Engineering and construction projects are dependent on two fundamental elements: ͑1͒ the ability to plan and manage the technical components of the project such as the tasks and resources; and ͑2͒ the ability of the project participants to effectively develop into a high performance team. Historically, the industry has focused extensively on optimizing the project management processes associated with the former element. In this focus, organizations have emphasized the ability to develop the optimum plan, allocate resources efficiently, and utilize control functions to ensure that the project stays on schedule and within budget. Although this has been effective, this engineering focus has reached the point of diminishing results. Specifically, the engineering approach to project management has neglected to recognize the importance of the participants to the success of the overall project. Rather, the engineering approach has favored the development of an optimum plan as the path to effective project management. In this paper, the engineering-based approach to project success is reconfigured to reemphasize the need to develop high performing teams by recognizing the importance of the project network. This recognition is formalized in the social network model of construction that integrates classic project management concepts with social science variables to enhance the focus on knowledge sharing as the foundation for achieving high performance teams and project results.

Climate change in the circumpolar region is causing dramatic environmental change that is increasing the vulnerability of infrastructure. We quantified the economic impacts of climate change on Alaska public infrastructure under relatively high and low climate forcing scenarios [representative concentration pathway 8.5 (RCP8.5) and RCP4.5] using an infrastructure model modified to account for unique climate impacts at northern latitudes, including near-surface permafrost thaw. Additionally, we evaluated how proactive adaptation influenced economic impacts on select infrastructure types and developed first-order estimates of potential land losses associated with coastal erosion and lengthening of the coastal ice-free season for 12 communities. Cumulative estimated expenses from climate-related damage to infrastructure without adaptation measures (hereafter damages) from 2015 to 2099 totaled $5.5 billion (2015 dollars, 3% discount) for RCP8.5 and $4.2 billion for RCP4.5, suggesting that reducing greenhouse gas emissions could lessen damages by $1.3 billion this century. The distribution of damages varied across the state, with the largest damages projected for the interior and southcentral Alaska. The largest source of damages was road flooding caused by increased precipitation followed by damages to buildings associated with near-surface permafrost thaw. Smaller damages were observed for airports, railroads, and pipelines. Proactive adaptation reduced total projected cumulative expenditures to $2.9 billion for RCP8.5 and $2.3 billion for RCP4.5. For road flooding, adaptation provided an annual savings of 80-100% across four study eras. For nearly all infrastructure types and time periods evaluated, damages and adaptation costs were larger for RCP8.5 than RCP4.5. Estimated coastal erosion losses were also larger for RCP8.5.Alaska | climate change | damages | adaptation | infrastructure

a b s t r a c tThis analysis reports on the projected cost of Alaska's public infrastructure at risk from rapid climate change. Specifically, we coupled projections of future climate with engineering rules of thumb to estimate how thawing permafrost, increased flooding, and increased coastal erosion affect annualized replacement costs for nearly 16,000 structures. We conclude that climate change could add $3.6-$6.1 billion (+10% to +20% above normal wear and tear) to future costs for public infrastructure from now to 2030 and $5.6-$7.6 billion (+10% to +12%) from now to 2080. These estimates take into account different possible levels of climate change and assume agencies strategically adapt infrastructure to changing conditions. In addition to implementing a risk-based economic analysis of climate change impacts, this research effort demonstrates that implementing plausible adaptation strategies could offset impacts by up to 45% over the long-run.

Construction companies have always relied on their knowledge assets to provide services to clients. In recent years the terminology 'knowledge management' has been introduced. Knowledge management (KM) seeks to formalize the manner in which companies exploit their knowledge assets by harnessing organizational knowledge, promoting greater collaboration between groups with similar interests, capturing and using lessons learned on previous projects, etc. This paper investigates how major US engineering design and construction firms are implementing knowledge management initiatives in order to identify best practice. It adopts a case study methodology to investigate companies' Strategy and Implementation, People Aspects and Metrics for Performance. The study finds that there is a clear distinction between the knowledge management activities undertaken by large engineering design firms and those of construction firms. There is also a much greater emphasis on knowledge sharing, which is just one component of knowledge management. Moreover, some companies have specific KM initiatives whilst others have activities that are part of their normal business processes.