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The Elimination of Career Path Decision Making

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Abstract The purpose of this project is to utilize the models and concepts from Information Measurement Theory (IMT) to help minimize future decision making with respect to my career path. When I began this project, my future was clouded, my

Abstract The purpose of this project is to utilize the models and concepts from Information Measurement Theory (IMT) to help minimize future decision making with respect to my career path. When I began this project, my future was clouded, my initial conditions were unknown, my stress over future career-path decisions was high, and I had eight possible career paths in mind. I have narrowed my career-path options from eight to four. In addition, I have determined a one-year plan that enables me to be prepared to pursue any of the four career paths that I have found align with me. In this project, I explored my dominant initial conditions with respect to my career path. I tracked the job history of my grandparents and parents. These efforts allowed me to identify the strengths and weaknesses that I was exhibiting by the age of three. Natural law dictates that the strengths and weaknesses of my younger self will be the same strengths and weakness that I excel at and struggle with today. I then used my understanding of natural law and the event model process to map the strengths and weaknesses of my parents and grandparents and to compare and contrast these to my strengths and weaknesses, including those that were apparent by the time that I was three years old. Focusing in on what I really want from a job, four main goals were established to grade the various future career-path options. Finally, I documented my transition from uncertainty to clarity. It began with my sobriety and ended with a milestone one-year plan that will give me information that I need to commit to my career path. This transition has had significant impact. The elusive "who am I" has been addressed, not completely but addressed sufficiently so that the question no longer plagues me. I know from where I have come. I have gained significant insight from those around me who know me. All of this has been documented for my own personal use, and for my children someday. This process permitted me to eliminate outliers from my eight original career paths, reducing them to four. In addition, application of IMT models and concepts has allowed me to see one year into the future. With my new-found knowledge, I will listen and watch the doors close on three of the remaining four career paths, as there is only one path I am meant to take.

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Date Created
2014-05

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Implementation of the best value approach in India

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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

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.

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Agent

Created

Date Created
2013

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Owners perspective of factors contributing to project delay: case studies of road and bridge projects in Saudi Arabia

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Delays are a major cause for concern in the construction industry both globally and locally in Saudi Arabia. This paper identifies the main causes of delay in infrastructure projects in the holy city of Makkah (Saudi Arabia) and compares these

Delays are a major cause for concern in the construction industry both globally and locally in Saudi Arabia. This paper identifies the main causes of delay in infrastructure projects in the holy city of Makkah (Saudi Arabia) and compares these with projects around the rest of the country and other Gulf countries as well. Data were obtained from 49 infrastructure projects that were undertaken by the owner and were analyzed quantitatively to understand the severity and causes of delay. 10 risk factors were identified in this study and these factors were grouped into four categories. The average delay in infrastructure projects in the city of Makkah was found to be 39%. The most severe cause of delay was found to be the land acquisition factor. This highlights the critical land ownership and acquisition issues that is prevailing in Makkah. In addition to this, other factors include contractors’ lack of expertise, haphazard underground utilities (line services), and re-designing. It is concluded that majority of delays were caused from the owner’s side as compared to contractors, consultants, and other project’s stakeholders. This finding was in line with the research findings of the Gulf Countries Construction (GCC) Industry’s literature as well. This study will fill an important practice and research gap for improving the efficiency in project delivery for infrastructure projects in the holy city of Makkah and the Gulf countries at large.

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Agent

Created

Date Created
2015

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Causes of litigation in the Saudi Arabian construction Industry

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ABSTRACT

The problem of litigation and disputes in the construction sector is a major impediment to countries’ development goals. The purpose of this paper is to investigate the problem of high legal costs and long delays that arise due to

ABSTRACT

The problem of litigation and disputes in the construction sector is a major impediment to countries’ development goals. The purpose of this paper is to investigate the problem of high legal costs and long delays that arise due to litigation involving project owners, designers, contractors and other construction parties worldwide and in Saudi Arabia, as well as to give recommendation according to the outcomes of this research. The causes of litigious behavior in Saudi Arabia and other countries around the world were identified and documented, also the differences in litigation of the Saudi Arabian construction industry as compared to other countries were identified. Preliminary investigations revealed that there are some level of similarity in the nature of the causes. Thus, these causes were grouped into three main categories which are expectation factors, communications factors and documentation factors. Further research based on existing literature showed that the practices used to minimize litigation in the construction industry were investigated. The following delivery process were researched: design-build (DB) delivery method, Alliance Contracting, Construction Manager at Risk (CMAR), Best Value Approach, Integrated Project Delivery (IPD), and Public-Private Partnerships (PPPs), and the PIPS/PIRMS approach. These delivery methods were found to have issues, which means the methods by observation do not seem to be the ideal solution to minimize litigation in the construction industry. The only delivery method found to have no litigation issues was the PIPS/PIRMS approach.

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Agent

Created

Date Created
2015

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Use of customer satisfaction to minimize risks

Description

A roofing manufacturer wants to differentiate themselves from other roofing manufacturers based on performance information. However, construction industry has revealed poor performance documentation in the last couple of decades. With no current developed performance measurement model in the industry, two

A roofing manufacturer wants to differentiate themselves from other roofing manufacturers based on performance information. However, construction industry has revealed poor performance documentation in the last couple of decades. With no current developed performance measurement model in the industry, two roofing manufacturers approached the research group to implement a warranty program that measures the performance information of their systems and applicators. Moreover, the success of any project in the construction industry heavily relies upon the capability of the contractor(s) executing the project. Low-performing contractors are correlated with increased cost and delayed schedules, resulting in end-user dissatisfaction with the final product. Hence, the identification and differentiation of the high performing contractors from their competitors is also crucial. The purpose of this study is to identify and describe a new model for measuring manufacturer performance and differentiating contractor performance and capability for two roofing manufacturers (Manufacturer 1 and Manufacturer 2) in the roofing industry. The research uses multiple years of project data and customer satisfaction data collected for two roofing manufacturers for over 1,000 roofing contractors. The performance and end-user satisfaction was obtained for over 7,000 manufacturers' projects and each contractor associated with that project for cost, schedule, and quality metrics. The measurement process was successfully able to provide a performance measurement for the manufacturer based on the customer satisfaction and able to identify low performing contractors. This study presents the research method, the developed measurement model, and proposes a new performance measurement process that entities in the construction industry can use to measure performance.

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Agent

Created

Date Created
2016

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Measuring the construction performance in Saudi Arabia and proposing new procurement model based on BV PIPS (a university case study)

Description

Saudi Arabia has been facing issues with completing construction projects on time and on budget. It has been documented that 70% of public construction projects are delayed. Studies have identified the low-bid delivery method as an important factor in causing

Saudi Arabia has been facing issues with completing construction projects on time and on budget. It has been documented that 70% of public construction projects are delayed. Studies have identified the low-bid delivery method as an important factor in causing such delays. The procurement system (low-bid) ignores contractors’ performance, and that is reflected in projects’ performance. A case study was performed, at a University campus in northern Saudi Arabia, identifying the major causes of project delays and cost overruns. The University was experiencing delays from 50% to 150%. Also, the actual project costs for four projects were examined and found that all four projects’ costs were higher than the original bid. The delay and cost overruns factors were gathered from the University engineers. A literature research identified one construction management method, best value performance information procurement system (BV PIPS), has documented multiple times its ability to improve project performance. In a comparison using the result of a case study and the results of (BV PIPS), Saudi Arabia’s delivery system was identified as a potential cause of project performance issues. The current procurement system was analyzed and modified to adapt with the (BV PIPS). The proposed procurement system using BV PIPS, which can be implemented in Saudi Arabia, was created with owner side. A large survey was conducted of 761 classified contractors and 43 universities’ representatives who rated causes of delay factors and cost overruns. The delay factors were then compared to delay factors experienced on Saudi construction projects, identified by performing a literature research. The comparison identified 14 important causes of delays. Moreover, the survey showed that classified contractors and universities’ representatives unsatisfied with low-bid, and they agreed with BV PIPS which selecting vendors based on performance with price. The proposed model required a submitted level of experience (LE), risk assessment (RA), and value added (VA). Besides, project managers of vendors should be interviewed during the clarification phase. In addition, venders should submit the project’s scope, technical schedule, milestone schedule, and risk management plan. In the execution phase, vendors should submit a weekly risk report (WRR) and director’s report (DR).

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Agent

Created

Date Created
2016

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An Analysis of the Best Value Approach for the Delivery of Roofing Systems: How the Best Value Approach Differs from Best Value Procurement

Description

The overall purpose of this investigation is to examine the differences between the Best Value Approach and Best Value Procurement, and to test if the Best Value Approach can be used for the successful delivery of roofing systems. Best Value

The overall purpose of this investigation is to examine the differences between the Best Value Approach and Best Value Procurement, and to test if the Best Value Approach can be used for the successful delivery of roofing systems. Best Value Procurement has been run on delivering roofing services for many years. However, in the last three years, it was discovered that Best Value Procurement was not sustainable and filled with risk. To examine if the Best Value Approach can be used for the successful delivery of roofing systems, the researcher identified a client in need of a new 70,000 sq. ft. industrial roof installation at their facility in the Phoenix Metropolitan area. The client willingly agreed to test the Best Value Approach as the project delivery method. The results of the project were documented, and they show that the Best Value Approach can be successfully implemented on an industrial roofing project with high performance results. The Best Value Approach’s advantage over Best Value Procurement is it addresses risk using “level of expertise” and cost to select a vendor. This paper identifies the differences between the methodologies and shows how the Best Value Approach can be an optimal approach for other roofing projects.

Contributors

Agent

Created

Date Created
2017