Real time progress management: Re-engineering processes for cloud-based BIM in construction

Matthews, Jane; Love, Peter E.D.; Heinemann, Sam; Chandler, Robert C.; Rumsey, Chris; Olatunj, Oluwole

doi:10.1016/j.autcon.2015.07.004

Cited by 120 publications

(75 citation statements)

References 42 publications

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“…Traditional on-site construction, as a common method, has been criticized because of its inherent drawbacks, such as long construction time [1,2], low productivity [3], external weather constraints [4], waste of resource, environmental pollution [5], poor safety, etc. Prefabrication has been introduction as a major mode for promoting environment and sustainability performance in the construction industry [6].…”

Section: Introductionmentioning

confidence: 99%

Factors Affecting the Capital Cost of Prefabrication—A Case Study of China

Xue

Zhang

et al. 2017

Sustainability

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Abstract:As a sustainable construction method, prefabrication has become popular in many nations. However, there are many challenges for prefabrication, especially in terms of cost. Previous studies have revealed that higher capital cost was the most important barrier to the implementation of prefabrication. Thus, the objective of this study is to explore and evaluate the critical factors affecting the capital cost of prefabrication and examine how cost management may be affected by the "experience", "corporate responsibility", and "participant function" as a fix independent factors. To achieve the research objective, semi-structured interviews were conducted with 11 experts for the development of the questionnaire. Then, a questionnaire survey was conducted to investigate the significance of 49 factors related to prefabrication capital cost. The survey results revealed that "Specification and standards for prefabricated building design", "Related experience of manager", and "Rationality of precast component split" were the most critical factors. In addition, "experience", "corporate responsibility", and "participant function" had significant impact on the evaluation of capital cost factors. The findings can facilitate developing a benchmark framework for exploring the factors affecting the capital cost of prefabrication in China.

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Section: Introductionmentioning

confidence: 99%

Factors Affecting the Capital Cost of Prefabrication—A Case Study of China

Xue

Zhang

et al. 2017

Sustainability

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“…Complementarily, Koskela (2000) proposed 7 techniques for the design, control, and improvement of a production system in construction: minimization of non value-adding activities (waste); variability reduction; production time reduction; simplification; flexibility, and; transparency. Among them, the transparency and continuous control aspects towards the reduction of variability are of particular interest in this study since the communication of accurate and timely production information is essential for the stabilization of flow (Formoso et al 2002;Rusell et al 2009;Gurevich and Sacks 2014;Matthews et al 2015). Information flow is critical for a smooth flow of work (Dave et al 2010;Sacks et al 2010).…”

Section: Controlling Variabilitymentioning

confidence: 99%

“…Introduced late in the XX century, LPS represented a leap in the practice of construction with a focus on production systems design. Recently, LPS has been supported with advanced sensing and computing technologies (Sacks et al 2010;Jongeling and Olofsson 2007;Gurevich and Sacks 2014;Matthews at al. 2015).…”

Section: Controlling Variabilitymentioning

confidence: 99%

Process Versus Operations Workflow – Making the Case for Continuous Monitoring of Construction Operations

Grau¹,

Abbaszadegan²,

Assanair³

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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This article argues that an opportunity to leverage operations flow in construction exists. Operations flow represents the flow of work within a unit of production such as a worker or workstation. To date, construction has mostly neglected operations flow and solely focused on process flow. Process flow represents how the flow of work on a product moves through workstations or tasks. For example, the Last Planner System (LPS) exemplifies a successful approach to plan for tasks with resolved constraints, so that production units (e.g. crews) can flow smoothly through the built product or project. In order to spark a discussion in the construction community, this article provides a theoretical review of process and operations flow concepts and practices. In addition, interviews with subject matter experts in the automobile industry are leveraged in order to unveil how work and information flows are monitored in assembly lines. Based on the previous insights, a model for the continuous monitoring of operations in construction with the support of advanced technologies is discussed. The model is partially implemented in a healthcare project.

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“…Accurate progress management must be performed to deliver a project on time, especially in the construction phase. Comparing the actual performance to the plans can be done to improve workflows and mitigate rework and delays [7]. Deviations in progress from the plan can be detected by monitoring activities, which can be used for more accurate determination of feasible time information for future start and finish dates of later activities [8,9].…”

Section: Introductionmentioning

confidence: 99%

A Duration Prediction Using a Material-Based Progress Management Methodology for Construction Operation Plans

Han

2017

Sustainability

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Precise and accurate prediction models for duration and cost enable contractors to improve their decision making for effective resource management in terms of sustainability in construction. Previous studies have been limited to cost-based estimations, but this study focuses on a material-based progress management method. Cost-based estimations typically used in construction, such as the earned value method, rely on comparing the planned budget with the actual cost. However, accurately planning budgets requires analysis of many factors, such as the financial status of the sectors involved. Furthermore, there is a higher possibility of changes in the budget than in the total amount of material used during construction, which is deduced from the quantity take-off from drawings and specifications. Accordingly, this study proposes a material-based progress management methodology, which was developed using different predictive analysis models (regression, neural network, and auto-regressive moving average) as well as datasets on material and labor, which can be extracted from daily work reports from contractors. A case study on actual datasets was conducted, and the results show that the proposed methodology can be efficiently used for progress management in construction.

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Real time progress management: Re-engineering processes for cloud-based BIM in construction

Cited by 120 publications

References 42 publications

Factors Affecting the Capital Cost of Prefabrication—A Case Study of China

Factors Affecting the Capital Cost of Prefabrication—A Case Study of China

Process Versus Operations Workflow – Making the Case for Continuous Monitoring of Construction Operations

A Duration Prediction Using a Material-Based Progress Management Methodology for Construction Operation Plans

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