Applying resource capability for planning and managing contingency reserves for software and information engineering projects

Chang, Peter H.

doi:10.1109/eit.2012.6220715

Cited by 3 publications

(3 citation statements)

References 7 publications

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“…Communication can either ruin or save a project according to (Wang & Qiang, 2012). Researchers have acknowledged stakeholder participation in any intervention as important to achieve sustainable developments, project success, and or positive impact (Agyei, 2019;Chambers, 1983;Donaldson, 1990;Emilie, 2014;Komalawati, 2008).…”

Section: Project Communicationmentioning

confidence: 99%

Project Communication and Road Construction Projects Performance in Kenya

2023

EJBM

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The purpose of the study is to assess the effect of project communication on road construction projects performance in Kenya, The study used the following theories as per the variables; Communications theory relevant to the study variable. The study adopted a mixed research design with a target population of 475 and a sample size of 143. Data collection instrument was questionnaire. Piloting was done to test the validity and reliability of the data collection instrument. Data was analyzed using a Statistical Package of Social Sciences (SPSS) Version 27.0. The multiple regression analysis models was developed to establish the relationship between dependent and independent variable. The Analysis of Variance (ANOVA) was used to test significance of variance of one variable over the other. On the prediction that Project communication did not have significant relationship with the road construction projects performance in Kenya. A p value of 0.000 was less than 0.05 implying rejection of the null hypothesis in favour of the alternative. Therefore, project communication had a significant relationship with road construction projects performance in Kenya. Based on the findings, the study recommended that communication is one of the most fundamental skills for construction project managers and that considering the vast number of employees working on different tasks throughout a project, confident, clear, and reliable communication are crucial to the success of the project for all parties involved -and it starts with you as the PM. The management should provide a two-way communication that includes sharing information with stakeholders, allowing sufficient opportunities to appeal and building trust with stakeholders to improve teamwork and lead to better project collaboration as poor communication result in misunderstandings, delays, and issues down the road. The finding of the study was important because: it was to assist the government in strengthening the policy framework and enact laws to govern the road construction industry, Road Construction firms will use the findings of this study to enhance their Total Quality Management (TQM) and hence be able to deliver Road projects on time and within budget, Road Construction professionals like Project Managers(Civil & Structural Engineers) and Road Construction Companies will use the findings of this study in their day to day Road construction project management.

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Section: Project Communicationmentioning

confidence: 99%

Project Communication and Road Construction Projects Performance in Kenya

2023

EJBM

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“…They are included in the original budget as escrow accounts to manage uncertainties and risks that may lead to deviations from a project's original time, cost, and quality objectives (De Marco et al, 2015). Contingency reserves are resources that include time, person, and capital to be assigned above the previously estimated amounts for a project to reduce the risk of cost or schedule overruns (Chang, 2012).…”

Section: Contingency Reserves Analysismentioning

confidence: 99%

“…The lack of contingency funds in construction projects results in cost overruns, difficulty in contingency management, an abandonment of the project due to lack of adequate funds, or a delay in the use of the project for business or social benefit (Otali & Odesola, 2014). Providing enough contingency reserves in terms of capital, people, and time is essential to reduce project risks (Chang, 2012).…”

Section: Contingency Reserves Analysismentioning

confidence: 99%

The utilization of project risk monitoring and control practices and their relationship with project success in construction projects

Obondi¹

2022

10.5267/j.jpm

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Risk monitoring and control is often poorly implemented in construction projects because of a failure to monitor and manage identified risks. Construction companies experience significant losses due to project managers' lack of project risk monitoring and control in construction projects. Most studies have concentrated on risk identification, risk assessment, and risk analysis processes while neglecting crucial risk management processes of risk control, risk monitoring, and risk response. The lack of research on these three crucial processes highlights a gap in the literature concerning how these processes can increase the delivery of successful projects. The purpose of this study was to examine whether the utilization of project risk monitoring and control practices was related to project success in construction projects in the United States. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area in the state of Texas, in the United States. Spearman rho correlation analysis was used to examine the relationship between project risk monitoring and control practices and project success. The results of this study indicated that all project risk monitoring and control practices, including risk reassessment, risk audits, contingency reserves analysis, and risk status meetings, were significantly and positively related to project success in construction projects. One of the recommendations presented in this study was that future research should conduct the same study in developing countries to see if the study’s findings remain the same and generalizable. The study concluded that construction organizations should regularly consider the importance and usage of project risk monitoring and control practices and apply them to improve the success rate of a project.

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