Risk Response of Complex Projects: Risk Association Network Method

Lin, Yong; Lou, Jiaming; Zhao, Xianbo

doi:10.1061/(asce)me.1943-5479.0000916

Cited by 43 publications

(32 citation statements)

References 78 publications

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“…2.4 Social distancing, job re-organization and schedule performance relationships On construction project sites, the adoption of virtual or remote working is not practicable. Therefore, for construction workers to report to the project site, social distancing measures need to be adopted through job re-organization to reduce or limit person-to-person contacts (Gravina et al, 2020;Yang et al, 2021). Hence, during work times, employers are encouraged to limit the level of interaction among employees during the day's work (Gravina et al, 2020).…”

Section: Job Re-organization and Schedule Performancementioning

confidence: 99%

Forecasting the schedule performance resulting from the adoption of social distancing in construction projects

Onubi

Yusof

Hassan

et al. 2021

ECAM

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PurposeThe coronavirus disease 2019 (COVID-19) pandemic has had major impacts on the performance of construction projects that have adopted social distancing measures. This study examines the effect of social distancing measures on project schedule performance through job reorganization on construction project sites.Design/methodology/approachResponses were obtained through a survey of 154 construction projects and analysed using the partial least square structural equation modeling (PLS-SEM) technique.FindingsThe findings established that social distancing has a negative effect on schedule performance, social distancing has a positive effect on job re-organization and job re-organization has a positive effect on schedule performance. Additionally, the results indicate that job re-organization partially mediates the relationship between social distancing and schedule performance, while social distancing moderates the relationship between job re-organization and schedule performance with low social distancing having the stronger positive effect.Originality/valueThis study contributes theoretically to a greater understanding of the impact of adopting COVID-19 safety measures such as social distancing on the schedule performance of construction projects. The study also shows how social distancing could lead to schedule performance through job reorganization.

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Section: Job Re-organization and Schedule Performancementioning

confidence: 99%

Forecasting the schedule performance resulting from the adoption of social distancing in construction projects

Onubi

Yusof

Hassan

et al. 2021

ECAM

View full text Add to dashboard Cite

show abstract

“…To find signal organizations, it is critical to evaluate the importance of nodes from the network's perspective. Node importance is generally assessed by two parameters: (1) node degree [66,67]; and (2) node centrality, including degree centrality, closeness centrality, betweenness centrality, and eigenvector centrality [68]. Nevertheless, conflicting results frequently occur because node importance usually ranks differently between the analysis of the five parameters.…”

Section: Meetingsmentioning

confidence: 99%

Organization Synchronization in Response to Complex Project Delays: Network-Based Analysis

Lin

Zhao

2022

Buildings

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In response to frequent complex project delays, organization synchronization, a set of interactions, is a dynamic behavior that helps to restore the stability of complex projects after delays. However, few studies have figured out how organizations synchronize effectively in order to deal with delay issues. To solve this problem, this study first provides a preliminary list of CDFs and indices of organization interactions are also given. A total of 15 key CDFs and 10 interaction ways were refined according to a questionnaire survey. In addition, the complex network synchronization (CNS) theory was adopted to analyze the synchronizability and importance of nodes by comprehensively using multiple parameters. A complex metro project with 51 project organizations was used as a case study and we found that specific signal organizations synchronized through three effective interaction ways (meetings, discussion and study, and the Internet) to cope with six CDFs (safety accidents, prominent problems of land expropriation, unreasonable timelines by clients, improper construction designs, delayed payments, and high financial risks). This study contributes to defining organization synchronization, providing a feasible research framework for assessing network synchronizability and identifying signal organizations in complex projects, and guiding practitioners to effectively cope with delays by interactions between signal organizations.

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“…Given the increasing complexity and expertise of construction projects, GCs hire more SubCs for every work type, considering that SubCs play a critical role in construction projects [13,28]. The GC shares not only the profit with the SubCs but also the risks [13,15]. Therefore, SubCs hired by the GC can account for up to approximately 90% of the total project value [11,29].…”

Section: Microscopic Viewpoint Analysis Of the Resource Planningmentioning

confidence: 99%

Microscopical Resource Allocation for Large-Scale Apartment Foundation Work Using Queuing Systems

2022

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Resource management can determine the success or failure of construction projects and is indispensable in frame construction owing to the numerous resources allocated. Various research methodologies have been proposed for successful resource management, but they have not been conducted from a microscopic point of view such as activity. This paper quantitatively analyzes the impact of a concrete pouring team allocation on the project from a microscopic point of view, and proposes a framework for allocating the optimal team. Firstly, a time-dependent queueing model-based method is proposed for evaluating the influence of the pouring team for foundation concrete pouring. Data from large-scale apartment project cases in South Korea were used to verify this framework. Using time and cost metrics, the impact of the pouring team on the project was quantitatively analyzed. Finally, comparative analysis was performed to compare the concrete pouring team costs, including the average server cost and waiting cost before and after optimization. The proposed method reduced the total pouring team cost by 26.27% (KRW 35,547,600); it can help determine the optimal number of concrete pouring teams required for frame construction and improve the performance of construction projects from the process planning stage itself, by ensuring appropriate resource planning. However, since a single case was used, it is necessary to apply the proposed framework to actual construction after analyzing various cases in future studies.

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Risk Response of Complex Projects: Risk Association Network Method

Cited by 43 publications

References 78 publications

Forecasting the schedule performance resulting from the adoption of social distancing in construction projects

Forecasting the schedule performance resulting from the adoption of social distancing in construction projects

Organization Synchronization in Response to Complex Project Delays: Network-Based Analysis

Microscopical Resource Allocation for Large-Scale Apartment Foundation Work Using Queuing Systems

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