Calculation of safe float use in risk-analysis-oriented network scheduling

Gong, Daji; Rowings, James E.

doi:10.1016/0263-7863(94)00004-v

Cited by 29 publications

(13 citation statements)

References 5 publications

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“…• Cost (Paek et al, 1993;Tah, 1997) • Time (Gong and Rowings, 1995;Tah, 1997;Dawood and Bates, 1998) • Performance/quality (Pedwell et al, 1997;Tah, 1997) However, other aspects have been considered, such as safety (Tah, 1997). Each of the above tends to be interrelated.…”

Section: Risk Analysismentioning

confidence: 99%

A Decision Support System Specification for Cost Escalation in Heavy Engineering Industry

Dawood

Bates

2002

Computer aided Civil Eng

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The heavy civil engineering industry (railways, sewage-treatment, chemical and pharmaceutical facilities, oil and gas facilities, etc.) is one of the major contributors to the British economy and generally involves a high level of investment. Clients in this industry are demanding accurate cost estimates, proper analysis of out-turn cost and cost escalation, and a high quality risk analysis throughout the construction processes. Current practices in the industry have suggested that there is a lack of structured methodologies and systematic cost escalation approaches to achieve an appropriate cost analysis at the outset of projects and throughout the construction processes. In this context the prime objective of this research work is to develop a structured cost escalation methodology for improving estimating management and control in the heavy engineering industry construction processes. The methodology is composed of a forecasting model to predict cost indices of major items in industry and a risk knowledgebase model for identifying and quantifying causes of cost escalations. This paper reviews and discusses a knowledgebased model for applying a cost escalation factor. The cost escalation factor is made up of market variation, a risk element, and a component for bias. A knowledge elicitation strategy was employed to obtain the required knowledge for the model. The strategy included questionnaires, interviews, and workshops, and deliverables came in the form of influences and their effect on project cost escalation. From these deliverables, a decision support system and specifications for applying cost escalation to base estimates are presented.

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Section: Risk Analysismentioning

confidence: 99%

A Decision Support System Specification for Cost Escalation in Heavy Engineering Industry

Dawood

Bates

2002

Computer aided Civil Eng

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“…The criticality of project tasks is often defined only from the time perspective, using stochastic approaches [6,15], fuzzy sets methods [11,39] or using the findings of a network analysis [10,19]. Gong and Rowings [19] mention that ignoring the impact of non-critical tasks, which may easily become critical, is the most frequent criticism of project duration analysis methods.…”

Section: Introductionmentioning

confidence: 99%

“…Gong and Rowings [19] mention that ignoring the impact of non-critical tasks, which may easily become critical, is the most frequent criticism of project duration analysis methods. Another point of view on tasks criticalness is given by the structure of relations in the project.…”

Section: Introductionmentioning

confidence: 99%

Task criticalness potential: A multiple criteria approach to project management

Brožová¹,

Bartoška²,

Šubrt³

et al. 2016

Kybernetika

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“…Many studies in risk management focused on management process ( Simon et al 1996;Saito 1997;Sawada 2000) and risk analysis (Chapman 1998;Gong 1995;Ren 1994) in the past decade.…”

Section: Introductionmentioning

confidence: 99%

“…Ren (1994) assessed the risk relationship between risk lifecycle and separate project risks to analyze the financial risks. Gong (1995) enhanced the PERT/PCM project scheduling technique by applying time-disturbance analysis to lower the prediction uncertainty caused by disregarding the effect of noncritical activities on project-duration estimation. Other studies have attempted to develop more powerful and precise analysis methods to support user decisions (Ren 1994;Gong 1995).…”

Section: Introductionmentioning

confidence: 99%

Risk Management in the Construction Phase of Building Projects in Taiwan

Tsai

Yang

2009

Journal of Asian Architecture and Building Engineering

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Project risk issues have seldom been addressed from the perspective of jobsite engineers. This study presents a novel approach for collecting risk management data in order to understand the realities of risk management in Taiwan. In this study, accumulation contributing ratio of risk and distance of controllability are utilized as the two proposed criteria to extract the consensus critical risks of practitioners. The data are analyzed from multiple points of view to explore the co-relationship among risk cause, risk strategy, risk result and project stage, and to clarify the risk mechanism and the realities of risk management. This analysis found that the risk is highest in the structure construction and finish work stages, and that schedule postpones and negotiation risk strategies are widely adopted by project managers in Taiwan for all risk results. Conclusions also included that contractors worries about the risk causes concerning natural phenomenon, and contract-related issues at the pre-construction stage which lead to schedule delay and cost overrun risk results.

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Calculation of safe float use in risk-analysis-oriented network scheduling

Cited by 29 publications

References 5 publications

A Decision Support System Specification for Cost Escalation in Heavy Engineering Industry

A Decision Support System Specification for Cost Escalation in Heavy Engineering Industry

Task criticalness potential: A multiple criteria approach to project management

Risk Management in the Construction Phase of Building Projects in Taiwan

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