Action research : the use of enterprise resource planning system in construction engineering and project management

Although information communication technology (ICT) is long regard as very useful tool in today’s construction engineering and project management environment, organizations must not only operate based upon its original setting, but also requires on-going observation, additional features and fine is a very common phenomenon that organizations purchase the licensed “off their own business need. Due to the incapability of such software and inefficient customization, the possible result is making that ICT tool not user-friendly and sometimes the whole system becomes obsolete.

The purpose of this paper is to review and report those action organization to enhance the performance of its Enterprise Resource Planning (ERP) system launched in December 2002. Such actions include: improving data inputting method; removing the tran the organization’s “Delegation and Limits of Authority”; publishing the “League Table” amongst users; integrating the 3D Mode into the system and upgrading hardware.

Whilst the ultimate goals of such system are well beyond the time limit of this research study, an obvious interim result, achieved by this case studied organization, was winning a landmark project worth US$500 million after the ERP system was functioned prope and effectively. Their experience and success becomes an exemplar which can be borrowed by those companies, from managerial perspectives and as a roadmap, planning to adopt information technology (IT) strategy and use ICT tool in the construction engineering and project management framework. Singapore, where public housing provisions have been a major concern of their citizens as the building stock gets older.

A preliminary study on building demolition engineering and management

In recent years, building demolition has been challenging urban developers due to the increased incidence of demolition projects and the elevation of demolition requirements. The importance of building demolition is also recognised by researchers and, given its environmental impacts, it is anticipated to achieve the same attention as conventional planning, design,
construction and maintenance in the near future. In this article, the authors aim to develop a series of strategies for promoting building demolition practice. Environmentally-friendly demolition procedures are introduced through a waste minimisation decision that makes the approach on alternatives to demolition and an integrated demolition planning and design approach focus on a just-in-time (JIT) philosophy. A conceptual management framework is also presented for the implementation of demolition projects.

Construction supply chain management : a research review and interdisciplinary research agenda

Supply chain management has emerged as a popular and useful concept in the construction industry and research community since the mid 1990s. Research in construction supply chain management draws from a broad range of disciplines, notably: (1) industrial organization economics to better understand market structure and forces and their effect on firm and supply chain behavior and (2) Analytic modeling of supply chains to improve supply chain performance along metrics such as speed, cost, reliability, quality, etc. Both industrial organization and analytic modeling provide useful but ultimately incomplete perspectives and prescriptions for construction supply chain management. As such, this paper proposes development of an interdisciplinary research agenda that draws from both fields. Towards that agenda, a review of research is presented to introduce the main ideas, relevant literature, and theory and methods in each of the two areas. From these independent reviews, applications that could benefit from a combined perspective are identified and used as a basis for development of an interdisciplinary research agenda.

Empirical investigation of critical success factors for implementing business intelligence systems in multiple engineering asset management organisations

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative develop ment approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

Capacity gaps in post disaster construction & demolition waste management

Purpose – The purpose of this paper is to focus on the identification of the existing capacities of post disaster C&D waste management in developing countries, with a special emphasis on Sri Lanka to determine the capacity gaps and related influencing factors.

Design/methodology/approach – Multiple case studies and expert interviews were conducted to gather primary information on the existing capacities of disaster C&D waste management. Three case studies, including 15 individuals and six experts representing government, non-government institutions and others, were selected.

Findings – The results revealed the existing capacities, capacity gaps and influencing factors for post disaster C&D waste management in the areas of skills and confidence building, links and collaborations, continuity and sustainability, research and development, communication andcoordination, organisational implementation and investment in infrastructure.

Research limitations/implications – This study limited disaster C&D waste to debris generated from totally or partially damaged buildings and infrastructure as a direct impact of natural disasters orfrom demolished buildings and infrastructure at rehabilitation or at early recovery stages.

Originality/value – The research enabled an analysis of existing capacities and identified capacity gaps in post disaster C&D waste management with influencing factors developing countries.

Post disaster construction & demolition waste management: a Sri Lanka case study

The increasing nature of impacts from disasters has made post disaster management a key area of concern. The management of disaster waste is revealed as an area of least concern yet it presents momentous challenges for those with inadequate capacities due to the large volume and hazardous constituents created, specifically in developing countries. This paper aims to report the findings of post-disaster waste management strategies and challenges identified in Sri Lanka. Data was gathered through interviews with government and non-government organisations at national and local level. The lack of an established hierarchy and single point of responsibility, mandatory and enforceable rules and regulations; inadequate capacity and funds, and lack of communication and coordination were identified as gaps in post-disaster waste management. This enabled the identification of post-disaster waste management strategies, highlighting gaps that need to be addressed for effective C&D debris management for Sri Lanka’s future resilience.

Building a symbiotic relationship between academia and industry: expectations and observations of construction management graduates

Construction management graduates are employed in job functions such as building and civil engineering contracting, construction and project management consulting, client organisations (public and private) and developer organisations. Considering the diversity of employment opportunities for construction management graduates, they increasingly need to have a portfolio of skills to work effectively and efficiently with other professions in the industry. In exploring this, the objective of the research presented in this paper is to determine if construction management graduates are meeting the expectations of their employers. In considering the competitive forces impacting the construction industry, the authors of this paper sought to establish whether construction managers are able to identify those key skills needed for the future success of the industry. In turn, this information is considered critical for the successful formulation of curricula. Therefore, to establish whether construction management graduates are meeting the expectations of contractors, a survey was distributed to managers to establish their expectations and observations of recent graduates. The survey results indicate that managers are generally satisfied with the skill level of graduate students. The survey also highlighted several important skills that were considered to be lacking in graduates. cknowledging that there is always a need to improve the skill level of graduates, the authors propose a number of recommendations that are considered to improve the content construction management curricula.

Critical operational management in international construction

The construction activities of a contractor may physically take place in the home country or overseas, and the latter, particularly of a large company, has an increasing proportion with the globalisation. Globalisation of the construction industry and its market is a trend in every country, Which increases the opportunities of both international construction, and competition or collaboration with foreign construction companies. International construction project management is undertaken in a complicated circumstance, and requires a synthetic management approach. This research aims to establish a primary framework for the critical operational management in achieving international construction projects in a novel construction market.

The rise and fall of management: undergraduate engineering management education in Australia

The modern disciplines of engineering and management are inextricably linked. Frederick Taylor, Henry Gantt and Henri Fayol are engineers whose names are also part of the history of the theory and practice of management. As far back as 1968 it was identified that, “In all phases of practice in the profession the technical work is coupled, to a greater or lesser extent, with engineering management.” For more than 20 years the call had been increasing for an improvement in the preparation of engineering graduates in the area of management skills. In 1989 the IEAust created the task force on management engineering with the goal of formulating a policy for management education in engineering undergraduate courses. In 1990, the Council of the IEAust approved the Policy on Management Studies in Engineering Undergraduate Courses that said, “From January 1991 the Institution will require at least 5% management content in all professional engineering undergraduate courses and that the total of all management and management related components rises to the vicinity of 10% by 1995.” A 1999 analysis of engineering programs showed that the Policy had been applied with enthusiasm by about one-third of the engineering schools, fairly well in another third, remaining responses were ineffectual. Around the same time, revisions to the IEAust accreditation requirements de-emphasised the importance of management studies, mentioning it only as a subset of ‘professional practice’. By 2004 the IEAust stage 1 competency standards for professional engineers mentioned ‘management’ in only three of 79 indicators of competency. In 2002, the IEAust established the Centre for Engineering Leadership and Management. In December 2005 CELM established a working group, “…for improving the business and management content of undergraduate courses. It appears that it’s back (about 20 years) to the future for Australian undergraduate engineering management education.

Knowledge management in a major construction firm in Tawian: a case study-examining the impacts of KM initiatives within the firm.

This paper addresses knowledge management (KM) in a project management organisation through a case study. The case study organisation is a small- edium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting). The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. As part of a larger research project, this case study was one of four case studies conducted in major construction organisations in Singapore, Taiwan, and Australia. The study revealed the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate). It concludes that a technologically and functionally sound KM infrastructure does not necessarily assure an organisation with a capability to manage knowledge. Organisations need to ensure that the KM repository is made up of quality and relevant contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).