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Research On Theory And Methodology Of Integrated Management For Construction Projects

Posted on:2005-03-04Degree:DoctorType:Dissertation
Country:ChinaCandidate:H B LiFull Text:PDF
GTID:1116360152970614Subject:Structural engineering
Abstract/Summary:PDF Full Text Request
In recent years, academicians and practitioners are paying more attention to the integrated management approach, which emphasizes the wholeness of construction project management. Life-cycle objectives are dominant, according to which are established phased objectives, so as to ensure the continuity and integrity of objectives, organization and responsibility. This new style of construction management requires scientific and reasonable arrangement of necessary resources in the context of the life cycle of a project, which will provide the client and other stakeholders with project products of maximum value.This thesis, on the basis of modern management approaches, like system theory, information theory and control theory, expounds the integral nature of construction project management, and puts forward various dimensions of integration. There are three dimensions, including management element integration, process integration and knowledge integration, the former two will guarantee the achievement of a project's life cycle objectives and the latter one will be a critical support and play an important role when considering recycling of projects.The purpose of management element integration is to ensure the collaboration and coordination of project management activities in different areas like scope, time, quality, cost, procurement, communication, human resource and risk, so as to meet or even exceed the stakeholders' needs and expectations. The thesis puts forward key steps to achieve management element integration, including comprehensive planning system, miscellaneous progress reflecting system and multi-objective phased decision-making system.Process integration, originating from concurrent engineering, strives to find a balance between the objectives of execution and those of operation. Therefore, establishment of life-cycle objectives is of critical importance. Because the achievement of project objectives depends upon contributions from all participants, the interests of various stakeholders should be regarded simultaneously. Due to the existence of large amount of interfaces between organizations, products and processes, attention should be paid to eliminate the losses on them. The author puts forward key factors affecting process integration, including: life-cycle objectives, generalized project breakdown system, multi-disciplinary project team, reasonable sequencing of design and construction, and just-in-time supply chain.Construction projects involve activities from various disciplines, so knowledge from all aspects should be acquired and utilized. In addition, to ensure more effective recycle of projects, knowledge and experience should be accumulated and refined. Insome sense, the project process is also a process of knowledge utilization. From the perspective of process, knowledge is created in each phase and referenced in relevant phases; from organization, all participants possess knowledge in their own domain, so should be encouraged knowledge share; from level, individuals are basic knowledge-holders, it is important to motivate learning atmosphere among them. In the thesis, the author puts forward critical steps of knowledge integration in project context, including: process-oriented knowledge integration framework, analysis and refinement of phased knowledge, development of project organization facilitating knowledge share, and integration of knowledge from project to firm level.Management activities might be meaningless without a complete performance evaluation system. According to contingent viewpoint of management, there does not exist a general model applicable to all situations. However we do have general variables to consider and analyze. Because every project is unique, comparison of management effectiveness and efficiency between different projects, due to different size, complexity and local conditions, is impossible with traditional financial indexes. Therefore, management measures are treated as system inputs and achievement degree of project objectives as system outputs.Integrated manag...
Keywords/Search Tags:Construction project, Integrated management, Model, Performance evaluation, DEA
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