2003
DOI: 10.1016/s0926-5805(02)00041-9
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Developing an electronic acquisition model for project scheduling using XML-based information standard

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Cited by 18 publications
(8 citation statements)
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“…With the use of ICT applications, actors try to reach an understanding about action situations and their plans of action in order to coordinate their actions. For example with the use of e-AMPS (Tserng and Lin, 2003), participants automatically communicate real-time scheduling information in order to make appropriate decisions with regard to project control. All other examples of ICT applications mentioned above share the same characteristics.…”
Section: Ict Applications In Constructionmentioning
confidence: 99%
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“…With the use of ICT applications, actors try to reach an understanding about action situations and their plans of action in order to coordinate their actions. For example with the use of e-AMPS (Tserng and Lin, 2003), participants automatically communicate real-time scheduling information in order to make appropriate decisions with regard to project control. All other examples of ICT applications mentioned above share the same characteristics.…”
Section: Ict Applications In Constructionmentioning
confidence: 99%
“…This problem is also recognised by several researchers mentioned in Section 3. Tserng and Lin (2003) mention the importance of unobstructed communication among all project participants, i.e. the complete sharing of scheduling information among project members.…”
Section: Alignment Between Communication and Ictmentioning
confidence: 99%
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“…Turowski (2002) proposed an approach to support distributed, logically integrated intercompany business processes by applying agent and XML technology. Tserng and Lin (2003) built an automatic communication environment Object-oriented XML document meta-model for B2B collaborations 813…”
Section: Xml Applicationsmentioning
confidence: 99%
“…In a highly competitive and changeable environment, the schedule of a multi-contract project [9] can easily encounter various unforeseen circumstances at the project execution phase caused by the influence of various uncertainties. O'Brien indicates that discrepancies between the needed resources for activities and the resources available to subcontractors are a major cause of project changes [10].…”
Section: Introductionmentioning
confidence: 99%