Exploratory Study on the Effectiveness of Interface-Management Practices in Dealing with Project Complexity in Large-Scale Engineering and Construction Projects

Ahn, Seung-Bum; Shokri, Samin; Lee, Sang Hyun; Haas, Carl T.; Haas, Ralph

doi:10.1061/(asce)me.1943-5479.0000488

Cited by 72 publications

(53 citation statements)

References 44 publications

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Section: Introductionmentioning

confidence: 99%

“…Complexity is a term often used in the literature and among practitioners to describe one of the causes of cost overruns, schedule delays, and poor project performance (Remington & Pollack, 2007;Thomas & Mengel, 2008;Ahn, Shokri, Lee, & Haas, 2017;Luo, He, Xie, Yang, & Wu, 2017;Safapour, Kermanshachi, Habibi, & Shane, 2018). A thorough understanding of project complexity is essential for effective management; therefore, many researchers have focused on this subject (Brockmann & Girmscheid, 2007;Maylor, Vidgen, & Carver, 2008;Remington, Zolin, & Turner, 2009;Vidal, Marle, & Bocquet, 2011a;Bosch-Rekveldt, 2011;Gransberg, Shane, Strong, & Puerto, 2013;He, Luo, Wang, Li, & Zhao, 2012;Dao, Kermanshachi, Shane, & Anderson, 2017;Ahn et al, 2017;Kian Manesh Rad, Sun, & Bosche, 2017). Accordingly, different studies have been conducted to identify the complexity indicators and categorized them from various aspects and views (Baccarini, 1996;Vidal et al, 2011a;Bosch-Rekveldt, 2011;Lessard, Sakhrani, & Miller, 2014;Liu, 2015;He, Luo, Hu, & Chan, 2015;Dao et al, 2017) in order to recognize project complexity early in construction projects to manage them effectively (Vidal & Marle, 2008;Kian Manesh Rad et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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Construction experts believe that complexity could adversely affect construction projects’ performance. Several studies have been focused on identifying leading complexity indicators; however, the complexity indicators from the perspective of primary stakeholders (owners, contractors, and consultants) have been rarely studied. Therefore, the aim of this study is to utilize the systematic Delphi method to identify, rank and weight the complexity indicators based on the primary stakeholders’ perspectives associated with US construction projects. Additionally, the shared entity-based complexity indicators (ECIs), as well as the weighting of entity-based complexity categories were determined and analyzed. Therefore, 101 potential ECIs were identified through a comprehensive literature review. Then, thirteen senior subject matter experts (SMEs), and three academic advisors were selected and invited to participate in a workshop to determine significant ECIs and then rank and weight them. The results reveal that the ECIs associated with complexity categories “scope definition” and “project resources” received the highest aggregated complexity weights in the aspect of the primary stakeholders. Although this study has been conducted based on US construction projects, the results would provide helpful guidance for international construction projects. Moreover, this study would assist the primary stakeholders in allocating resources properly in order to manage project complexity worldwide.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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“…Interface management is an approach that can mitigate the adverse influence of complexity in projects, and excellent interface management can assist in avoiding the time delays and excessive rework in the process of construction in EPC projects [19,20]. Construction Industry Institute [21] has defined the interface management as the "management of communications, relationships, and deliverables among two or more interface stakeholders".…”

Section: Interface Managementmentioning

confidence: 99%

Enhancing Risk Management by Partnering in International EPC Projects: Perspective from Evolutionary Game in Chinese Construction Companies

et al. 2019

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Research on risk management in Engineering-Procurement-Construction (EPC) projects has received increasing attention. It is essential to integrate the resources of all participants into the risk management process optimally from the perspective of evolutionary games. The conceptual risk management model in the delivery of international EPC projects is developed in the study. Based on the data from an industry survey, the model has been validated. The path analysis shows that partnering not only directly contributes to interface management and risk management, thereby improving project outcomes, but also has a positive impact on risk management through enhanced interface management. The case study illustrates how partnering has a close linkage with interface management and risk management to achieve superior project performance, confirming the analysis of evolutionary game. The results suggest that contractors' success in applying partnership can play an exemplary role for other contractors, and governments can create a favorable environment to stimulate participants using win-win philosophy for better infrastructure development.Sustainability 2019, 11, 5332 2 of 16 relationships on how partnering associated with risk management in generating improved project outcomes [14].Therefore, the aim of this research is to reveal an interdisciplinary link between partnering, risk management, interface management and project performance by establishing a conceptual model, which provides a structure that reveals causal relationships among them from the perspective of evolutionary game. Literature Review Partnering in International ProjectsPartnering principles have been introduced to improve project delivery efficiency in the construction industry [15]. It is crucial for contractors to use a partnering approach in pursuing international competitive advantages and manage their relationships with stakeholders properly because they need to handle complex relationships to deal with the risks in projects [16]. For instance, partnering helps fully understand the expectations and requirements of clients, and seeks common goals while ensuring the efficiency of EPC project delivery. Partnership using well-defined risk/reward allocations can provide participants with strong motivations and the resources necessary to achieve EPC project goals [2,17,18].Contractors can establish partnership relationships with other participants to facilitate open communication for integration of the necessary information efficiently. To construct partnering relationships with participants in delivery of EPC projects, contractors need to increase their level of application of partnering CSFs, such as attitudinal factors (common objective, commitment, fairness, attitude and trust) and open communication factors (openness, effective communication, team building, problem resolving and timely response), thereby facilitating sharing ideas, information, knowledge and technology among participants for improving interface management and risk management [15]. Int...

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“…Also, there are many research studies focusing on the frameworks and approaches special in construction interface management [6,[8][9][10][11][12]. ere are some research studies focusing on case studies for construction practical interface management [10,[13][14][15][16][17]. ere are some construction interface management research studies focusing on information system developments [5,11,[18][19][20][21].…”

Section: Literature Reviewmentioning

confidence: 99%

Construction Database‐Supported and BIM‐Based Interface Communication and Management: A Pilot Project

Lin

Jung

2019

Advances in Civil Engineering

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Construction projects are subject to numerous interface problems, particularly during the construction phase. The absence of suitable systems or platforms to tackle these issues could hinder the performance of construction management. Thus, the communication and management of interfaces (CMI) are necessary to improve the quality of the management of construction projects. E-mail and generic construction information systems are commonly used communication tools; however, they pose several limitations in recording and managing as well as in responding to interface problems. Building information modeling (BIM), by contrast, saves and delivers information in a digital format in a 3D computer-aided design (CAD) environment. The adoption of BIM technology integrated with web technology for construction projects allows users to communicate interface issues and obtain responses for them effectively. Thus, this study develops a database-supported and BIM-based CMI (DBCMI) system for general contractors to enhance their CMI work efficiency during the construction phase. To confirm the efficacy of the CMI, the DBCMI system was used in a building project in Taiwan. The case study results reveal that the proposed DBCMI system is an effective communication and management platform, particularly for practical CMI work integrated with BIM technology. This study concludes with the benefits of using the proposed system and possible limitations in its further application.

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Exploratory Study on the Effectiveness of Interface-Management Practices in Dealing with Project Complexity in Large-Scale Engineering and Construction Projects

Cited by 72 publications

References 44 publications

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Enhancing Risk Management by Partnering in International EPC Projects: Perspective from Evolutionary Game in Chinese Construction Companies

Construction Database‐Supported and BIM‐Based Interface Communication and Management: A Pilot Project

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