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Abbott, M and Carson, C (2013) A comparative approach to determining the growth of productivity of the New Zealand construction industry. Construction Economics and Building, 13(04), 65-77.

Abdi, A, Lind, H and Birgisson, B (2013) Payment mechanisms for winter road maintenance services. Construction Economics and Building, 13(04), 18-31.

Aulich, T (2013) The role of effective communication in the construction Industry: a guide for education and health clients. Construction Economics and Building, 13(04), 92-101.

Dumrak, J, Mostafa, S, Kamardeen, I and Rameezdeen, R (2013) Factors associated with the severity of construction accidents: the case of South Australia. Construction Economics and Building, 13(04), 32-49.

Kuiper, I and Holzer, D (2013) Rethinking the contractual context for Building Information Modelling (BIM) in the Australian built environment industry. Construction Economics and Building, 13(04), 1-17.

Langston, C (2013) Development of generic key performance indicators for PMBOK® using a 3D project integration model. Construction Economics and Building, 13(04), 78-91.

  • Type: Journal Article
  • Keywords: Project management; integration, tetrahedron; key performance indicators; success criteria; PMBOK® knowledge areas
  • ISBN/ISSN: 1837-9133
  • URL: https://doi.org/10.5130/AJCEB.v13i4.3658
  • Abstract:
    Since Martin Barnes’ so-called ‘iron triangle’ circa 1969, much debate has occurred over how best to describe the fundamental constraints that underpin project success. This paper develops a 3D project integration model for PMBOK® comprising core constraints of scope, cost, time and risk as a basis to propose six generic key performance indicators (KPIs) that articulate successful project delivery. These KPIs are defined as value, efficiency, speed, innovation, complexity and impact and can each be measured objectively as ratios of the core constraints. An overall KPI (denoted as s3/ctr) is also derived. The aim in this paper is to set out the case for such a model and to demonstrate how it can be employed to assess the performance of project teams in delivering successful outcomes at various stages in the project life cycle. As part of the model’s development, a new PMBOK® knowledge area concerning environmental management is advanced.

Spillane, J and Oyedele, L (2013) Strategies for effective management of health and safety in confined site construction. Construction Economics and Building, 13(04), 50-64.