Project understanding, planning, flexibility of management action and construction time performance: Two Australian case studies

Walker, D and Shen, J 2002, 'Project understanding, planning, flexibility of management action and construction time performance: Two Australian case studies', Construction Management and Economics, vol. 20, no. 1, pp. 31-44.


Document type: Journal Article
Collection: Journal Articles

Title Project understanding, planning, flexibility of management action and construction time performance: Two Australian case studies
Author(s) Walker, D
Shen, J
Year 2002
Journal name Construction Management and Economics
Volume number 20
Issue number 1
Start page 31
End page 44
Total pages 13
Publisher Routledge
Abstract Construction time performance (CTP) and flexibility in approaches to project time planning have been shown to be significantly associated. This raises interesting questions about how effective planning and control to facilitate flexibility in overcoming unexpected problems may be achieved. Case study data were used to explore links between planning and flexibility. This paper reports upon a recent study of two highly complex projects, a mental and forensic health hospital and a very large freeway/bridge/tunnel urban infrastructure project. The authors investigated planning flexibility using a framework of project team understanding and knowledge transfer to provide a model that contributes to our understanding of mechanisms and drivers that delivers flexible behaviour that may affect CTP. We conclude that both ability, supported by organizational and team competence, and commitment to explore construction method options in a flexible manner, i.e. responding to unanticipated problems, are necessary to facilitate good construction time performance. (c)2001
DOI - identifier 10.1080/01446190110089691
Copyright notice © 2002 Taylor & Francis Ltd
ISSN 0144-6193
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