Impact of effective construction planning in project performance improvement

Majumder, Saikat; Majumder, Soumyajit; Biswas, Debasish

doi:10.1007/s11135-021-01224-5

Cited by 9 publications

(12 citation statements)

References 27 publications

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“…In addition to these, information from other HR features can be used to perform job classifications, display salary types, and determine rates for all departments. Thanks to this system, more accurate wage policies are to be determined through relevant job titles and time-based internal wage surveys [25].…”

Section: Compensation Managementmentioning

confidence: 99%

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Effect of Strategic Planning of Human Resources in Management Performance

Abujraiban

Assaf²

2022

Civ Eng J

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Strategic planning is an important stage in the administrative process, as it is considered a specific thinking process and style of work that enables the company to choose the best alternatives that correspond to the company's capabilities and the goals it seeks to achieve. This study aimed to find out the impact of strategic planning for human resources with its dimensions (environmental variables, needs assessment, dealing with results, human resources plan) on the performance of project management with its dimensions (time, cost, safety, quality), and to determine the strategic interaction between (HRP) on the performance of project management in infrastructure contracting companies and its role in facing external challenges. The study used the descriptive approach, through which the researcher developed a scale to answer the questions of the study. The study sample consisted of 120 employees in infrastructure contracting companies, they were divided into non-overlapping groups. The results showed the impact of strategic planning for human resources on the performance of construction project management and its contribution to raising the level of readiness of construction companies in facing external challenges and enabling them to compete with international companies, in addition to the contribution of strategic planning in facing the negative effects resulting from the Corona pandemic. The results are according to the company's age, capital, and the size of the company's project. The results of the study also showed that strategic human resource planning helps project management officials in the early detection of expected danger areas and attracts well-equipped workers with the appropriate skills to work efficiently. Doi: 10.28991/CEJ-2022-08-08-014 Full Text: PDF

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Section: Compensation Managementmentioning

confidence: 99%

“…According to Majumder et al [25], proper project planning and scheduling can significantly improve project performance in the construction sector. Project performance can be improved by increasing the efforts invested in project planning, scheduling, and controlling activities.…”

Section: Strategic Planning For Human Resources and Project Managemen...mentioning

confidence: 99%

Effect of Strategic Planning of Human Resources in Management Performance

Abujraiban

Assaf²

2022

Civ Eng J

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“…In 2020, a huge number of financial losses from company closures were brought on by the pandemic (Azoulay & Jones, 2020). At the same time, the pandemic caused a labor shortage and made it more difficult for many businesses to perform projects successfully (Majumder et al, 2022). Similarly, the developing countries like Pakistan faced more serious problems as compared to developed countries like the USA and others.…”

Section: Introductionmentioning

confidence: 99%

“…The COVID-19 pandemic caused disruptions to the industry, which is crucial for reacting to pandemics. These disruptions affected lives, delayed projects, and challenged the sector's worldwide competitiveness (Majumder et al, 2022). Amid these obstacles, several executives in the medical diagnostics industry lack internal CSR plans to inspire creativity among staff members, especially given the continuing pandemic (Haque, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Influence of Internal Corporate Social Responsibility Factors on the Innovation Climate of Employees in the Healthcare Industry

Younas

2024

JCBAR

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This study examined the relationship between employee innovation and employee-initiated corporate social responsibility (CSR) elements in medical diagnostic enterprises in Pakistan during the COVID-19 pandemic. The research identified nine variables of employee-driven CSR, including communication, empowerment, and work satisfaction. Theoretical framework of the study based on theory of corporate social responsibility and expectancy theory of motivation. It evaluated their effects on the atmosphere for employee innovation using statistical analysis by using SPSS and after collecting data by using a survey questionnaire. The study population was employees working in the healthcare industry in Pakistan. The findings showed that employee-driven CSR and innovation were significantly correlated, with work satisfaction having the most impact. Overall, this quantitative study provides important insights for both theoretical understanding and practical application in fostering innovation through CSR initiatives. It emphasizes the critical role of job satisfaction as a key motivating factor for innovation within the framework of employee-driven CSR in the medical diagnostics sector.

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“…In addition to the aforementioned CPM, PERT or CCPM scheduling methods, there are many others that also find practical application, such as Line of Balance (LOB) [22][23][24][25][26], Q Scheduling [27,28], Resource Oriented Scheduling [29,30], Last Planner System [31], or a widespread schedule visualisation method such as Gantt Charts [32,33]. There are also numerous studies that facilitate accurate analysis and prediction of project delay risks.…”

Section: Introductionmentioning

confidence: 99%

Project Risk in the Context of Construction Schedules—Combined Monte Carlo Simulation and Time at Risk (TaR) Approach: Insights from the Fort Bema Housing Estate Complex

Sobieraj

Metelski

2022

Applied Sciences

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In this article, we present our own construction process model consisting of 16 stages and eight phases, which is particularly applicable to large investment projects. In the context of each project phase, we examine how the appropriate way of scheduling construction processes affects the problem of the risk of prolonging individual phases and the whole project, as well as of not meeting deadlines (which is one of the main problems faced by management practitioners in the construction industry). There are many methods for assessing risk in this context, but they tend to be overly complex and rarely used by construction practitioners. On the other hand, the risks associated with potential schedule delays can be considered holistically. One tool that can serve this purpose is the combined Monte Carlo simulation and Time-at-Risk (TaR) approach, which originates from the world of finance. We show how the implementation of the process model (individual phases) and the whole project can be considered in the context of the covariance matrix between all its phases and how changes in the arrangement of these phases can affect the risk of time extension of the whole project. Our study is based on simulation data for a large development project (Fort Bema/Parkowo-Leśne housing estate complex) in Bemowo, a district of Warsaw, carried out between 1999 and 2012. The entire investment project involved the construction of almost 120,000 m2 of floor space.

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Impact of effective construction planning in project performance improvement

Cited by 9 publications

References 27 publications

Effect of Strategic Planning of Human Resources in Management Performance

Effect of Strategic Planning of Human Resources in Management Performance

The Influence of Internal Corporate Social Responsibility Factors on the Innovation Climate of Employees in the Healthcare Industry

Project Risk in the Context of Construction Schedules—Combined Monte Carlo Simulation and Time at Risk (TaR) Approach: Insights from the Fort Bema Housing Estate Complex

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