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Barbosa, P S F and Pimental, P R (2001) A linear programming model for cash flow management in the Brazilian construction industry. Construction Management and Economics, 19(05), 469-79.

Drew, D S, Ho, L C Y and Skitmore, M R (2001) Analysing a consultant's competitiveness in two-envelope fee tendering. Construction Management and Economics, 19(05), 503-10.

Eyiah, A K (2001) An integrated approach of financing small contractors in developing countries: a conceptual model. Construction Management and Economics, 19(05), 511-8.

Fox, S, Marsh, L and Cockerham, G (2001) Design for manufacture: a strategy for successful application to buildings. Construction Management and Economics, 19(05), 493-502.

Griffith, A and Phillips, N (2001) The influence of the Construction (Design and Management) Regulations 1994 upon the procurement and management of small building works. Construction Management and Economics, 19(05), 533-40.

Kale, S and Arditi, D (2001) General contractors' relationships with subcontractors: a strategic asset. Construction Management and Economics, 19(05), 541-9.

Li, Z, Anson, M and Li, G (2001) A procedure for quantitatively evaluating site layout alternatives. Construction Management and Economics, 19(05), 459-67.

Nkado, R N and Meyer, T (2001) Competencies of professional quantity surveyors: a South African perspective. Construction Management and Economics, 19(05), 481-91.

Skitmore, R M and Ng, T (2001) Australian project time-cost analysis: Statistical analysis of intertemporal trends. Construction Management and Economics, 19(05), 455-458.

Winch, G M and Carr, B (2001) Processes, maps and protocols: understanding the shape of the construction process. Construction Management and Economics, 19(05), 519-31.

  • Type: Journal Article
  • Keywords: process mapping; process protocol; benchmarking; key performance indicators; retail clients
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2001.9709628
  • Abstract:

    Process mapping and benchmarking are becoming widely recognized as important management tools for understanding how value is delivered for customers, and their use in the construction industry is growing rapidly. Influenced by research on design project management, and the requirements of developing interfirm IT systems, this work has focused renewed attention on the role of process protocols. The aim of this paper is to explore empirically the use of process maps and protocols within one retail client with a large programme of retail development projects.