Uniqueness of construction industry Calculation and evaluation of matrices

The awareness and practice of value management by South African consulting engineers: Preliminary research survey findings Original Research Article International Journal of Project ManagementThe awareness of value management (VM) and the nature and extent of its practice by professional civil, electrical and mechanical engineers in the South African construction industry are investigated using a web-based, online questionnaire survey as the first part of a more extensive investigation. A primary objective of the early study is to test the UK-based assertion of Kelly et al. [Kelly, J., Male, S., Graham, D., 2004. Value Management of Construction Projects. Blackwell, Oxford] that VM is an established service with commonly understood tools, techniques and styles. The survey findings suggest that, while awareness of VM is reasonably prevalent among South African engineers, its practice is considerably less extensive. Where VM is undertaken, almost no attempt is made to benchmark VM activities against international standards nor does its use appear to conform to any standard methodology. Engineers prefer other ways of delivering value to projects, and do not generally employ VM to facilitate the client briefing process. The findings are important given the increasing globalization of construction services, especially given the international ties between designers, project managers and other professionals. Professional engineering associations in South Africa should adopt a proactive role in promoting the use of VM by engineers, possibly through continuing professional development programmes.A rticle Outline1. Introduction2. Value management and its application to the construction industry3. Consulting engineers and value management4. Questionnaire design5. Method of data collection6. Analysis of the data6.1. Sample profile6.2. Awareness and use of value management6.3. Nature and use of value management6.3.1. Reasons why VM is used6.3.2. Importance of client value system variables6.3.3. Client objectives for VM6.3.4. Outcomes of VM6.3.5. VM team dynamics6.3.6. VM methods and tools6.3.7. Benchmarking VM6.3.8. Integrating VM with risk and quality management7. Discussion of the results8. ConclusionsAcknowledgementsReferencesA review and outlook for a ‘Building Information Model’ (BIM): A multi-standpoint framework for technological development Original Research ArticleAdvanced Engineering InformaticsIntegrating VM with risk and quality managementAutomation in Construction深圳市虹茂国际货运代理有限责任公司是具有国家一级货代资格的货运代理企业，总部设于深圳。

经营范围涉及海运、空运、陆路运输及仓储报关等项目。

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Impacts of multi-layer chain subcontracting on project management performance Original Research ArticleInternational Journal of Project ManagementThis paper investigates the impacts of applying the multi-layer chain subcontracting system on project management performance with reference to Hong Kong construction industry. Multi-layer chain subcontracting system is widely used within construction industry as it is considered advantageous in many aspects such as better efficiency of subcontractors’ operation due to thei r unique skills. However, the fact of poor quality products in construction practice raises the doubt about the effectiveness of the chain system. Accordingly, the reasons why the applications of the system contribute to poor project performance are examined. A survey conducted in the Hong Kong construction industry demonstrates that the multi-layer chain subcontracting system, while widely adopted, is largely flawed. Based on the survey results, application of multi-layer chain subcontracting system contributes largely to the poor performance across the all major aspects including quality and time management, cost control, and communication and coordination performance. The association exists between poor project management performance and the increase of the number of layers in the chain of the subcontracting arrangement. The long communication chain because of the increasing layers of subcontractors results in various problems such as communication errors, poor supervision on the bottom-layer contractors. Consequently overruns in cost and time, and abortive and remedial works are common. Recommendations for improving the practice are suggested and explored, including change the practice of the “lowest bid” to an approach which incorporate both price and technical performance, limit the number of subcontracting layers, restrain the use of “supply-and-fix” subcontracting arrangement, and enforce the implementation of government regulations. The findings of this study provide useful references in examining the practice of subcontracting system in other construction industries and identifying the areas where the improvements can be made for gaining the benefits of using the system.A rticle Outline1. Introduction2. Research methodologies3. Results and discussion3.1. Impacts of multi-layer chain subcontracting to project quality performance3.2. Impacts of multi-layer chain subcontracting to project time management performance3.3. Impacts of multi-layer chain subcontracting to project cost control performance3.4. Impacts of multi-layer chain subcontracting to project communication and coordination4. Improvement methods4.1. Changing the practice of the “lowest bid” to an approach w hich incorporate both price and technical performance4.2. Limit the number of subcontracting layers4.3. Restrain the use of “supply-and-fix” subcontracting arrangement4.4. Enforce the implementation of governmental regulations5. ConclusionAppendix A. Interview questionsReferences。