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Critical Path Method (CPM), a planning and controlling technique, is widely used in the construction industry. However, CPM is criticized for its lack of workflow and inability to schedule continuous resource usage. Location-Based Management System (LBMS) fill these gaps and has been implemented in many construction projects. We propose that LBMS will improve schedules and project performance, addressing CPM's main shortcomings. This study is composed of three case studies. CPM schedules were analyzed and were improved using LBMS tools. The resulting schedules show improved workflows, crew balancing, resource usage and had fewer interruptions, without affecting project duration. Furthermore, LBMS schedules were optimized with only a few scheduling operations and fewer planning elements. The computational benefit of LBMS increases with the number of locations and tasks in a schedule. Project managers will benefit from a simpler scheduling process and better resource flow.

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a a department of Civil engineering, aalto university school of engineering, espoo, Finland;b Construction Management research Laboratory (LagerCon), department of architecture and Building, school of Civil engineering, architecture and urban design, university of Campinas (uniCaMP), Campinas, Brazil ABSTRACT Modularization has recently attracted considerable interest among academics and practitioners. In the construction industry, several modular solutions have been introduced and examined; however, hardly any study comprehensively classifies the different modularization strategies according to their possibility to achieve various objectives of building investments. This research aims to develop a framework for identifying and classifying modularization strategies in construction according to their suitability to achieve the specific outcomes intended for a building or its subsystem. Using the literature on product modularity, product platforms and production strategies as a basis, this study has developed a theoretical framework that proposes connections between the main objectives of a building investment and the dimensions of modularization strategies. The framework is elaborated by testing the propositions, based on an empirical analysis of nine real-life case studies. The findings reveal that modularization can be a suitable approach to develop an innovative design solution; improve a project's quality, cost and schedule performance; and enable flexibility in building use and maintenance. However, suggestions for achieving these objectives vary from project organizationdriven to collaborative, integrated or supplier-driven modularization strategies. Developers, owners, contractors and module suppliers can use the framework when positioning and developing their roles in the construction supply chain.

The construction industry is increasingly moving towards the adoption of sustainable strategies and increased efficiency targets. Lean thinking (LT) aims at removing waste, increasing value, reducing costs, and improving the overall quality of products and processes. Sustainability, in turn, is concerned with the environmental, social, and economic impacts made by the construction industry. Both philosophies share efficient resource usage concerns. A systematic literature review (SLR) was carried out to cover the existing primary research and characterize its evolution and setting; to discuss the available empirical evidence to identify the LT and sustainability benefits and trade-offs; and to provide a holistic setting to promote those synergies. To catalyze the synergies between LT and sustainability, this paper highlights the potential application of LT elements throughout a building's lifecycle. Knowledge synthetized is helpful for decision-makers to understand and explore combinations of the performance-oriented LT philosophy for the provision of environmentally responsive buildings.At the same time, organizations have also acknowledged the need for an approach that contributes not only to the production of sustainable buildings, but mainly for optimizing the delivery process and improving product quality as a whole. Lean Thinking (LT) is a potential approach for reaching those goals while reducing environmental loads.Lean philosophy dates back to the development of the Japanese Toyota Production System (TPS) in 1940 [3]. To gain a competitive edge against the mass production of American companies after World War II, TPS examined the company's processes to eliminate waste, improve processes, and enable the faster and more efficient delivery of products.These positive impacts have attracted interest to specific literature and to linking LT to environmental sustainability. These synergies are proven, since both approaches seek the reduction of waste and prioritize cleaner production. Moreover, companies that adopt continuous improvement tend to be more prone to implementing environmental practices [4]. Some researchers have explored aspects of this promising applied research field, and have reported benefits including waste and cost reduction, and environmental impact minimization, among others [5][6][7][8][9][10][11][12]. LT and sustainability are complements, and the adoption of lean production practices leads to the reduction of the marginal cost of environmental management and to the improvement of environmental performance [5]. Furthermore, lean and green concepts have in common additional attributes and synergies, such as waste and waste reduction techniques, people and organizations, lead time reduction, supply chain relationships, and key performance indicators (at a service level) [7,12].The construction industry, in particular, lacks comprehensive research approaches to assist on how to combine LT and sustainability to address its economical, societal, and environmental concerns. As a matter of fact,...

Desvios de custos e prazos são desafios recorrentes na construção civil. Neste artigo, os autores objetivaram revisar sistematicamente a literatura relacionada a desvios de prazos e custos para determinar uma estrutura de categorização e respectivos fatores responsáveis por esses desvios. Foi empregada a abordagem Systematic Literature Review (Revisão Sistemática de Literatura - RSL) de maneira metódica, para proporcionar acompanhamento e reprodução futura. Informações relevantes foram extraídas dos artigos selecionados e posteriormente sintetizadas para a obtenção da proposta de categorização e respectivos fatores responsáveis pelos desvios. Nove categorias foram identificadas e definidas com base em seus determinantes: relações governamentais; contratos; organização; gerenciamento; financiamento; projeto e documentação; alterações de escopo; aspectos ambientais e econômicos; e atividades e equipamentos. Além disso, 95 fatores de influência foram identificados e anexados às categorias pertinentes. Apesar de a literatura ser heterogênea em relação a contextos e regiões globais, o que dificulta a condução da RSL, houve boa sustentação para os fatores identificados. Escassez de evidências foram identificadas na América Latina, particularmente no Brasil. A literatura existente em desvios de prazos e custos até o momento se mostrou multifacetada, com 92 artigos publicados em 46 fontes diferentes no intervalo de tempo de 1985 a 2014. A maioria das pesquisas teve como foco o estudo de alguns desses fatores em particular, enquanto esta pesquisa classificou-os e sintetizou-os de forma a possibilitar uma visão nova e mais abrangente sobre o fenômeno.

In construction, the most relevant systems used for project management (PM) and project production management (PPM) in the planning and control phases are: Critical Path Method (CPM), Last Planner System ® (LPS ®), and Location-Based techniques (LB). Studies have addressed these systems, mostly in isolated fashions. This study aims to compare and contrast their use in terms of PM and PPM and clarify industry benefits in order to eliminate potential misunderstandings about their use. A survey was administered to construction professionals in Brazil, China, Finland, and the United States. No single system addresses all needs of PM and PPM. CPM is the dominant system when considering these characteristics: primary industry types, type of organization, size of organization, professional position within the organization, and area of work. Contributions to knowledge include that CPM is a contract requirement with perceived benefits associated with critical path analysis; LB and LPS have perceived benefits regarding continuous flow and use of resources, treatment of interferences, and improving production control. All systems were found to have a similar level of benefits for management of contracts, delay and change, and evaluation of the root causes of delays. The industry can benefit from aligning project scheduling methods with project needs.