Analyzing Schedule Delay of Mega Project: Lessons Learned From Korea Train Express

Han, Seung Heon; Yun, Sungmin; Kim, Hyoungkwan; Kwak, Young Hoon; Park, Hyung Keun; Lee, Sang Hyun

doi:10.1109/tem.2009.2016042

Cited by 102 publications

(67 citation statements)

References 38 publications

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“…Han et al [3] assessed challenges, obstacles, and performances of the Korea Train eXpress (KTX) project. First, critical sections in the railway route that incurred considerable delays to project completion were recognized.…”

Section: Literature Reviewmentioning

confidence: 99%

The Root Causes of Construction Project Failure

2017

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Abstract. Construction projects play an important role in the economic development of every country. Nevertheless, review of projects' documents indicates that, in most cases, the projects are not nished on assigned budget as scheduled, such that they sometimes loss their economic justi cation and simply fail. Consequently, devising suitable solutions is essential to the prevention of such failures. This is impossible without identifying the foremost causes of failure. In this study, rst, all factors of failure are identi ed using Fault Tree Analysis (FTA). FTA as a diagnostic tool allows us to e ciently isolate root causes of failure. To rank these factors, dedicated specialists are requested to assess the risk of each cause using linguistic terms; thereby, relevant calculations are carried out using the Linguistic Weighted Average (LWA). Undeniably, considering the complexity of construction projects and incomplete expert knowledge, judgments must not be made using crisp value conception. Hence, fuzzy theory is utilized to achieve more accurate results. Results indicate that the majority of problems in projects stem from nancial concerns and shortcomings of bidding process. In the last section, an actual case study is used to validate our results.

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Section: Literature Reviewmentioning

confidence: 99%

The Root Causes of Construction Project Failure

2017

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“…Delay can lead to many negative effects such as disputes and legal actions between megaproject owners and contractors, project cost overruns, loss of productivity and revenue, and contract termination (Anderson and Polkinghorn, 2008;Han et al, 2009;Salunkhe and Patil, 2014). Although schedule delays seem to be embedded in all projects, identifying the main causes and preventing these problems from occurring are better than resolving subsequent delay-related disputes.…”

Section: Risks In Megaproject Development At Construction Stagementioning

confidence: 99%

An Analytical Network Process model for risks prioritisation in megaprojects

Boateng

Chen

Ogunlana

2015

International Journal of Project Management

138

116

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Megaprojects are complex and expensive projects that often involve social, technical, economic, environmental and political (STEEP) challenges to project management. Despite these challenges, project owners and financiers continue to invest large sums of money in megaprojects that run high risks of being over schedule and over budget. While some degree of cost and schedule risks are considered during project planning, the challenge of modelling risks interactions and impacts on project performance still remains. To tackle this technical problem, this research adopted the Analytical Network Process and combined it with a new Risk Priority Index as an innovative approach to model risks analytically based on data collected from the Edinburgh Tram Network project at the construction phase. The approach provides an interactive way for developers to prioritise risks across the project supply network and to initiate timely mitigation strategies against significant cost and time consequences of STEEP risks on megaproject performance.

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“…Other CSFs related to megaproject delivery may include lack of owner's ability to manage a hitech oriented megaproject; frequent changes triggered by conflicts between public agencies and growing public resistance from environmental concerns; inappropriate project delivery system; a lack of appropriate scheduling for the size of the project (Han et al, 2009). Other factors may include: lack of clear constraint, marketing and estimation issues, and financial capability (LeHoai, Lee and Lee, 2008).…”

Section: Revealing Csfs Beyond Project Closing Out Phasementioning

confidence: 99%

“…In other words, "megaprojects' characteristics cause significant project management difficulties that lead to underperformance" (Haidar and Ellis, 2010). Megaprojects tend to experience time and cost overruns (Flyvbjerg, 2009(Flyvbjerg, , 2014Han et al, 2009;Lehtonen, 2014;Merrow, 1988), and the project management literature has tended to emphasise time, cost and quality as the three primary criteria for understanding project success. However, Ika (2009) argued for these criteria to be extended, to include client satisfaction, realization of the strategic objectives of the client organizations, the satisfaction of end users, and the satisfaction of other stakeholders.…”

Section: Introductionmentioning

confidence: 99%

Understanding Megaproject Success beyond the Project Close-Out Stage

Fahri¹,

Biesenthal²,

Pollack³

et al. 2015

CEB

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Project success has always been an important topic in the project management literature. One of the main discussions is concerned with how a project’s success is evaluated and what factors lead to achieving this success. Traditionally project success has been measured at the point where the project outputs are handed over, after the close out phase. Recently, questions have been raised in the literature as to whether we should be evaluating project success beyond the close out phase, to better account for organizational and societal outcomes. However, not much has been published about how the long term impacts and outcomes are measured. This is of particular concern in megaprojects as they often attract a high level of public attention and political interest, and have both direct and indirect impacts on the community, environment, and national budgets. In this paper the authors review success factors and criteria that are applicable to projects in general and megaprojects in particular. They identify the significance of evaluating outcomes and impact and propose an ex-post project evaluation (EPPE) framework for megaprojects.

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Analyzing Schedule Delay of Mega Project: Lessons Learned From Korea Train Express

Cited by 102 publications

References 38 publications

The Root Causes of Construction Project Failure

The Root Causes of Construction Project Failure

An Analytical Network Process model for risks prioritisation in megaprojects

Understanding Megaproject Success beyond the Project Close-Out Stage

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