,andprovidedclearrulesintheprojectmanagementprocessisnecessary(Jarkas,Bitar,2012).Projectperformancereportshouldincludethefollowing:1.Containinginformationaboutthescope,schedule,costandqualityoftheproject.2.Providecomprehensiveanalysisandpreventsthecostsandtimingoftheproject.3.Estimatethetimeandbudgetneededtocompletetheprojectbyusingtheresults.4.Basedonitwecandoprecisecontrolaboutthetimeandcostoftheproject.Iftheallocatedbudgetisusedtomeasuretheperformanceofcost,theallocatedfundstoanactivitycannotbechangedarbitrarily,whenitisdeterminedthatthebudgetisnotenoughfortheproject.Worseiswhentheongoingactivitiesbudgetisspentonthecurrentactivities.Thisissuesolvetheproblemoflackoffundsascross-sectionalbutlackofcapitalshowitselfwhenitistoolatetorectify.Threecostsassociatedwiththeconstructiondefinedas:costsassociatedwithsubcontractors,coordinationandplanningcostandthecostofconstructionandthethreecategoriesofnon-compliancewhichhasthemostfrequency:thereasonsforthedesign,constructionandreasonsofsubcontractors(Peter,Lovea&ZahirIrani,2003).Inthisarticle,thedefinitionofcostmanagementanditscomponentswillbediscussed.Thendeterminethecostofconstructionandpointouttoreworkthatariseduringconstruction.Basedonfactorsrelatedto ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015210reworkandtodeterminehowtomanagethecostsofreworkwillbementioned.Reviewofreworkisusedtoreducecostsandtaxesinconstructionprojects.Identifyandcontrolofreworkcausesthereductionofconstructioncostanddecreasethelesionsassociatedwiththepartnersandownersofhousesandincreasespeoplesatisfaction.CostManagement2.ProjectCostManagementisamanagementactivitythatdealswithforecasting,planning,control,costfinding,analysisandevaluationofthecontractorsanditisusedtocontrolprojectcost(Zhen,2008).Organizationsthatareactiveinmanydifferentprojectsveryinterestedinaccuratelyestimateprojectcosts.Contractorsproposedanamountforeachproject,andafterwinningitshouldbeimplementbasedonfundsinthetender.Soitisveryimportantforthemtoofferanamountthatcoverreasonableshareoverhead,andmeetintendedprofit.Andontheotherhandthepricecancompetewithotherprices.Projectcostmanagementperformancewhenunderstoodtangiblythatduetoimpropermanagementofearlycostitappearonallcomponentsoftheproject.EveninthenewplanningtechniquessuchasRollingWavePlanning,eventhesmallestchangesineachcomponentoftheprojectwillimpactonthecostandviceversa(Jergeas&Ruwanpura,2010).BasedonXUBingapproachinthemanagementofprojectconstructioncost,itisnecessarythatthetimingoftheprojectisdonebyconsideringtheactualcostandtheestimatedcostoftheproject(XUBing,2009).Figure1isaschematic,showinghowtomanageconstructionprojects.Figure1.ConstructionProjectCostManagementProcessFromthestandardperspectivePMBOK,costmanagementconsistsoffourargumentsthatarehierarchicallyassociatedwitheachotherthatincluderesourceplanning,costestimating,costbudgetingandcostcontrol(ProjectManagementInstitute,2004).Eachofthesecasesconsistsofthreeparts:input,processingandoutputandtheoutputofeachsectionistheinputofnextsection.Resourceplanningdetermineresources,includingmanpower,materials,equipment,andtheirnumberinordertocompleteeachoftheproject'sactivities.Costestimates,estimatesfromthecostsoftheresourcesneededtocompleteprojectactivitieswhichareassociatedwithuncertainty.Thedegreeofuncertaintyineveryphaseofconstructionprojectisdifferent.Figure2showsdegreesofuncertaintyinvariousphasesofconstructionprojects.Accordingtothisfigurethefeasibilitystudiesoftheprojecthavegreatestvariations(Antohie,2009).Intheprocessofcostbudgetingthetotalestimatedcostfortheprojectisallocatedseparatelytoeachoftheprojectactivitiessothatthebasisforthecosttobedefined.Followingtheproject,obtainedbaseisusedtomeasureprojecteffectiveness.Costcontrolincludeidentifyingchangesinthecostoftheproject,changemanagementandevaluationofchangesoccurringat ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015211themomentofacceptanceofchanges.Forthispurpose,youneedtocontrolcostperformancetoidentifypotentialdisordersandavoidedincorrectchangesincosts.Thecostcontrolisakeyactivity,whichconsistsof5steps:1.Determinethedesiredcostthatprojectcostsarecontrolledunderthatbase.2.Calculatetherealcostbasedonplannedproject3.Comparisonoftherealcostandthecostoftheproject4.Analysisofthelevel,degreeofeffectsandcauseofdeviations5.RecommendwaystocorrectoperationProjectCostManagementincludestheprocessesrequiredtoensurethatprojectsarecompletedbasedonbudget.Forthisreason,introducedstepsputsappropriatewaytomanagementthatachievingthelowestcostandtimespentontheprojectbefeasible.Figure2.ThedegreeofuncertaintyinconstructionprojectsConstructionCosts3.Oneoftheseriousshortcomingsinthefieldofconstructionmanagementincountryisfailuretosetupasystemforrecordingtheactualcostofcertaindifferentactivitiesduringimplementingtasks.Eachcompanytoestimateitsprofitandlossduringtheprojectimplementationcreatesamethodbutaslongasthesemethodsarenotsystematicandprincipled,alwaysthereisthedangerofforgettingorneglectingsomecostsandresponsiblemayfacewithunexpectedandoftenharshresults.Projectcostsincludethecostofsub-projects,thecostofcurrentissuesinprojectothercostsavailableatproject,costsstipulatedintheagreementandtax(HangXiaojian&NiZirong,2005)whichisdescribedindetailinTable1.Table1.ClassificationofconstructionprojectcostsCosttitleDescriptionSubprojectscostsLaborcosts,rawmaterialcosts,costsofconstructionmachinesintheproject,investormanagersrights,benefitsandcostsofriskCurrentprojectscostThecostofenvironmentalprotectionfacilities,thecostofsecuritysystems,facilitycostofheating(thermal),thecostofthebuildingatnight,Relocationcosts,constructioncostsandthewinterrainyseason,thelocationofthisequipmentandlargemachinery,Thecostofsettingupandinstallingtheequipment,thecostofdrainageconstructioncostsspenttoaccelerateconstruction,thecostofbuildingthermalcoatingsProtectionoflaborandequipmentcostshasbeencompleted,theworkandthecostofprotectingandstrengtheningtheconcreteforms,scaffoldingcosts,thecostofliftingequipmentOthercostsTemporarycosts,estimatedpricestemporarily(temporarypriceestimate,evaluatepricesestimatedbytheengineers),thecostofdailyliving,thecostofpublicservicestocontractCostcasesstipulatedinthecontractThecostofclean-upandremovalofwasteproductsfromcampussite,valuepershare,apremium,domesticinvestment,theprojectsuddenaccidentinsuranceTaxBusinesstax,maintenancetax,andurbanconstructionEachoftheaboveissuesisconsideredasacostintheconstructionproject,butinmostcasesbecauseofthewrongactions,requirethatsomeactivitiesberepeated.Thishasledthatinadditiontothecostwhichinitiallyallocatedtoactivities,othercostsbeconsideredtofixthedefects. ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015212ReworkinConstructionProjects4.Reworkinconstructionprojectsreferstounessentialactivitiesassociatedwithprocessoractivitythathasbeeninplacefromthebeginningandrequiretoberedone(Love,2002).BasedonLove&Liin2000thequalitativefailuresareobviouscharacteristicsofavailableactivitiesattheconstruction.AsLow&Yeowasprovedin1998bytheimplementationcomprehensivequalitymanagement,costofreworkcanevenreachtozero,butavoiderrorsisnotcompletelypossible.Insomeextents,thelevelofreworkinconstructionprojectsdependentonexternalfactorssuchashighworkcapacityandmarketconditions.Itmeansincreaseindefectsandpoorjobperformancemightbeduetolackofsubcontractorsaccesstoskilledworkersoradditionalpressuretocompletetheworkfaster(Kazaz,Birgonul&Uiuberyli,2005)Oristheresultofinternalfactorssuchaserrors,omissions,changes,poorcoordinationandpoorcommunicationbetweendepartments(Palaneeswaran,2006).Reworkhasoppositeeffectontheperformanceandefficiencyofthebuildinganddecreaseitsprofitmargins.Theeffectsofreworkcanbementionedasfollowing:1.Additionaltimetorework2.Additionalcoststoremoveduplication3.Additionalmaterialsspentonreworkandcontrolnextwaste4.Theadditionallaborforrework5.ThedifficultyofmanaginghumanresourcesPreviousstudiesindicatethatthecostofreworkinpoorprojectmanagementcanbeupto25%ofthecontractvalueand10%ofthetotalcostoftheproject.Forexample,accordingtogatheredinformationmorethan30%ofconstructionworksrelatedtorework.AccordingtoestimationofindustryInstituteofAmericaannuallyamountsthatloseduetoreworkisabout$15millioninconstructionprojects(CII,2001).Reworkinaspecificpartcausetowasteoftimeandreachingtotheschedulewhichwillultimatelyincreasecosts.Reworkalsoincreasethecomplaintsduetoadditionalcosts.Forexample,contractorsguaranteevarioustypesofcompensationthatthinkispossibletothemandthiscauseadditionalcoststobeincurred(FayekAziz,2013).ManystudieshavebeendoneinordertoquantifythecostofreworkinconstructionengineeringprojectsthatinTable2someofthemarementioned.Unfortunately,someofthereworkingfactors,alternatively,arerepeatedinprojectsandprojectmanagersareunawareofit.Thereforeidentificationoffactorsaffectingthereworkandcontrolthemisanimportantsteptowardsreducingthecostofconstruction.Table2.Examplesofstudiesconductedontheconstructionrework1999AccordingtoasurveyinconstructionprojectsinSudanreworkpercentageisestimatebetween2.3%to9.4%ofentireprojectvalue1999AccordingtostudieswasconductedinseveralconstructionprojectsinAustraliareworkoftheentireprojectwasestimatedvalueoflessthan10%.2000Basedonstudiesukdowntimecostsonprojectsclassifiedintwocategories:1.Thecostofreworkthat16%oftheprojectvalue,and(2)thecostofdelaythat7%oftheprojectvaluewillbespentonit.Soabout23%ofthevalueoftheprojectmismanagementhasimposedadditionalcosts.2002CostsofreworkinresearchconductedinSudanbetween6and9.3%ofthevalueoftheproject2003108casesofreworkinCanadaabout61.65%and3%ofengineeringproblemsrelatedtomanagementissues,leadershipandtimingofconstruction.2004AccordingtoastudyinAustraliatheaveragecostofreworkinprojectswithoutaqualitymanagementsystemcontractvalueis6.5%2006AccordingtoastudyconductedinAustraliaaveragecostofreworkisabout5.5%ofthetotalvalueofthecontract2006AccordingtostudiesconductedinHongKong,theaveragecostofreworkwasabout10%ofthetotalvalueofconstructionprojects.ReworkFactorsinConstruction5.Rootcausesofreworkcanbeclassifiedindifferentgroups,suchasfactorsrelatedtocustomers,relatedfactorstodesignandfactorsrelatedtothesubcontractors(Love,2002.Reworkassumptionsrelatedtothecustomerisrelatedtodesignandconstructionsuchasdesignchangesaredoneaccordingtocustomerdemand.Reworkfactorsrelatedtocustomerinclude:1.Thelackofexperienceandknowledgeaboutthemanufacturingprocess2.Lackoffundingisneededforthepolicymakingofsite.3.Theclientisnotinvolvedintheproject4.Summaryofthingsasinadequate5.Poorcommunicationwithdesignconsultants6.Inadequacyoftheliteratureofthecontract.Reworkassumptionsrelatedtodesignincludingchangesmadebydifferentgroupssuchascustomers,contractorsandsubcontractorsandfinalconsumers.Factorsrelatedtothedesigninclude:1.Ineffectiveuseofqualitymanagementrequirements ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December20152132.Ineffectiveuseofinformationtechnology3.Poorcoordinationbetweenthevariousmembersofthedesignteam4.Timing/fixedtimetocompleteeachtask5.Poorplanningtimeperworker6.Thelackoflabortocompletetherequiredtasks7.Timesurplusofworkers/reallocationoftimeforotheractivities,projects8.Strippeddowndesignthatmakestimenotconsideredsufficient.9.Summaryoftheliteraturewhichisdeterminedrelatedtothecustomerbasedonthecontract.Factorsassociatedwithsubcontractorsthatmaycausereworkinclude:1.Weaklabor2.Inadequatemanagementskills3.Theuseofpoorqualitymaterials4.Problemsassociatedwithothercontractorsandlackofcoordinationbetweenthem5.Changesinconstructionmethodstoimproveconstructionprocesses6.Injuries,defectsanderrorsrelatedtopoorconstructionmethods7.RestrictionsinmanyactivitiesandtasksReworkhasanimportantroleintheimplementationoftheproject.Infact,theeffectoftimeisconsideredtorepairdefectsinquality.Eliminatereworkwantmoretimetodothingsrightfromthebeginning.Additionaltimewillcause:1.Contractoracceleratesitsworkandthereforecancompletethedesiredtasksaccordingtoschedule.2.Duetotheincreasingthetime,don’treachtotheplannedday.Inbothcases,itisnecessarythatextracosttospeedupordelaythedeliverytothecustomerthatinthesecondcase,theeffectofdefectiverepairwork,isobviousinthecostofcontractorquality.Thetimingofreworkcompensationrelatedtothefailureofbuilding,designerrorsandotherdiscrepanciesofcontrol,reverseeffectsofreworkontimeandcostsiscritical.Systematicliteraturetoreviewrelatedmeasurementswithsubcontractorsisessential.Accordingtotheaboveissues,ifdetailedwrittennotavailable,largeamountsofreworkcosts(partofindirectcosts)maynotbereviewed.ReworkManagement6.Criticaltasksofprojectmanagersisbalancingthecompetingdemandsforquality,scope,timeandcost.Projectmanagerscanbeeffectivesupporttokeeptrackofeventsrelatedtoreworkandapplyingtheeffectivemanagement,toreducetheimpactthattheprojecthasanimportantimpactonperformanceandproductivity(Hwang&Zhao,2014).Therearedifferentstrategiesinthemanagementoftheconstructionindustry:1.Theuseofappropriatemechanismsforriskinthesupplychain(i.e.sharing/travel/pricingofrisks)2.Consideringcompensationrevisionsofothersectors,suchasconstructioncomplaintsNowadaysmanynewapproachestomanagement(ie,partnership,associatedcontracts,supplychainmanagement)iswidelyusedaspartsofareinforcementprojectandisusedasasystematicapproachtoexplorethereasonsfortherework.Figure3offersthebasicframeworkforthereworkingcontrol.Thebasicreactionofthismanagementframeworkinclude:1.Definitionofreworkevents2.Systematicmappingusedforclassification.3.Identifythembasedoncategoryofrework4.Accountabilityincasesofreworkevent5.Theestimatesoftheeffects(ieoncosts,timeandcustomersatisfaction)6.Assessmentofcompensableitemsforexampleforcontractscomplaintsandreviewingfromsubcontractors7.RegistrationoflessonsforlearningknowledgemanagementmarketUncontrollablereworkeventsinconstructionprojectshaveseriousimpactontheperformanceoftheproject.However,nativereworkeventsshouldnotconsideredasinevitableissues.Actuallyundesirablecostsassociatedwithreworkcanbeimprovedandthisworkisapplicablewiththedevelopmentofappropriateknowledgeandstructuredsystemformanagingrework.Inprojectsthatarepoorlymanagednetimpactofrework(thedirectandindirecteffects)canreducetheexpectedbenefitmarginsignificantly.Ontheotherhandmajorimpactonothertasksandvariousaspectsoftheproject.Anyreworkproblemthatisdiagnosedlateornotdiagnosedatallcanbeseriousforhomeownersinconstructionproject.Alotofduplicationinconstructionprojectsduetolackofcoordinationinthemanagementofvarioussectors,forexample,lackofcoordinationamongcontractorsandservicecontract,orpoorcommunicationbetweenthedesignteamandconstructionteam.Amongtheadvantagesofreviewandmanagethecostofreworkincludethe ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015214following:1.Toimprovetheperformanceoftheprojectisnecessarytodefinethecostofreworkandbecollectedandusedtomeasurethecostimpactofprojectfailure.2.Slightdecreaseinthesecostscanbesubstantialcapitaltomaintainorprofitable.3.Pinpointtheoriginofdeviationsandidentifyingthespecificerrorwillcausethatfailureoffutureprojectsandcurrentprojectwillnotberepeatedintheremainingtasks.Figure3.ManagementframeworktocontrolreworkReducethecostofreworkisnoteasy.AnotherwaytomanageeventsofreworkisusingParetoLogicthatbasedonitsargumentonlyabout20%ofcasesofimminentfailureforalmost80%ofthecostoffailureisconsideredandlesstimeshouldbespenttocheckimbalances.Basedonthisreasoning,thefailurecanbeeasilyidentifiedandfoundawaytocontrolandfixit.Results7.Oneoftheseriousshortcomingsofconstructionmanagementislackofattentiontowastecostsduringconstruction.Theconstructionindustrywasoneoftheprivateindustrywherecustomersaresuppliersofcapital.Unfortunately,intermsofcostcontrolandidentifycostwastenoseriousworkhavebeendoneinourcountry.Reworkwhileconstructionisthemainreasonofwasteofresources.Today,somecasesofreworkhavebeenacceptedasanintegralpartoftheconstructionactivities.Contractorsandprojectownersaretryingtobuildbuildingswiththehighestlevelofquality,butdonotpaymuchattentiontohowtoachievethisqualitylevel.Mismanagementduringthedesignandconstructioncausesomeactivityrepeated,oraftercompletionofconstructionsomeoftheshortcomingsidentified.Thisissueimposesasignificantcosttotheproject.Thisarticleintroducesthebasicsprinciplesforprojectcostmanagementinconstructionandmanufacturingandintroducedaframeworkforidentifyingreworkfactorsrootcausesofitbasedonrelatedfactorstorework.Reworkisoneofthemainproblemsinthefieldofconstructionandeachconstructionprojectdependingonimplementationcircumstances,hasitsownissues.ProjectCostManagementisoneofthekeytasksoftheprojectmanagersanditwouldnotbepossiblewithouttheknowledgeofcoststructuresandmanagementtechniques.Thenextstepintheprojectcostmanagementisawarenessoftheactualcost.Duetothenatureofconstructionwork,developaframeworkthathaveallthecostsisverydifficultandatthesametimevitalissue.Knowingtheactualcostofreworkcausedclarifyingthereworkissuesandknowingreworkissuescausetofindkeyproblemsinmanufacturing.Knowingthiswillavoidmanyfutureproblems,andultimatelyasignificantportionofthecapitalwillbemaintained.ReferencesCentralBankoftheIslamicRepublicofIran,www.cbi.ir.A.Jarkas,C.Bitar,“FactorsaffectingconstructionlaborproductivityinKuwait”,ASCEJournalofConstructionEngineeringand ISSN2039-2117(online)ISSN2039-9340(print)MediterraneanJournalofSocialSciencesMCSERPublishing,Rome-ItalyVol6No6S6December2015215Management,138(7),2012,pp811–82.PeterE.D.,Lovea,ZahirIrani."Aprojectmanagementqualitycostinformationsystemfortheconstructionindustry".Information&Management,2003:pp.649–661.MAZhen,“ConstructionCostControlunderEngineeringQuantityListValuation”ConstructionEconomy,vol.313,2008,pp.116-118.G.Jergeas,J.Ruwanpura,Whycostandscheduleoverrunsonmegaoilsandsprojects?,PracticePeriodicalonStructuralDesignandConstruction,15(1),2010,pp40–43.XUBing,"ResearchonTargetCostManagementofConstructionProjectwithVBQBasedonEVM",InternationalConferenceonInformationManagement,2009."AGuidetotheProjectManagementBodyofKnowledge,PMBOKGuide".ProjectManagementInstitute.2004.Antohie,E.,"ClassesofConstructionCostEstimates",BuletinulInstituluiPolitehnicDINIAùI,2009.HangXiaojianandNiZirong,“CostManagementofConstructionProjectonBOQPriceBasis,”BuildingConstruction,vol.27,.2005,pp.67-71.Love,P.E.D.,"InfluenceofProjectTypeandProcurementMethodonReworkCostsinBuildingConstructionProjects",JournalofConstructionEngineeringandManagement,2002,pp.18-29.KazazA,BirgonulM,UiuberyliS."Cost-basedanalysisofqualityindevelopingcountries:acasestudyofbuildingprojects".BuildEnviron,2005;40:1356–65.Palaneeswaran,E.,"ReducingReworktoEnhanceProjectPerformanceLevel",SeminaronRecentDevelopmentsinProjectManagementinHongKong,2006.CII,"Aninvestigationoffieldreworkinindustrialconstruction",ConstructionIndustryInstitute,Austin,Texas,USA.ResearchSummery153-11,2001.FayekAzizR.,“FactorscausingcostvariationforconstructingwastewaterprojectsinEgypt”,AlexandriaEngineeringJournal,Volume52,Issue1,2013,pp51-66.HwangB.G,ZhaoX.,“Investigatingtheclient-relatedreworkinbuildingprojects:ThecaseofSingapore”,InternationalJournalofProjectManagement,Volume32,Issue4,2014,pp698-708. Citations(8)References(15)...Accordingly,itseveralresearcheffortshavebeenexpendedinthisareatoidentifythecausesofreworkandtheirimpactonperformanceofbothcostandtimeofprojectfordifferentconstructionsectorsandcountries(e.g.Hwangetal.,2009;Josephsonetal.,2002;Li&Taylor,2014;Love&Edwards,2005;Mahamid,2016;Palaneeswaran,2006;Simpeh,2012;Enshassietal.,2017;Miri&Khaksefidi,2015;Kakitahietal.,2016;Jarkas,2015).However,reworkisstillacriticalglobalphenomenonintheconstructionindustry.......Contractorrelatedfactors(Yeetal.,2014;Aiyetan,2013;Ezeetal.,2018a;Enshassietal.,2017)andsubcontractorrelatedfactors(Yeetal.,2014;Miri&Khaksefidi,2015;ElHussein,2014;areimportantreasonsinfluencingreworkinothercountries.Furthermore,Liuetal.(2020)mentionedthatthecontractorandsubcontractorareresponsiblefor20.10%and10.54%ofthetotalcostofreworkinChineseresidentialbuildings.......Thisresultconfirmsmanyscholars'findings(e.g.Yapetal.,2017;Ajayi&Oyeyipo,2015;Raghuram&Nagavinothini,2016;Simpeh,2012;ElHussein,2014;Miri&Khaksefidi,2015;Loveetal.,,2010....Factorscausingreworkandtheirimpactonprojects’performanceinEgyptArticleFull-textavailableAug2020JCivEngManagAssimMuwafaqAl-JanabiMohamedAbdel-MonemKarimEldashTheEgyptianconstructionindustrysuffersfromseveredelaysandcostoverruns.Reworkisaprimecauseofthischallenge.Therefore,theobjectiveofthisstudytoidentifytherootcausesofreworkforEgyptianconstructionprojectsandtheirimpactontheprojectdurationandcost.Anextensiveliteraturereviewhasbeendonetoidentifythemostcommonfactorsaffectingrework.Hence,eighty-sevenfactorswereidentifiedandcategorisedintotengroups.Structuredinterviewtechniquewasadoptedtogettheopinionsof67Egyptianconstructprofessionalsfornineteendifferentconstructionprojects.TotalImportanceIndexofReworkImpact(T.I.I.R.I%)wasusedtoanalyseandrankreworkfactors.Accordingly,themostcriticalfivereworkfactorsareeconomicsituationforthecountry,schedulecompression,designchanges,specificationschange,andinadequatefeasibilitystudy.Basedonthesurveyresults,theprojectstakeholdersshouldconsiderthecriticalreworkfactorsduringtheplanningstageandbeforetheprojectexecution,toeliminateorreducetheoccurrenceandimpactofreworkcausesandtoimprovetheperformanceoftheprojects.Thispaperprovidesstateoftheartforreworkcausesandtheireffectsonconstructionprojectsperformance,anditcanbebeneficialforbothpractitionersandresearchersforfuturework....•30%oftheconstructionworkperformedbythecompaniesarereworking[2].......forbettervisualisationandcommunicationoftheproject.2Pejicetal.[26]1.Improvedunderstandingandvisualisation2.Easeofaccess...ExtendedRealityinQuantitySurveyingArticleFull-textavailableJun2021VpsNiharNanyamTarunKumarMakkenaPurpose–Itispossibleforcostprofessionalstoprepareaninformedandcompendiouscostplanbyidentifyingallthefactorsthatcausecostoverruns,variations,safetyhazardsandotherswithouthavingasignificantpriorexperience.TheimplementationofExtendedRealitycanaddressthisphenomenon.ThepaperaimstointroducetheconceptofExtendedRealityinthefieldofquantitysurveyingbyexploringitsuntappedpotentialandalsolookstoidentifycriticalbarriersinimplementingthistechnology.Methodology/approach–Adetailedreviewofliteraturestudyproducedeightcriticalfactorsactingasbarriersinsuccessfulimplementation.Withthesuggestionsfromtheindustryprofessionals,theinter-relationshipamongthesefactorswereestablishedandprioritisedusingInterpretativeStructuralModelling(ISM)tool.Further,thesefactorswerecategorisedusingMICMAC(Cross-ImpactMatrixMultiplicationAppliedtoClassification)analysis.Findings–Thisstudyidentifies,LackofexpertiseandLackofsuitablesoftwareasthekeydrivingfactorsinsuccessfulimplementationandalltheremainingfactorsaredirectlyorindirectlyinfluencedbythem.Researchlimitations–ThesamplesizeconsideredinbuildingtheISMnetworkislimitedtotheIndianconstructionindustry.ThedisadvantagesofExtendedRealityhavenotbeencoveredinthestudy.Theremaybeseveralnegativerepercussionstohumanhealthduetothistechnology.Practicalimplications–Thisstudycanbeusedbyindustryprofessionalsinunderstandinghowadvancetechnologylikethiscanovercomemanychallengespertinenttocostplanningandestimation.Originality/value–Thisstudystandsoutamongthefewresearchtopicswhichcontributetoreducingtheknowledgegapamongthecostprofessionalsirrespectiveoftheirexperience....Manystudieshavebeenconductedtodeterminethecausesofthereworkintheconstructionindustryindifferentcountriessuchas(Mahamid2016;MiriandKhaksefidi,2015;AjayiandOyeyipo,2015;Loveetal.,2010;loveetal.,2004b).Evenso,severalprojectsarestilledaccompaniedbyrework.......Subcontractorrelatedfactorsareanimportantgroupthatinfluencingreworkaccordingtostudiesconductedbyeachof(YeandSkitmore,2014;Mirietal.,2015;ElHussein,2014;Loveetal.,2004).Thereworkcostduetosubcontractorisestimatedtoaccountas10.54%oftotalreworkcostinresidentialbuildings(LiuandPeng,2018)....ReviewstudyforreworkcausesinconstructionindustryArticleFull-textavailableJan2020AssimMuwafaqAl-JanabiReworkisaglobalphenomenonintheconstructionindustry,whichishardforanyconstructionprojecttofreefromit.Reworkisthemainreasonfortimeandcostoverrunsinconstructionprojects,anddissatisfactioncausesthepartiesinvolvedintheproject.Therefore,toreducethereworkoccurrenceandimpactshouldbedeterminedfactorsthatcausingreworkintheconstructionproject.Accordingly,acomprehensiveliteraturereviewhasbeenconductedtoidentifydominantfactorscausesoftherework.Atotalof81factorscausesofreworkwereidentifiedandcategorizedintothesignificantfivegroupswereclient-relatedfactors,design-relatedfactors,contractorrelatedfactors,subcontractorrelatedfactors,andthehumancapabilityandsupervisoryrelatedfactors.Stakeholdersfromclients,contractors,andconsultantsshouldconsidertheresultsofthisresearchinordertoreduceoravoidtheoccurrenceandimpactofthereworkinconstructionprojects....AccordingtoStump(2000),delayisreferredtoasaneventoractionthatresultsintheextensionoftimerequiredtoperformtasksasspecifiedwithinacontract,whilstProjectfinancinginvolvesraisingfundsintermsofdebtandorequitytofinanceaneconomicallyseparableinvestmentprojectwhichisexpectedtoprovidereturnsfortheservicingofdebtandreturnsonequity[11].Projectdelaysarecausedbymanyfactorssuchaspoorprojectmanagement,poorplanningandschedulingofprojectbycontractorandsuspensionofprojectbyowneretc.[12].howeveranalysisofthedelayinGhanaDTTinfrastructuresupplyandinstallationrevealedtheprojectwasfinanciallyconstrained.......Projectfinancinginvolvespartiestothecontract,reachingafinanciallyresponsibleagreementtomakethenecessaryfundsavailableforthetimelycompletionoftheproject[11].TheGovernmentofGhanaperthe(DTTContract,2015)documentagreedtopayamobilizationfeeof5%forthecommencementoftheprojectwhichdelayedsignificant,ripplingintothedelayincompletionoftheentireproject[12][13][14][15][16][17]....ExaminationofStateofArtTechnologyinDigitalTelevisionTransmissioninGhana:CaseStudyofKnetLimitedArticleFull-textavailableJan2018Int.J.Sens.Netw.DataCommun.EbenezerMalcalmBerniceAbenaDarkoahAgyemangDigitalTelevisionTransmission(terrestrial,cableandsatellite)isbelievedtobethewayforwardintelevisiontransmission,aparadigmshiftfromanaloguetelevisiontransmission.ThisstudyexaminedthestateofarttechnologyofdigitaltelevisiontransmissionandassessedGhanareadinessforthenationalswitchovertotheDigitalTerrestrialTelevisionplatform(DTT),financialandtechnicalchallenges,andtheneedforGhanatotransitionperInternationalTelecommunicationUnion(ITU)-Geneva2006(GE06)agreement.Toachievethese,qualitativeresearchapproachwasadoptedusingcasestudysincethereislimitedknowledgeonthisstudybysampling(purposiveandsnowball)respondentstoobtaindataonGhanaDTTinfrastructure,continuousdevelopmentandtransmissionperspectives.TheresultsobtainedrevealedGhanahasdelayedsignificantlyintransitioningfromanaloguetodigitalplatformwhichwassetfor17thJune,2015perInternationalTelecommunicationUnion(ITU)Geneva2006(GE06)agreement,withonly2ofthe42transmissionsitesupatthetimeofthisresearch,duetofinancialconstraints,DTTprojectinfrastructuralvariations(transmissionmastandshelters),andunavailabilityofelectricitytopowerthetransmissionsites.ItalsocametolightthatbroadcasterscouldnotharnessthefullbenefitsofDTTinformofreducedoperationalcost,signalquality,coverageetc.sincemostoftheDTTsitesarenotup;intenseeducationalcampaignondigitalterrestrialtelevisionbroadcastinginGhanaisyettocommenceandcontinuousdevelopmentofDTThasbeenprovidedforwithGhanaDTTplatformbeingsoftwareupgradable.Projectplanningisthereforerecommendedtoreducecontractvariationsandcostoverrunstothebarestminimum;thecompletedDTTsitesshouldbemaintainedtoensurethattheyareintechnicallyacceptableconditionbeforetheyarepoweredandimmediatestepsshouldbetakentopowerallsitestoenableGhanaharnessthefullbenefitsofDTT....Otherwise,thebusinessmuststopitsoperationsuntiltheCircuitBreakerperiodisover[27]....VRindustrialapplications―AsingaporeperspectiveArticleFull-textavailableOct2020AthirahSyamimiYiweiGongRyanLiewVirtualReality(VR)hasbeenaroundforalongtimebuthascomeintothespotlightonlyrecently.Fromanindustrialperspective,thisarticleservesasaproverbialscalpeltodissectthedifferentusecasesandcommercialapplicationsofVRinSingapore.BeforeresearchingtheSingaporemarket,weexaminehowVRhasevolved.Atthemoment,theglobalannualbudgetforVR(andaugmentedreality)isatanupwardtrendwithaleadinggrowthinmarketvalueforthetrainingsector.VRinSingaporehasalsoseenarapiddevelopmentinrecentyears.WediscusssomeoftheSingaporegovernment'sinitiativestopromotethecommercialadoptionofVRforthedigitaleconomyofthenation.ToaddressthemassadoptionofVR,wepresentVRcollab'sbusinesssolutionsfortheconstructionandbuildingindustry.2020isoneofthemostimportantyearsforVRinhistory....Contractorsbidoutprojectsbasedonitsappreciationoftheplanstheyhaveaccessed.Afterwinningthebiddingprocess,theymustbeabletodelivertheprojectasspecifiedinthecontractandmeettheintendedprofit(Miri&Khaksefidi,2015).Table7showsthatthemajorityofthecontractors-respondentsprovidedcostreportingasmayrequirebytheowner....TheBuildingContractorsofSamarandtheirManagementPracticesArticleFull-textavailableDec2018Ma.DianneAndreaDelaCruzGlenalynBrigetteC.MabaetLouieJoyN.NazarenoWellaYangzonThestudywasconductedtolookintothemanagementpracticesofSamar'sbuildingcontractors.Therewere17contractorsinSamar,andonly11participatedinthesurveywhichusesassessmentchecklistpatternedtoCMAAstandards.Interviewwiththecontractororhis/herrepresentativeaswellasemployeesonsiteandsomeofthebuildingownerswereperformed.DatarevealedthatSamar'sconstructionindustryisrelativelyyoungandofthesmallercategory.Riskandsafetymanagementaretheleastpracticedwithqualityassuranceandmaterialsmanagementasthemostpracticedareaofprojectmanagement.Allcontractorsbelievetheyhaveimplementedallmanagementareas,butsiteassessmentandfollow-upinterviewrevealadifferentpicture.Highercategorycontractorstendtopracticemoremanagementareasthanlowercategorycontractors.Sitevalidationrevealsthatsafetymanagementisneglected,whileriskandequipmentmanagementispoorlypracticed.Humanresourcemanagementisthehighestratedarea,butdatashowsthereisalimitednumberoftrainingactivitiesfortheiremployeeswhicharemostlyjob-orderbasis.Thecommoncausesofreworkinconstructioncontracts:adiagnosticapproachArticleFull-textavailableAug2021JEngDesTechRaminAsadiSuzanneWilkinsonJamesOlabodeRotimiPurpose Thehighrateofreworkthatoccursinconstructionprojectshasanegativeeffectontheperformanceoftheconstructionprojects.Althoughseveralmechanismshavebeenimplementedtocontrolreworking,acomprehensivelistofreworkcausesisyettobeprovidedtopresentthecommoncausesthatcontributetoreworkinconstructioncontracts.Thispaperaimstoinvestigatethemostcommonreworkcausesthatneedtobeaddressedinconstructioncontracts. Design/methodology/approach Amixed-methodusingboththequalitativeandquantitativeapproachisusedinthispaper.Firstofall,thestudyadoptedafour-stepliteraturereviewtointroducethereworkresearchtrendsandprovidestatisticalreportsusingdescriptiveanalysis.Next,acomprehensivereviewhasbeencompletedusingcontentanalysistoidentifythecommoncausesofreworkinconstructionprojects.Finally,thecommoncausesinconstructioncontractsarefurtherinvestigatedthroughaquantitativequestionnairesurveytovalidatetheinitialresults. Findings Theresultsofthereviewshowedanincreasingtrendofpublicationsonreworkoverthelastthreedecades.MostofthestudieswereconductedinAustralia,theUK,NigeriaandHongKong.Basedonfurtherinvestigationinthestudyareaofsourcesofrework,37causesofreworkcauseswereidentifiedandclassifiedinfivegroups.Then,themostsignificantcausesofreworkinconstructioncontractswerecompiledinthelistof22items. Researchlimitations/implications Thepaper’sreportedresult,contributestothecontractmanagementbodyofknowledgebyproposingalistofcommonreworkcausesthatcanbeusedbypractitionersduringthecontractnegotiationtopreventcontractualissues.Theresultofthereviewcanalsobeusedforfurtherinvestigationoftherelationshipbetweenreworkandcontractconditions. Originality/value Theproposedlistofcommoncausesofreworkinconstructioncontractsallowsprojectpartiestoimprovethetermsofthecontractinaddressingrework,thiscouldresultinfewercontractualclaimsanddisputes.Thefindingsofthisstudywillalsoguidetheinvestigationsintothecontractconditions,thustheapproachusedisconstructive.Corporatecontrol:Therootcausesofreworksintheconstructionofprojects.ArticleFull-textavailableJan2017ChipoMellaniaMasekoTherootcausesofreworksgenerallycontinuetobeoverlooked,despitethefactthatreworksregularlycausecorporatebudgetstobeexceededbymorethan12.4%.Reworksisarecurringproblemwhichcompaniesaregraduallylosingcontrolofandasaresultcontributestotimeandcostoverruns,therebybringingadverseeffectsonprojectperformance.Toimprovecorporateperformanceandcontrolitis,therefore,necessarytoidentifytherootcausesofreworksinconstructionprojects.ThisarticleexplorestherootcausesofreworksonconstructionprojectswithreferencetoSouthAfrica.Thedesktopmethodologicalapproachwasadoptedbasedonscholarlyarticlestoascertainrootcausesofreworks.Followingaconceptualanalysisoncorporates,thirty-fivecausesofreworkswere,identifiedandcategorizedintofivemaincategoriesnamelyclient-related,design-related,sitemanagement-related,subcontractor-relatedandtransporter-related.Client-relatedcategoryhadthemostfactorscausingreworks.Fromthiscategory,wrongcommunicationwasthefactoridentifiedtocausemostofthereworks.Findingsuggeststheneedforfurtherempiricalstudy.Thisfindingcontributestothebodyofknowledgebyidentifyingtherootcausesofreworks.Thiscaneventuallyimprovecorporatecontrolandperformancebyprovidingpractitionerswithanin-depthunderstandingofreworks.FactorscausingcostvariationforconstructingwastewaterprojectsinEgyptArticleFull-textavailableMar2013RemonFayekAzizCostisoneofthemajorconsiderationsthroughouttheprojectmanagementlifecycleandcanberegardedasoneofthemostimportantparametersofaprojectandthedrivingforceofprojectsuccess.Despiteitsprovenimportance,itiscommontoseeaconstructionprojectfailingtoachieveitsobjectiveswithinthespecificcost.Costvariationisaveryfrequentphenomenonandisalmostassociatedwithnearlyconstructingallwastewaterprojects.Maintainingsteadycostprojectiononwastewaterprojectshadbeenrecentlyanissueofseriousconcern,bothtotheclientandprojectcontractors.Costdeviationfrominitialcostplanhadbeenprevalentonconstructionsites.However,littleornoefforthasbeenmadetocurtailthephenomenon,thisresearchworkattemptstoidentify,investigateandrankfactorsperceivedtoaffectcostvariationintheEgyptianwastewaterprojectswithrespecttotheirrelativeimportancesoastoprofferpossiblewaysofcopingwiththisphenomenon.Toachievethisobjective,authorinvitedpractitionersandexperts,comprisingastatisticallyrepresentativesample,toparticipateinastructuredquestionnairesurvey.Brainstormingwastakenintoconsideration,throughwhichanumberofcostvariationfactorswereidentifiedforconstructingwastewaterprojects.Totally52factorswereshort-listedtobemadepartofthequestionnairesurveyandthesurveywasconductedwithexpertsandrepresentativesfromprivate,publicandlocalgeneralconstructionfirms.ThedatawereanalyzedusingRelativeImportanceIndex,rankingandsimplepercentages.Itwasanalyticallydiscoveredthatfactorssuchas:(1)Lowestbiddingprocurementmethod;(2)Additionalwork;(3)Bureaucracyinbidding/tenderingmethod;(4)Wrongmethodofcostestimation;and(5)Fundingproblemswerecriticalforcausingcostvariation,while(1)Inaccuratecostestimation;(2)Modeoffinancingandpaymentforcompletedwork;(3)Unexpectedgroundconditions;(4)Inflation;and(5)Fluctuationinpricesofrawmaterialsarealsoresponsible.Thestudyconcludedwithrecommending,ensuringadequateandavailablesourceoffinance,allocatingsufficienttimeandfundingthedesignphasewhilecostestimatorsshouldbeawareoftheproblems,butmustnotallowtodeflectthemfromtheirprimarytasks,whichmustalwaysusealldataandtimeavailabletoproducethebestpossibleestimate,improveowner’sprojectmanagementprocedures,materialbulkpurchase,establishingfraudulentsystemofindividualaccountabilitytodiscouragestealingandotherrelatedvices,adequateplanningbybreakingprojectplanningintoshorttermachievablegoals,mediumtermplanningandlongtermplanning,andthroughestimationprocessforprojectscostcalculations,withvigilantplanning,keepinginviewtrendsofinflationanddepreciationfactors,constructioncostvariationtrendsinwastewaterprojectswithleadtosmootherimplementationandachievementofdesiredcostcontrol.Also,thispaperservesasaguideandreferenceforcontractorsandconstructionmanagersformoreeffectivemanagementinconstructingwastewaterprojectstoachieveacompetitivelevelofqualityandacosteffectiveproject.WhyCostandScheduleOverrunsonMegaOilSandsProjects?ArticleFull-textavailableFeb2010PractPeriodStructDesConstructGeorgeJergeasJanakaRuwanpuraDevelopingandconstructingoilsandmegaprojectsarehugetechnological,engineering,andconstructionachievementsforAlbertaandCanada.Thousandsofengineeringandprojectmanagementprofessionalsandworkersarecontributingtothecurrenteffortwithgreatprideandsenseofsatisfaction.Butrecentlargecapitaloilsandsconstructionprojectshaveallexperiencedsignificantcostandscheduleoverruns.Thereareanumberofreasonsfortheseoverruns.Thispaperprovidesadefinitionofa"megaproject,"illustratesthechallengesindeliveringoilsandsmegaprojects,andlistsanumberofreasonsforcostandscheduleoverruns.ReducingreworktoenhanceprojectperformancelevelsArticleFull-textavailableJan2006PalaneeswaranEkambaramReworkinconstructionprojectsisreferredtoastheunnecessaryeffortofredoingaprocessoractivitythatwasincorrectlyimplementedinthefirstinstance.Inconstructionprojects,reworkcanresultfromanarrayoffactorssuchaserrors,omissions,failures,changes,poorcommunicationandpoorcoordination.Reworkcouldadverselyaffecttheperformanceandproductivityandultimatelytheprofitmarginsaswell.Forexample,somepreviousstudiesidentifiedthatcostsofreworkcouldaddaround10%tothetotalprojectcosts.However,theliteraturealsosuggeststhatreworkismostlyunnecessaryandavoidable.ApilotstudyisbeingconductedinHongKongtoexplorethereworkoccurrencesinthelocalconstructionindustry.Inthispaper,somediscussionsregardingthesignificanceofreducingreworkandanoverviewofreworkfactorsarepresented.Also,astructuredframeworkforreworkmanagementhasbeenproposedsoastoenhancetheprojectperformancelevels.FactorsAffectingConstructionLaborProductivityinKuwaitArticleJul2012JCONSTRENGMASCEAbdulazizM.JarkasCamilleG.BitarConstructionlaborproductivityhasbecomesuchabuzzwordandoneofthemostfrequentlyresearchedtopics.Inmostcountries,laborcostcomprises30to50%oftheoverallproject'scost,andthusisregardedasatruereflectionoftheeconomicsuccessoftheoperation.TherearemanychallengesfacingtheconstructionindustryinthestateofKuwaitbutoneofthemostimportantislowproductivity.Theobjectiveofthisresearch,therefore,istoidentifyandranktherelativeimportanceoffactorsperceivedtoaffectlaborproductivityonconstructionsitesinKuwait.Toachievethisobjective,astatisticallyrepresentativesampleofcontractorswasinvitedtoparticipateinastructuredquestionnairesurvey,comprising45productivityfactors,classifiedunderthefollowingfourprimarygroups:(1)management;(2)technological;(3)human/labor;and(4)external.Amongthefactorsexplored,thesubsequent10arediscernedtobethemostsignificantintheireffectsonlaborproductivity:(1)clarityoftechnicalspecifications;(2)theextentofvariation/changeordersduringexecution;(3)coordinationlevelamongdesigndisciplines;(4)lackoflaborsupervision;(5)proportionofworksubcontracted;(6)designcomplexitylevel;(7)lackofincentivescheme;(8)lackofconstructionmanager'sleadership;(9)stringentinspectionbytheengineer;and(10)delayinrespondingtorequestsforinformation.TheresultsobtainedfillagapinknowledgeoffactorsaffectinglaborproductivityinKuwait,whichcanbeusedbyindustrypractitionerstodevelopawideranddeeperperspectiveofthefactorsinfluencingtheefficiencyofoperativesandprovideguidancetoconstructionmanagersforefficientutilizationofthelaborforce,henceassistinachievingareasonablelevelofcompetitivenessandcost-effectiveoperation.DOI:10.1061/(ASCE)CO.1943-7862.0000501.(C)2012AmericanSocietyofCivilEngineers.Investigatingtheclient-relatedreworkinbuildingprojects:ThecaseofSingaporeArticleSep2013IntJProjManagBon-GangHwangXianboZhaoKhangJinGohReworkhasbecomeoneofthemostcommonconcernsinconstructionprojects.Thisstudyaimstoinvestigatetheclient-relatedrework(CRR)inSingapore-basedbuildingprojects.Toachievetheobjectives,aliteraturereviewandquestionnairesurveywasconductedanddatawerecollectedfrom381projectsperformedby51companies.Theresultsconfirmedthattheclientcontributedmosttorework.41ofthe51companies(80.4%)experiencedCRR,and226ofthe381projects(59.3%)experiencedCRR,whichincreasedprojectcostby7.1%andcaused3.3weeks'delayontheaverage.Additionally,“replacementofmaterialsbytheclient”wasthecausewiththehighestfrequencyofoccurrence,while“changeofplansorscopebytheclient”contributedmosttoCRRandexertedmostimpactonprojectcost,scheduleandqualityperformance.Thisstudyexpandstheliteratureandprovidesanin-depthunderstandingoftheCRRinSingaporeforbothpractitionersandresearchers.Cost-basedanalysisofqualityindevelopingcountries:AcasestudyofbuildingprojectsArticleOct2005BUILDENVIRONAynurKazazM.TalatBirgonulSerdarUlubeyliThispaperexaminesconstructionqualitycostsinTurkey.First,backgroundinformationispresentedonqualitycosting,ontheprevention,appraisal,andfailure(PAF)approach,andonPAFcomponents.Secondly,amodelispresentedfordeterminingtheoptimumleveloftotalqualitycost.Finally,acasestudyinwhichthecostsofqualityinamass-housingprojectwerecollectedandevaluatedispresented.Forthecasestudy,thedatawereobtainedintwostages:(i)duringtheconstructionperiodand(ii)afterthedeliveryofresidences.Duringtheconstructionperiod,datawerecollectedincollaborationwithquantitysurveyorsandsiteengineers.Duringthedeliveryofresidences,aquestionnairewasadministeredto655householders,usingface-to-faceinterviews.Theimportanceofconstructionqualityinadevelopingcountrywasclarifiedbymeansofacost-basedanalysis,inwhichthepercentagesofqualitycostsinthetotalcosttoclientwerecalculatedseparately,aswastheoptimumcostvalueoftotalquality.ResearchonTargetCostManagementofConstructionProjectwithVBQBasedonEVMArticleJan2009BingXuEarnedValueMethod(EVM)isabasicapproachofprojectcostmanagement.However,thismethoddidnotbeeffectivelyusedinconstructionprojectcostmanagement.Inaccordancewithnationalplanning,valuationwithbillquantity(VBQ)willbethemainvaluationmodeofconstructionprojectinfuture.AccordingtoCodeofvaluationwithbillquantityofconstructionworks(GB50500-2008)andtherequirementsofEVM,thispaperanalysisthepricecompositionsandcharacteristicsofconstructionprojectunderVBQ,decomposeandinducevariouscostelementswhichcontainedintheprojectreasonable,andformedtargetcostcontrolbaselinewhichuseEVMtocontrolconstructionprojectcost.Themethodthispaperpresentscancombineprojectpricingandprojectprogresseffectively,andprovidesafeasiblewayforapplyingEVMinconstructionprojectcostmanagement.AprojectmanagementqualitycostinformationsystemfortheconstructionindustryArticleAug2003INFORMMANAGE-AMSTERPeterE.D.LoveZahirIraniAprototypeProjectManagementQualityCostSystem(PROMQACS)wasdevelopedtodeterminequalitycostsinconstructionprojects.Thestructureandinformationrequirementsthatareneededtoprovideaclassificationsystemofqualitycostswereidentifiedanddiscussed.ThedevelopedsystemwastestedandimplementedintwocasestudyconstructionprojectstodeterminetheinformationandmanagementissuesneededtodevelopPROMQACSintoasoftwareprogram.Inaddition,thesystemwasusedtodeterminethecostandcausesofreworkthatoccurredintheprojects.ItissuggestedthatprojectparticipantscanusetheinformationinPROMQACStoidentifyshortcomingsintheirproject-relatedactivitiesandthereforetaketheappropriateactiontoimprovetheirmanagementpracticesinfutureprojects.ThebenefitsandlimitationsofPROMQACSareidentified.InfluenceofProjectTypeandProcurementMethodonReworkCostsinBuildingConstructionProjectsArticleFeb2002JCONSTRENGMASCEPeterE.D.LoveWhileitiswidelyrecognizedthatadditionalcostsduetoreworkcanhaveanadverseeffectonprojectperformance,limitedempiricalresearchhasbeendonetoinvestigatetheinfluencingfactors.Theresearchpresentedinthispaperaimstodeterminetheinfluenceofdifferentprojecttypesandprocurementmethodsonreworkcostsinconstructionprojects.Usingaquestionnairesurvey,reworkcostswereobtainedfrom161Australianconstructionprojects.Thedirectandindirectconsequencesofreworkareanalyzedanddiscussed.Itisshownthat,contrarytoexpectation,reworkcostsdonotdifferrelativetoprojecttypeorprocurementmethod.Inaddition,itwasfoundreworkcontributedto52%ofaproject’scostgrowthandthat26%ofthevarianceincostgrowthwasattributabletochangesduetodirectrework.Toreducereworkcostsandthereforeimproveprojectperformance,itispositedthatconstructionorganizationsbegintoconsiderandmeasurethem,sothatanunderstandingoftheirmagnitudecanbecaptured,rootcausesidentified,andeffectivepreventionstrategiesimplemented.ClassesofConstructionCostEstimatesArticleJan2009EduardAntohieTherearemanywaysofclassifyingconstructioncostestimates.Themostsignificantofthesearethedegreeofprojectdefinition.Thedegreeofprojectdefinitionisbaseduponthepercentageofcompletedarchitecturalandengineeringdesigns.Itdefinesavailableinputinformationtotheestimator.Relatedtoinputinformations,aprudentownerorcontractormustassociatethe“expectedaccuracyrange”Theestimateaccuracyisanindicationofthedegreetowhichthefuturefinal(true)costofconstructionvariesfromtheestimatepreparedearlier.Accuracyisusuallyexpressedasapositiveornegativepercentagerangesurroundinganestimatedfuturecost.Inthiswayitdefined“classesofconstructioncostestimates”.Thispaperrepresentsapropositiontoapossibleclassificationofclassesofestimates.RecommendedpublicationsDiscovermoreArticleAstrategicmarketgamewithseignioragecostsofFiatmoneyOctober2001·EconomicTheoryMartinShubikDimitriosP.TsomocosAmodelthatincludesthecostofproducingmoneyispresentedandthenatureoftheinefficientequilibriainthemodelareexamined.Itissuggestedthatifoneacknowledgesthattransactionsareaformofproduction,whichrequirestheconsumptionofresources,thentheconceptofParetooptimalityisinappropriateforassessingefficiency.Insteaditbecomesnecessarytoprovidean...[Showfullabstract]appropriatecomparativeanalysisofalternativetransactionsmechanismsintheappropriatecontext.ReadmoreArticleResearchonTargetCostManagementofConstructionProjectwithVBQBasedonEVMJanuary2009BingXuEarnedValueMethod(EVM)isabasicapproachofprojectcostmanagement.However,thismethoddidnotbeeffectivelyusedinconstructionprojectcostmanagement.Inaccordancewithnationalplanning,valuationwithbillquantity(VBQ)willbethemainvaluationmodeofconstructionprojectinfuture.AccordingtoCodeofvaluationwithbillquantityofconstructionworks(GB50500-2008)andthe...[Showfullabstract]requirementsofEVM,thispaperanalysisthepricecompositionsandcharacteristicsofconstructionprojectunderVBQ,decomposeandinducevariouscostelementswhichcontainedintheprojectreasonable,andformedtargetcostcontrolbaselinewhichuseEVMtocontrolconstructionprojectcost.Themethodthispaperpresentscancombineprojectpricingandprojectprogresseffectively,andprovidesafeasiblewayforapplyingEVMinconstructionprojectcostmanagement.ReadmoreArticleApplyingtheLCCmethodtoDBtrackDecember2000H.KoriathDBAG'sResearchandTechnologyCentreistousethelifecyclecost(LCC)approachtoevaluaterailwaytrack.Basedonperiodicinpaymentsanddisbursements,themethodisintegratedintotheTETrAstoolkit.Onthebasisofverifiedsimulationmodelsandacomprehensiveknowledgebase,wellfoundedinformationcanbeobtainedonthescaleandtimingofdisbursementsforthevariouscostblocks.ReadmoreConferencePaperThePowerofContextualSuggestionMarch2015AdrielDean-HallCharlesL.A.ClarkeTheevaluationprocessfortheTRECContextualSuggestionTrackconsumessubstantialtimeandresources,takingplaceoverseveralweeksandcostingthousandsofdollarsinassessorremuneration.Thetrackevaluatesapoint-of-interestrecommendationtask,usingcrowdsourcedworkersasasourceofuserprofilesandjudgments.Giventhecostofassessment,weexaminetrackdatatoprovideguidance...[Showfullabstract]forfutureexperimentsonthistask,particularlywithrespecttothenumberofassessorsrequired.Toprovideinsight,wefirstconsiderthepotentialimpactoffewerassessorsontheTREC2013experiments.Wethenproviderecommendationsforfutureexperiments.Ourgoalistominimizecosts,whilestillmeetingtherequirementsofthoseexperiments.ReadmoreDiscovertheworld'sresearchJoinResearchGatetofindthepeopleandresearchyouneedtohelpyourwork.ResearchGateiOSAppGetitfromtheAppStorenow.InstallKeepupwithyourstatsandmoreAccessscientificknowledgefromanywhere