China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38t...China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38thamong the top 500 enterprises in the national constructionindustry,and obtained foreign independent operationalrights for its good reputation of composite constructioncapability and contracting foreign engineering. Since 1989 when it first contracted foreignengineering,the company has realized a turnout of US＄37million for engineering contract and labour cooperationin Zimbabwe,Burundi and Austria,bringing about展开更多
The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the su...The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the supervising architectural company often occur for the lack of long-term experience to work together. The various factors that affect the implementation of turn-key projects currently practiced in Taiwan are analyzed using the analytic network process (ANP). The objective is to study how the twelve key factors in the four layers of "Role assignment","Signing contract","Operational procedures" and "Losing capital investment" affect the progress of implementing the turn-key project in Taiwan. The results reveal that "Delay in payment" has the most negative influence with 15.62% weighing factor; "Latent risk" comes next with 11.14% weighing factor,and "Responsibility of construction company for project quality" is the third with 10.79% weighing factor.展开更多
Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress ...Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress measurement facilitates progress monitoring, an inevitability for identifying early warning?signs and confirmation of structured work proceeding. Different progress measuring methods are available and used for construction projects. They range from the traditional to the contemporary ones like three-dimensional and four-dimensional models. This paper examines current progress measurement methods used in the Ghanaian construction industry. Eight commonly employed methods were identified from the literature?and?rated by sixty-two construction professionals, practicing with tier one construction firms and construction consultancy services. Relative Important Index ranking and Mann-Whitney?U?test statistics were used to rank and check the consistency of survey responses. Cost Ratio ranked?the?highest, followed by Supervisor’s Opinion and Units?Completed. The fourth-ranked method was Time Ratio, then Incremental Milestone before Start-Finish.?Weighted/Equivalent Units?was at?the penultimate with Earned Value Analysis ranked?the?lowest. The study will not only underscore the relevance of the current project progress measurement practices and provoke prolific debates on their merits, but will also serve as a precursor for critical evaluation of the methods with the view to identifying?barriers militating against realistic progress assessment of construction works.展开更多
文摘China No.17 Metallurgical Construction Companyis the state Class A construction and installation enterprise,and China’s first large united enterprise with foreignengineering contract qualification.In 1995,it came 38thamong the top 500 enterprises in the national constructionindustry,and obtained foreign independent operationalrights for its good reputation of composite constructioncapability and contracting foreign engineering. Since 1989 when it first contracted foreignengineering,the company has realized a turnout of US＄37million for engineering contract and labour cooperationin Zimbabwe,Burundi and Austria,bringing about
文摘The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence,problems to coordinate the professional construction management (PCM) and the supervising architectural company often occur for the lack of long-term experience to work together. The various factors that affect the implementation of turn-key projects currently practiced in Taiwan are analyzed using the analytic network process (ANP). The objective is to study how the twelve key factors in the four layers of "Role assignment","Signing contract","Operational procedures" and "Losing capital investment" affect the progress of implementing the turn-key project in Taiwan. The results reveal that "Delay in payment" has the most negative influence with 15.62% weighing factor; "Latent risk" comes next with 11.14% weighing factor,and "Responsibility of construction company for project quality" is the third with 10.79% weighing factor.
文摘Progress measurement is cardinal for effective project delivery. It assesses the physical amount of completed work within budgeted cost and manpower performance at a specified stage of the project. Effective progress measurement facilitates progress monitoring, an inevitability for identifying early warning?signs and confirmation of structured work proceeding. Different progress measuring methods are available and used for construction projects. They range from the traditional to the contemporary ones like three-dimensional and four-dimensional models. This paper examines current progress measurement methods used in the Ghanaian construction industry. Eight commonly employed methods were identified from the literature?and?rated by sixty-two construction professionals, practicing with tier one construction firms and construction consultancy services. Relative Important Index ranking and Mann-Whitney?U?test statistics were used to rank and check the consistency of survey responses. Cost Ratio ranked?the?highest, followed by Supervisor’s Opinion and Units?Completed. The fourth-ranked method was Time Ratio, then Incremental Milestone before Start-Finish.?Weighted/Equivalent Units?was at?the penultimate with Earned Value Analysis ranked?the?lowest. The study will not only underscore the relevance of the current project progress measurement practices and provoke prolific debates on their merits, but will also serve as a precursor for critical evaluation of the methods with the view to identifying?barriers militating against realistic progress assessment of construction works.
