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Mapping the Influence of Project Management on Project Cost
Haiyan Jin,Liyin Shen,Zheng Wang 대한토목학회 2018 KSCE JOURNAL OF CIVIL ENGINEERING Vol.22 No.9
This paper develops a framework to map the influence of Project Management (PM) attributes on project cost and then tests these relationships between PM attributes and project cost on industrial construction projects. PM attributes are identified and classified into five areas: Human Resource Management (HRM), function of PM, partnering and supply chain, design efficiency, and quality. The framework model is tested on survey data from member companies of the Construction Industry Institute (CII) using the Structural Equation Modeling method. The results reveal that quality, function of PM, and HRM can have a significant positive impact on project cost. Quality is found to have the most direct and greatest impact on project cost efficiency among PM attributes. The goal of this statistical study is to demonstrate the paths and strengths of the effects of PM attributes on project cost.
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Chao Mao,Guiwen Liu,Liyin Shen,Xiangyu Wang,Jun Wang 대한토목학회 2018 KSCE JOURNAL OF CIVIL ENGINEERING Vol.22 No.8
Off-site Construction (OSC) is an alternative to conventional construction. However, China lags behind developed countries interms of its OSC development. The chief goal of this study is to demonstrate the critical driving forces and solutions that promoteOSC development. A total of 21 hypotheses are established to present the interrelations among eight driving forces. Based on 176valid responses from developers in mainland China, a structural equation model is built to explore the key solutions and the criticaldriving forces. Most driving forces, such as Pursuit of Sustainable Competitiveness (PSC), Governmental Policies and Regulations(GPR), Technological Innovation (TI), Corporate Social Responsibility (CSR), and Construction Market Demand (CMD), can affecta Corporation’s Willingness and Behavior (CWB) in adopting OSC through two mediating factors, namely, Economic Benefits (EB)and social and environmental benefits. The findings highlight five main driving solutions to promote OSC, namely, “PSC → EB →CWB,” “PSC → TI → EB → CWB,” “GPR → TI → EB → CWB,” “GPR → CSR → CWB,” and “GPR → CMD → CWB.”Governments and project clients are also identified as important players in the development of OSC in China. These results provide avaluable reference for the government to understand the underlying interrelationships among the driving forces and key solutions tothe development of OSC in China.
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