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Access to this document was granted through an Emerald subscription provided by 405387 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -It is a well-known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project-schedules, i.e. time-frame, and overruns of project-costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre-construction phases of projects. Normally projects are implemented through traditionally old techniques which generally emphasize only solving "construction problems during the construction phase". The aim of this article is therefore to unveil a professional methodology known as Project Control System (PCS) focusing on pre-construction phases of construction projects. Design/methodology/approach -In this article, the authors share the lessons learned during implementation of Kuwait University projects worth approximately $400 million in a span of ten years. The task of the project management/construction management (PM/CM) is being provided to the university by a joint venture team of international and local specialists. Findings -The pre-construction methodology ensures smooth and successful implementation during construction phases of the projects as they are generally executed in a fast-pace, deadline-driven and cost-conscious environment. The intuitive proactive methods, if implemented during pre-construction stage, automatically answer the questions that are encountered during the execution periods of projects. Originality/value -In this article, the authors share the lessons learned during PM/CM during projects over a span of ten years, which could be of use to others.

PurposeThe purpose of this paper is to look into the mass production of dwelling units and the conflict encountered when the economics versus quality, sometimes resulting in a waste of public funding resources and extra re‐building time.Design/methodology/approachThis paper proposes a decision model for deciding the optimum house delivery alternatives for both the recipients and the Government. The decision model is designed using the analytical hierarchy process. Where multiple criteria are incorporated for such as waiting time, citizen satisfaction, and quality of work, house delivery‐time, cost, losses and finally, management responsibility.FindingsPartially constructed houses enable the possibility of many alternatives by the recipients, which in turn avoids the drawbacks of rebuilding and at the same time, maintains work quality. The partially constructed housing system is proved to be effective in making a trade‐off between the government purposes and recipients desires, but with a variable percentage of partial construction.Originalty/valueThe analysis of the surveys stresses the importance of different alternatives within the partially constructed housing system in order to reduce waiting time and construction cost thus increases the satisfaction of occupants. The validity of this study continues to be effective to this date, as the Government's housing policies have not yet changed or streamlined, consequently re‐building continues to be the theme of many public houses after hand‐over to recipients.