The Source of Degradation of the Construction Industry Performance

Kashiwagi, Dean; Kashiwagi, Jacob; Smithwick, Jake; Kashiwagi, Isaac; Kashiwagi, Abraham

doi:10.37265/japiv.v4i2.93

Cited by 11 publications

(9 citation statements)

References 28 publications

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“…These findings have been confirmed in two longitudinal studies with the US Army Medical Command (J. Kashiwagi, Sullivan & D. Kashiwagi, 2009;Kashiwagi, D., Kashiwagi, J., Smithwick, J., Kashiwagi, I., Kashiwagi, A., 2012;) and a Conglomerate of Minnesota government entities (Kashiwagi, 2012;Rivera & Kashiwagi, 2016a). The US Army Medical Command (MEDCOM) study identified that the vendor caused 0.0% cost deviation and 2.2% schedule deviation for 619 projects valuing $1.027 billion.…”

Section: Introductionmentioning

confidence: 75%

Impact of Utilizing Expertise to Project Risk and Performance

Gunnoe¹,

Rivera²,

Feenstra³

2020

japiv

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Organizations have had difficulty in finding good project and risk management techniques that will deliver high performing projects. Research has identified common risks that occur on projects, but previous research has had difficulty coming up with reliable methods to mitigate those risks. However, the Best Value Approach (BVA) has proven to be effective in minimizing risk and increasing project performance. The crux of the BVA is the utilization of experts to minimize project risk. The BVA approach is unique from other project management methodologies which focus on increasing communication, collaboration and decision making. Previous research shows that client stakeholders are the cause of the majority of project risks, while the expert vendors usually do not cause risk on a project. It has been observed that expert vendors are able to minimize client stakeholder risk by transparent planning and tracking. Using case study research, an expert contractor’s project is analyzed to determine the impact of using the BVA project management methodology to minimize project risk. As a result, the contractor did not cause any risk based on time and cost and helped the client minimize their risk. The research identifies eight risk mitigating actions the contractor applied through the BVA. The majority of the risk mitigating actions were performed primarily in the preparation and preplanning phases of the project.

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Section: Introductionmentioning

confidence: 75%

Impact of Utilizing Expertise to Project Risk and Performance

Gunnoe¹,

Rivera²,

Feenstra³

2020

japiv

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“…The Best Value Business Model is not a new process; rather, it has been tested on more than 900 individual procurements of construction and design services with a total value of more than $2.7 billion (Kashiwagi et al 2012a (Sullivan 2011).…”

Section: Best Value Business Model (Bvbm)mentioning

confidence: 99%

Organizational Implementation of Best Value Project Delivery: Impact of Value-Based Procurement, Preplanning, and Risk Management

Lines

Sullivan

Stone

2013

japiv

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Many buyer organizations have attempted to implement new project delivery methods to increase performance on their contracting processes. Yet implementing new business practices can be difficult to accomplish successfully. An action research methodology was utilized to present a longitudinal case study of the University of Alberta’s implementation of the Best Value Business Model (BVBM). A key research objective was to document and present observations of the change management principles utilized during the implementation of organizational change at a large public organization. Other research objectives included quantification of project-level and organizational-level success indicators that reflect the progress of change implementation. Results are analyzed after more than two years of implementation of the BVBM on ten separate contracts. Direct cost savings on these projects as a result of the BVBM has been documented to be as much as $16 million when considering savings below budget and conducting comparisons against traditional project delivery methodologies. Other success factors include low rates of vendor and contractor change orders and high satisfaction among owner project managers with regards to the performance of contracted service providers. Contributions of this research include documentation how theoretical change management principles have been applied within an action research setting as well as the identification and documentation of success indicators for project- and organizational-level implementation of new project delivery methods.

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“…For years, the literature on construction management has investigated critical matters of project performance in terms of timeliness [1][2][3][4]. Construction schedule delay is defined as a timeline moved beyond the contractual deadline or beyond the milestone that has been agreed upon amongst the involved parties, referring to the completion of the project's tasks.…”

Section: Introductionmentioning

confidence: 99%

Empirical Analysis of a Management Function’s Failures in Construction Project Delay

Hai

2020

Journal of Open Innovation: Technology, Market, and Complexity

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Project schedule delay has been recognized as a significant cause to the failure of a project. A large number of studies on this particular issue have been documented. Mainly, identifying and ranking significant factors that lead to the delay of a project. These studies have relied on generic professionals’ viewpoints. Rare studies have been dedicated to the empirical analysis of the influencing factors from the perspective of management and their functions. Using the logistic regression model and 195 completed construction projects’ data, this study reveals that construction planning, construction schedule controlling, construction schedule directing, and project finance organizing have significantly positive effects on project schedule. The findings of this study will provide a beneficial approach for construction management to deliver projects on time, improving construction project productivity.

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The Source of Degradation of the Construction Industry Performance

Cited by 11 publications

References 28 publications

Impact of Utilizing Expertise to Project Risk and Performance

Impact of Utilizing Expertise to Project Risk and Performance

Organizational Implementation of Best Value Project Delivery: Impact of Value-Based Procurement, Preplanning, and Risk Management

Empirical Analysis of a Management Function’s Failures in Construction Project Delay

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