PCIM: Project Control and Inhibiting-Factors Management Model

Abstract

In construction projects, the aim of project control is to ensure projects finish on time, within budget and achieve other project objectives. During the last few decades, numerous project control methods have been developed and adopted by project managers in practice. However, many of the existing methods focus on describing what the processes and tasks of project control are; not on how these tasks should be carried out. There is also a potential gap between principles that underlies these methods and project control practice. As a result, time and cost overruns are still common in construction projects partly due to deficiencies of the existing project control methods and difficulties in implementing them. This paper describes a new project cost and time control model, developed through a study involving extensive interaction with construction practitioners in the UK, which better reflects the real needs of project managers. A set of good practice checklist is also developed to facilitate the implementation of the model.

Rule Based Forward Chaining Technique for Detecting and Controlling Fraud in Project Monitoring System

“…e. Finally, the proposed is able to display near real-time report. Figures 5,6,7,8,9 and 10 shows screenshots of different interfaces captured from the proposed software solution for fraud control in project monitoring system developed as a result of the research work.…”

“…This research work focuses on the shorting comings of the research work cited by [8]. We made a modification to the PCIM model in Figure 1 by adding an automated workflow system and a fraud control mechanism in order to route messages between users and to detect and control fraud in construction project and also to report event occurrence in a near real-time process.…”

“…Finally, having a dedicated Feedback procedure ensures that information is transmitted quickly and efficiently and is not left on the desk until it becomes obsolete and useless [8]. …”

Enablers and barriers to the successful implementation of project control systems in the petroleum and chemical industry

“…25,34,36 Complex project objectives lead to increased complications in PCS implementation. Specifically, within petroleum and chemical projects, the variance between the owner and contractor in defining their PCS is an issue that limits the effectiveness of PCS implementation.…”

Rural Residents’ Perception of Construction Project Delays in Pakistan

“…Gündüz et al [30] and Hwang et al [31] define delays in construction projects as the inability of accomplishing the schedule objectives, increased cost, interruption of work, loss of productivity, being behind schedule, disputes, third-party claims, termination of contracts and dissatisfaction of the primary stakeholders. Many construction projects for many years have experienced budget overspends [32], time extensions [33], and time overruns than the planned in the contract [4,34], and sometimes the construction schedule completion date is double [12]. Most developing country construction project delays come from scarcities of public funds [35] in the current fiscal year.…”