Effective construction planning

Evaluating Levels of Project Planning and their Effects on Performance in the Nigerian Construction Industry

“…Project plans are derived from and prepared to achieve project objectives. Although project objectives are not limited to project delivery time, cost and quality, since these are the primary objectives of a project and also the primary measures of project performance, the assertions by Faniran et al (1994Faniran et al ( , 1998 are correct. In other words, the measures of the effectiveness of project planning and the measures of the performance of the project itself are the same.…”

“…Naoum et al (2004) describe planning as one of the key tools that stakeholders use to ensure that construction projects are successful. The primary measure of construction planning effectiveness in a study conducted by Faniran et al (1994) is the ability of a construction fi rm to achieve its clients' time, cost and quality objectives. In another study, Faniran et al (1998) maintain that in construction projects the objective of planning is the completion of a prescribed amount of work within a fi xed time, at a previously estimated cost and to specifi ed standards of quality.…”

The involvement of the key participants in the production of project plans and the planning performance of refurbishment projects

“…Laufer et al (1992) , for instance, maintain that more emphasis should be placed on the area of the planning process, that is, on the integration of interrelated decisions made by various participants. The studies conducted by Cohenca-Zall et al (1994) , Cohenca et al (1987) , Faniran et al (1994) , Laufer et al (1993) , Laufer et al (1994) , Syal et al (1992) are the most notable ones in this area.…”

“…Furthermore, research on involvement of managers in decision making for construction projects is still sparse. Studies by Laufer et al (1993) and Faniran et al (1994) are the most notable ones, but they focussed mainly on the level of involvement of managers for new construction projects.…”

“…Likert (1967) , Tannebaum (1968) , Kavic et al (1971) , Argyris (1972) , Pennings (1976) , Dickson (1981) and Miles (1965) found positive associations between involvement and work performance, but the results were not supported in Filley et al's (1976) study. For construction projects, Faniran et al (1994) discovered that increased planning time reduced cost variance and time variance.…”