Construction project managers aspire to achieve projects of the highest quality while minimizing time and cost. Presently, most trade-off analysis models focus predominantly on the traditional ...trifecta of time, cost, and quality, often overlooking other pivotal factors and project traits. This study introduces the Chaotic Adaptive Multi-Objective Sea Horse (CAMOSH), an innovative algorithm crafted to navigate the nuanced tradeoffs among time, cost, quality, risk, and environment (TCQRE) in comprehensive construction projects. CAMOSH leverages chaos sequences for population initialization and integrates an adaptive selection technique to harmonize exploitation and exploration during optimization. To facilitate the early-stage project implementation, the multiple-criteria decision analysis (MCDA) method is employed. When benchmarked against six esteemed algorithms across two construction projects, CAMOSH shows its superiority. Statistical evaluation underscores CAMOSH’s outstanding performance, evidenced by its top-ranking values in Diversity Measure (DM) and Hyper-Volume (HV) for both case studies. Furthermore, the algorithm consistently yields solutions with the most optimal Spacing Metric (SM) values and operates in the shortest time frames. These results collectively validate CAMOSH as an instrumental resource, equipping project managers to adeptly balance multifaceted construction project objectives and pinpoint the most effective project timeline.
As donors channel more of their development assistance through private companies, a discussion is growing on what this shift means for international development. This paper focuses on four Central ...European donors, the Czech Republic, Hungary, Poland and Slovakia, who have recently implemented new incentives to promote the greater engagement of the private sector in their international development programmes. The paper uses new survey data of project managers at organisations implementing aid projects funded by these four donors to explore how private actors differ in their approaches to aid implementation. The analysis reveals that the type of implementing organisation does not affect their focus on internal project goals (budget, schedule, and scope), but project managers at private firms consider long-term impact and economic sustainability of the project less important. These findings support claims that for-profit organisations exercise a short-term approach to satisfy funders, but lack a deeper focus on long-term development.
Projects should create value. That is the desire and plan, but uncertainties cloud the paths to this destination. All project work should add value in terms of both the resources consumed and the ...benefits provided (e.g., scope, quality, technical performance, features, and functions), yet adding value is not always straightforward. Conventional techniques such as earned value management focus on time and cost but do not address quality, uncertainty, risk, and opportunity. An integrated approach is needed to account for all of these. This paper presents an integrated framework for quantifying and monitoring project value in terms of the key attributes that matter to its stakeholders. The framework distinguishes four types of project value: desired, goal, likely , and actual. Project management is value management. Project goals, capabilities, risks, and opportunities are evaluated with respect to each key attribute of the desired value. The project value, risk, and opportunity framework is useful for project planning, monitoring, control, and tradeoff decision support. An example project, developing a drone aircraft, demonstrates the framework's application to project planning and monitoring, including setting project goals that balance risk and opportunity. New indices for risk, opportunity, and learning are introduced to track project progress and operationalize new constructs for researchers.
Constructing buildings and design ambitions Tryggestad, Kjell; Georg, Susse; Hernes, Tor
Construction management and economics,
06/2010, Volume:
28, Issue:
6
Journal Article
Peer reviewed
Project goals are conceptualized in the construction management literature as either stable and exogenously given or as emerging endogenously during the construction process. Disparate as these ...perspectives may be, they both overlook the role that material objects used in construction processes can play in transforming knowledge and thereby shaping project goals. Actor-network theory is used to explore the connection between objects and knowledge with the purpose of developing an adaptive and pragmatic approach to goals in construction. Based on a case study of the construction of a skyscraper, emphasis is given to how design ambitions emerge in a process of goal translation, and to how, once these ambitions are materialized, tensions between aesthetic and functional concerns emerge and are resolved. These tensions are resolved through trials of strength as the object-the building-is elaborated and circulates across sites in various forms, e.g. artistic sketches, drawings and models. Given that initial goal accuracy is often seen as a key success factor, these insights have theoretical and practical implications for the management and evaluation of the construction project.
Declines in salmon stocks and general watershed health in Washington State, USA, have led to an increase in stream restoration and enhancement projects initiated throughout the state. The increasing ...number of projects has also raised questions regarding the monitoring of these efforts. Project managers receiving hydraulic project approvals (HPAs) were surveyed to determine whether monitoring was taking place on their projects. About half the project managers surveyed reported the collection of baseline data and the use of biological, physical, chemical, or other water quality measures for their projects. Of those who reported collection of monitoring data, only 18% indicated that monitoring was required. Respondents were also asked to rank the importance of various project goals on a Likert scale. Project managers with projects focusing on "engineering" goals (e.g., roadbed stabilization) were less likely than other project managers to collect baseline monitoring data. Project managers with projects focusing on "restoration/ecological" or "fisheries" goals were more likely than other project managers to collect monitoring measures. Although monitoring appears to be taking place in slightly more than half of the projects surveyed, the nature of the data collected varies widely across projects, and in most cases the monitoring effort is voluntary. This suggests that project sponsors, funders, and managers must consider the issues involved in requiring appropriate monitoring, establishing standardized monitoring guidelines, the time frames in which to monitor, providing other incentives for conducting monitoring, and ensuring adequate funding for monitoring efforts.
The relationship between customer focus (CF) competence and project performance were investigated on the basis of 1206 construction project teams. The hypotheses used were that a higher team CF ...actual assessment as well as a higher average team CF compliance (actual vs. desired CF level) increases the likelihood of achieving internal and overall budget goal, quality, as well as deadline goal. On the basis of simple and multiple regression models the conclusion is that only positive effects of the team average CF compliance on examined project goals are confirmed. On the other hand, the assumed positive effects of the team average CF actual assessment are rejected for the investigated project goals. Nonetheless, a suggestion for further research is that the inverse U-shaped relationship of the average team actual CF on the project performance should be examined. Along with the effects of CF (actual assessment and compliance) competence the multiple regression models reveal the effects of additional independent variables for the company (the revenue), the project (the duration, size, type, region, completion years) and the team (the average company and additional tenure, share of women, share of the employed at the end of the project, share of the assessed for CF, share of the final date contract and share of the technical versus business background) on achieving the project goals examined.
Maximizing Cognitive Readiness of Individuals in Project Management Mgbere, Chinwi; Winston, Rebecca; Di Fillipo, Ivano
2023 IEEE 12th International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications (IDAACS),
2023-Sept.-7, Volume:
1
Conference Proceeding
This study explores how aligned factors such as goal/desire, identity, values, and beliefs maximize cognitive readiness, which is a critical factor in the ability of project managers to process ...situational information or project signals in an increasingly turbulent post-COVID environment and improve decision-making. We show that cognitive readiness is highest when project goals dovetail with the personal goals and identity of the team. This could create intrinsic motivation in team members and enhance the clarity of choices that supports attaining the desired individual and project goals. The findings indicate that if individuals in project management set goals congruent and aligned with their highest value, their sensory awareness ( 1 1 Sensory awareness - the direct focus on specific sensory aspects of the body or outer or inner environment. R. T. Hurlburt Christopher L. Heavey and A. Bensaheb, Sensory Awareness, Article in Journal of Consciousness Studies, January 2009, Accessed June 2023, Online. Available: https://www.researchgate.net/publication/233693913 selective bias) filters out noise, they are present, mindful and aware, they are in flow, focused and diligent, they see opportunities, they take advantage of the synchronicities, 2 2 Synchronicity is a concept first introduced by analytical psychologist Carl G. Jung "to describe circumstances that appear meaningfully related yet lack a causal connection." https://en.wikipedia.org/wiki/Synchronicity make decisions quick, and take inspired actions.
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