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Cattell, D W, Bowen, P A and Kaka, A P (2007) Review of Unbalanced Bidding Models in Construction. Journal of Construction Engineering and Management, 133(08), 562–73.

Cheng, E W, Li, H and Fox, P (2007) Job Performance Dimensions for Improving Final Project Outcomes. Journal of Construction Engineering and Management, 133(08), 592–9.

Elyamany, A, Basha, I and Zayed, T (2007) Performance Evaluating Model for Construction Companies: Egyptian Case Study. Journal of Construction Engineering and Management, 133(08), 574–81.

Moussourakis, J and Haksever, C (2007) Models for Accurate Computation of Earliest and Latest Start Times and Optimal Compression in Project Networks. Journal of Construction Engineering and Management, 133(08), 600–8.

Teo, E A L, Chan, S L and Tan, P H (2007) Empirical Investigation into Factors Affecting Exporting Construction Services in SMEs in Singapore. Journal of Construction Engineering and Management, 133(08), 582–91.

Thomas, H R and Ellis, R D (2007) Contractor Prebid Planning Principles. Journal of Construction Engineering and Management, 133(08), 542–52.

  • Type: Journal Article
  • Keywords: Construction costs; Productivity; Labor; Scheduling; Contractors; Planning;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2007)133:8(542)
  • Abstract:
    Planning is an essential function of project management. Yet, many small- and medium-sized contractors do a relatively poor job of operational planning. Better prebid plans will reduce costs, shorten schedules, and improve labor productivity. Unfortunately, the published literature offers little guidance for smaller contractors on what constitutes effective planning. Most papers describe planning as a macrolevel process for owners. Most emphasize scope definition for industrial projects. This paper describes a microlevel planning process for contractors. It consists of eight steps which are: (1) assess contract risks; (2) develop a preliminary execution plan; (3) develop site layout plans; (4) identify the sequences that are essential-to-success; (5) develop detailed operational plans; (6) develop proactive strategies to assure construction input into design; (7) revise the preliminary plan; and (8) communicate and enforce the plan. The entire process is illustrated with a case study project and is fully illustrated with figures which show how to integrate the work of multiple contractors, keep key resources (crews or equipment) fully engaged with no downtime, provide time buffers so the work of follow on crews can be efficiently done, expedite the schedule using multiple work stations and concurrent work, ways to communicate the work plan to the superintendent and foremen, and how to assess the feasibility of various work methods. The steps are easy to understand and implement. They will yield immediate positive results.

Vassallo, J M (2007) Implementation of Quality Criteria in Tendering and Regulating Infrastructure Management Contracts. Journal of Construction Engineering and Management, 133(08), 553–61.