Design quality in pre-project planning: applications of the Project Definition Rating Index

Gibson, G. Edward; Gebken, Richard J.

doi:10.1080/0961321032000087990

Cited by 36 publications

(19 citation statements)

References 9 publications

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“…Project planning can provide differentiation opportunities through time management, since the companies can determine the potential problems which lead to delays and can take precautions against these problems in order to minimize their impacts by effective project planning. Project planning is a challenging process due to the limited information at the inception of the project (Andersen 1996) and most companies cannot perform project planning effectively in many cases (Gibson, Gebken 2003). Therefore, the companies should have unique competences and techniques to perform effective project planning.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Alignment of Project Management With Business Strategy in Construction: Evidence From the Turkish Contractors

Budayan

Dikmen

Birgönül

2014

Journal of Civil Engineering and Management

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The importance of fit between an organization’s implementation of project management (PM), and its business level strategy is emphasized in the literature. However, there are a limited number of studies investigating the relationship between business level strategy and implementation of PM in the construction industry. This paper aligns one of the business strategies, namely differentiation, with the PM process. A framework representing differentiation in the construction industry is proposed in this study. Structural equation modelling (SEM) is used to validate the relationship between differentiation and the PM process. The results show that a relationship between differentiation strategy and PM exists. The two types of differentiation are revealed, namely “product variety and speed-related differentiation” (PSD) and “quality and image-related differentiation” (QID). The companies trying to differentiate based on PSD should focus on cost, time and quality management. Change management and project planning are identified as important drivers of differentiation based on PSD. On the other hand, the companies trying to differentiate on QID should consider health, safety and environmental issues as well as quality. Companies should also manage their resources effectively to support the PM process that in turn leads to successful differentiation. Companies can utilize the research findings as a guideline while formulating their differentiation strategies.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Alignment of Project Management With Business Strategy in Construction: Evidence From the Turkish Contractors

Budayan

Dikmen

Birgönül

2014

Journal of Civil Engineering and Management

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“…The early planning of a project generally includes a group discussion about the needs and requirements for the project, project scope definition, early designs are formulated, critical decisions are made and the specific project execution approach is defined. It is the project phase encompassing all the tasks between project initiation and detailed design (Gibson and Gebken, 2003) which is the starting point of achieving sustainability to realize the goal of sustainability (Wu and Low, 2010). Sustainability principles should be introduced to the team members during this stage so that they are able to improve the end result by ensuring that all building systems work cooperatively in the most sustainable manner (Glavinich, 2008).…”

Section: Sustainability Integration Through Project Planning Process:mentioning

confidence: 99%

“…Sustainability principles should be introduced to the team members during this stage so that they are able to improve the end result by ensuring that all building systems work cooperatively in the most sustainable manner (Glavinich, 2008). Success during the detailed design, construction and the rest phase of the project depends highly on the level of effort during this stage (Gibson and Gebken, 2003;Dumon et al, 1997).…”

Section: Sustainability Integration Through Project Planning Process:mentioning

confidence: 99%

“…Integrated Project Team Active design professionals' involvement in planning was repeatedly claimed as the key to increase project success (Gibson and Gebken, 2003). Thus, to plan for a successful sustainable building project, the stakeholders who are involved in the planning process must fully understand the issues and concerns of all parties and interact closely throughout the planning process of the project.…”

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Sustainable Building through Project Planning Process

Alias¹,

Isa²,

Abdul-Samad³

2014

EJSD

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Planning process has a significant impact on the ability of a construction project to success. This is the stage where the detailed directions are given which would affect the whole course of the project. The process is argued to be the most crucial stage which the principles of sustainability are integrated throughout the whole life of building. The purpose of this research was to investigate the Malaysian building project stakeholders' perspectives on the most significant strategies to integrate sustainability principles into the whole life of building through the project planning process. From the review of available literatures, there are 21 strategies to integrate sustainability principles during a building project planning process have been unveiled. A total of 357 Malaysian project stakeholders who have been directly involved in sustainable building project and/or the stakeholders who are judged to be knowledgeable on the project were selected to be contributed for questionnaire survey. The collected data were analyzed using cronbach's alpha measurement to assess their internal reliability, and frequency and descriptive analysis to measure the relative importance of the factors. The result shows that all the 21 strategies (the factors) to integrate sustainability during a project planning process were identified by the respondents to be very crucial to be implemented throughout the planning process of a sustainable building project in Malaysia. This paper offers ideas and recommendations on the sustainability integration strategies to be practiced throughout the project planning process towards delivering a successful sustainable building project. The concept is very useful to be a starting point for the development of a practical 'Sustainability Integration Framework' during the planning process of a sustainable building project in the future.

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“…The facilitator should be an expert in group dynamics and have a good idea of scope definition; their job is to promote consensus decisions among the group and to resolve any conflicts that may occur during the process . The facilitator must avoid making decisions or offering his/her opinions to the group, but should act as an unbiased observer (Edward Gibson Jr & Gebken II, 2003). The facilitator doesn't necessarily need to be an expert on the topics discussed in the charrette; their role is to be a good leader (Watson & American Institute of Architects, 1996).…”

Section: Facilitatormentioning

confidence: 99%

Impact of Charrettes and Their Characteristics on Achieved LEED Certification

Knox

2014

J. Archit. Eng.

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Using a focus group, characteristics of charrette processes were identified. These characteristics were presented in a qualitative survey distributed to professionals involved with 177 projects certified using LEED for New Construction (NC) v2009. Looking broadly at the charrette process and its impact on the number of LEED points achieved revealed a significant positive relationship between LEED points and the implementation of charrettes. Correlation and regression analysis were used to examine the relationship of individual charrette characteristics to LEED points achieved. A significant negative correlation (p<.05) was discovered between three separate characteristics which, in-turn, negatively impacted LEED points achieved.Results suggest the charrette process has the potential to provide significant benefits regardless of characteristics implemented, but that to fully realize this benefit, the charrette iii should not include factors that limit a group's ability to produce creative ideas, goals, and solutions.iv ACKNOWLEDGEMENTS I would like to express my deepest appreciation to my thesis advisor, Caroline Clevenger, who has had the patience to put up with me on an almost weekly basis answering my questions, revising this project, and keeping me on track to graduate-your guidance has been instrumental to the success of this project. I would also like to thank my committee members, Brian Dunbar for providing me the initial and continuous inspiration for green building and charrettes; and also Katharine Leigh, the in-depth feedback and revisions you provided helped strengthen this research project.

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Design quality in pre-project planning: applications of the Project Definition Rating Index

Cited by 36 publications

References 9 publications

Alignment of Project Management With Business Strategy in Construction: Evidence From the Turkish Contractors

Alignment of Project Management With Business Strategy in Construction: Evidence From the Turkish Contractors

Sustainable Building through Project Planning Process

Impact of Charrettes and Their Characteristics on Achieved LEED Certification

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