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Description
The construction industry in India suffers from major time and cost overruns. Data from government and industry reports suggest that projects suffer from 20 to 25 percent time and cost overruns. Waste of resources has been identified as a major source of inefficiency. Despite a substantial increase in the past few years, demand for professionals and contractors still exceeds supply by a large margin. The traditional methods adopted in the Indian construction industry may not suffice the needs of this dynamic environment, as they have produced large inefficiencies. Innovative ways of procurement and project management can satisfy the needs aspired to as well as bring added value. The problems faced by the Indian construction industry are very similar to those faced by other developing countries. The objective of this paper is to discuss and analyze the economic concerns, inefficiencies and investigate a model that both explains the Indian construction industry structure and provides a framework to improve efficiencies. The Best Value (BV) model is examined as an approach to be adopted in lieu of the traditional approach. This could result in efficient construction projects by minimizing cost overruns and delays, which until now have been a rarity.
ContributorsNihas, Syed (Author) / Kashiwagi, Dean (Thesis advisor) / Sullivan, Kenneth (Committee member) / Kashiwagi, Jacob (Committee member) / Arizona State University (Publisher)
Created2013
ContributorsChang, Ruihong (Performer) / ASU Library. Music Library (Publisher)
Created2018-03-29
Description
Four Souvenirs for Violin and Piano was composed by Paul Schoenfeld (b.1947) in 1990 as a showpiece, spotlighting the virtuosity of both the violin and piano in equal measure. Each movement is a modern interpretation of a folk or popular genre, re- envisioned over intricate jazz harmonies and rhythms. The work was commissioned by violinist Lev Polyakin, who specifically requested some short pieces that could be performed in a local jazz establishment named Night Town in Cleveland, Ohio. The result is a work that is approximately fifteen minutes in length. Schoenfeld is a respected composer in the contemporary classical music community, whose Café Music (1986) for piano trio has recently become a staple of the standard chamber music repertoire. Many of his other works, however, remain in relative obscurity. It is the focus of this document to shed light on at least one other notable composition; Four Souvenirs for Violin and Piano. Among the topics to be discussed regarding this piece are a brief history behind the genesis of this composition, a structural summary of the entire work and each of its movements, and an appended practice guide based on interview and coaching sessions with the composer himself. With this project, I hope to provide a better understanding and appreciation of this work.
ContributorsJanczyk, Kristie Annette (Author) / Ryan, Russell (Thesis advisor) / Campbell, Andrew (Committee member) / Norton, Kay (Committee member) / Arizona State University (Publisher)
Created2015
Description
The construction industry is performing poorly regarding project management and service delivery. On average, global projects are over-budget, delayed, and met with unsatisfactory results according to buyers. To mitigate poor performance, the project management career path has been heavily researched and continually developed over the last century. Despite the published advances in project management approaches and tools, project performance continues to suffer. This research seeks to conduct an exploratory analysis of current project management and other approaches and determine how they affect project performance. Through a detailed literature search, the researcher identified a procurement model that is more heavily documented as high performing than all other approaches. The researcher proposed that this model may be a solution to assist project managers with the delivery of high performing services. The model is called the Best Value Approach (BVA). The BVA focuses on leadership, non-technical communication, quality assurance, and transparent project execution. To test the effectiveness of its practices, the researcher modified and adapted the BVA into a project management approach and tested it on a large-scale government project. During the case study test, the researcher observed that there were two primary project management roles in the supply chain; the buyer’s and vendor’s project managers. The case study resulted in the large government organization receiving more work and increased their satisfaction of the work received by 22 percent from the previous year. To further test the project management adapted BVA, the researcher conducted a classroom case-study in which students learned and implemented the BVA practices on real-time, small-scale industry projects. Results include cost savings of $100,000 for 10 companies over 24 projects, cost avoidance of over $4.5M, and a 9.8/10 customer satisfaction [in terms of the companies’ satisfaction with the deliverables produced on each project]. These results suggest that the BVA practices may effectively improve the performance of project delivery, and may be a viable new project management approach to train future project managers. Out of the two project manager roles, it is proposed that the buyer’s project manager may receive the most benefit. Additional research is needed on the other approaches to compare quantitative project performance, and run repeated testing on the potential new project management approach.
ContributorsRivera, Alfredo Octavio (Author) / Badger, William (Thesis advisor) / Sullivan, Kenneth (Thesis advisor) / Kashiwagi, Jacob S (Committee member) / Arizona State University (Publisher)
Created2017
Description
The success or failure of projects is not determined only by procedures, tasks, and technologies, but also by the project team and its effectiveness. In order to lead project teams towards successful outcomes, project managers must maintain high quality relationships in the workplace. When looking at employees’ relationships in the workplace, Social Exchange Theory introduces two types of exchanges: employee-organization and leader-member exchanges. While both types of exchanges focus exclusively on the employee’s longitudinal relationships, the interpersonal relationships among the team members are usually overlooked.
This research presents the results of a quantitative study of the interpersonal relationships of 327 project managers and assistant project managers in their workplace. Specifically, the study investigates if the quality of the relationship with particular stakeholders, such as one’s immediate supervisor (boss), peers, or subordinates, drives the individual’s quality of the relationship with other stakeholders.
Contrary to the expectations, in strictly hierarchical organizations (one direct supervisor), there is no significant correlation between the quality of relationships with the boss and the overall quality of the individual’s relationships. However, in the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with “the most important peer”.
This research presents the results of a quantitative study of the interpersonal relationships of 327 project managers and assistant project managers in their workplace. Specifically, the study investigates if the quality of the relationship with particular stakeholders, such as one’s immediate supervisor (boss), peers, or subordinates, drives the individual’s quality of the relationship with other stakeholders.
Contrary to the expectations, in strictly hierarchical organizations (one direct supervisor), there is no significant correlation between the quality of relationships with the boss and the overall quality of the individual’s relationships. However, in the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with “the most important peer”.
ContributorsK. Jamali, M. Hossein (Author) / Wiezel, Avi (Thesis advisor) / Sullivan, Kenneth T. (Committee member) / Badger, William (Committee member) / Arizona State University (Publisher)
Created2019
Description
The discipline of continuing professional development (CPD) is well defined and established within a variety of industries, such as medical, legal, and financial. The built environment is a less defined and mature industry with respect to educational pathways and professional education, with no uniform structure. Occupational licensing, such as registered nurses, certified professional accountants, and others are well known within both their industries and the public. Additionally, occupational core-competencies are well established. Planning is a core skill set within the built environment and construction management. Definitions of the term “planning” vary quite broadly across the built environment, but generally includes activities such as risk identification, scope identification, and scheduling. Understanding how professionals in the built environment learn to plan is critical to meeting CPD needs for planning skills and the ability of a professional to “plan” effectively. Many planning tools and software have been developed, but often rely on an individual professional’s personal experiences and abilities. Limited literature in the field of professional education in the built environment has left a gap on the topic of how to train professionals in planning competencies. Survey results indicate that current training is not meeting the expectations of professionals, as only 16 percent of professionals are trained how to plan using their preferred method of learning. While on-the-job training is the primary format, the most preferred format is internal company training, but only 54 percent of companies provide this format. Mann-Whitney U and Kruskal Wallis tests were conducted and revealed that organizations with internal training programs have higher employee satisfaction with their organization’s planning process. Further, organizations with internal training programs are seen as having a more formal internal planning process. Research is needed to develop CPD within construction management and provide the foundation upon which a professional education structure can be created. An andragogically-centered schema for a heuristic approach to construction CPD is developed and tested on a seminar for pre-project planning. The full instructional design of the seminar using the model is disclosed and seminar results showed positive results and participants achieved high levels of learning.
ContributorsHurtado, Kristen (Author) / Sullivan, Kenneth (Thesis advisor) / Wiezel, Avi (Committee member) / Badger, William (Committee member) / Arizona State University (Publisher)
Created2018
ContributorsWhite, Aaron (Performer) / Kim, Olga (Performer) / Hammond, Marinne (Performer) / Shaner, Hayden (Performer) / Yoo, Katie (Performer) / Shoemake, Crista (Performer) / Gebe, Vladimir, 1987- (Performer) / Wills, Grace (Performer) / McKinch, Riley (Performer) / Freshmen Four (Performer) / ASU Library. Music Library (Publisher)
Created2018-04-27
ContributorsRosenfeld, Albor (Performer) / Pagano, Caio, 1940- (Performer) / ASU Library. Music Library (Publisher)
Created2018-10-03