Relationship between project interaction and performance indicators

James B. Pocock, Chang T. Hyun, Liang Y Liu, Michael Kyong-il Kim

Research output: Contribution to journalArticle

Abstract

Researchers and practicing engineers have recently paid considerable attention to alternative approaches to project integration, such as partnering, design-build, constructability, and combinations of these. Each approach may improve a project's integration by increasing the quality and/or quantity of interaction between designers and builders. It is generally accepted that project performance can be enhanced when interaction occurs on a regular basis, beginning early in the project, in an open and trusting environment. This paper presents a method for measuring a project's degree of interaction (DOI), and verifies the relationship between DOI and performance indicators such as cost growth, schedule growth, and number of modifications. The writers apply the analytic hierarchy process technique in weighting criteria for measuring DOI. Data were collected from 25 recently completed public-sector projects using traditional and alternative approaches. The projects with low DOI have a wide range of cost and schedule growth and number of modifications, while projects with high DOI tend to have better and more consistent performance indicators.

Original languageEnglish (US)
Pages (from-to)165-176
Number of pages12
JournalJournal of Construction Engineering and Management
Volume122
Issue number2
DOIs
StatePublished - Jun 1996

Fingerprint

Analytic hierarchy process
Costs
Engineers
Interaction
Performance indicators
Schedule
Project performance
Constructability
Partnering
Public sector
Weighting
Design/build

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Building and Construction
  • Industrial relations
  • Strategy and Management

Cite this

Relationship between project interaction and performance indicators. / Pocock, James B.; Hyun, Chang T.; Liu, Liang Y; Kim, Michael Kyong-il.

In: Journal of Construction Engineering and Management, Vol. 122, No. 2, 06.1996, p. 165-176.

Research output: Contribution to journalArticle

@article{f018550032ca4dc6be0dd0437f1c573e,
title = "Relationship between project interaction and performance indicators",
abstract = "Researchers and practicing engineers have recently paid considerable attention to alternative approaches to project integration, such as partnering, design-build, constructability, and combinations of these. Each approach may improve a project's integration by increasing the quality and/or quantity of interaction between designers and builders. It is generally accepted that project performance can be enhanced when interaction occurs on a regular basis, beginning early in the project, in an open and trusting environment. This paper presents a method for measuring a project's degree of interaction (DOI), and verifies the relationship between DOI and performance indicators such as cost growth, schedule growth, and number of modifications. The writers apply the analytic hierarchy process technique in weighting criteria for measuring DOI. Data were collected from 25 recently completed public-sector projects using traditional and alternative approaches. The projects with low DOI have a wide range of cost and schedule growth and number of modifications, while projects with high DOI tend to have better and more consistent performance indicators.",
author = "Pocock, {James B.} and Hyun, {Chang T.} and Liu, {Liang Y} and Kim, {Michael Kyong-il}",
year = "1996",
month = "6",
doi = "10.1061/(ASCE)0733-9364(1996)122:2(165)",
language = "English (US)",
volume = "122",
pages = "165--176",
journal = "Journal of Construction Engineering and Management - ASCE",
issn = "0733-9364",
publisher = "American Society of Civil Engineers (ASCE)",
number = "2",

}

TY - JOUR

T1 - Relationship between project interaction and performance indicators

AU - Pocock, James B.

AU - Hyun, Chang T.

AU - Liu, Liang Y

AU - Kim, Michael Kyong-il

PY - 1996/6

Y1 - 1996/6

N2 - Researchers and practicing engineers have recently paid considerable attention to alternative approaches to project integration, such as partnering, design-build, constructability, and combinations of these. Each approach may improve a project's integration by increasing the quality and/or quantity of interaction between designers and builders. It is generally accepted that project performance can be enhanced when interaction occurs on a regular basis, beginning early in the project, in an open and trusting environment. This paper presents a method for measuring a project's degree of interaction (DOI), and verifies the relationship between DOI and performance indicators such as cost growth, schedule growth, and number of modifications. The writers apply the analytic hierarchy process technique in weighting criteria for measuring DOI. Data were collected from 25 recently completed public-sector projects using traditional and alternative approaches. The projects with low DOI have a wide range of cost and schedule growth and number of modifications, while projects with high DOI tend to have better and more consistent performance indicators.

AB - Researchers and practicing engineers have recently paid considerable attention to alternative approaches to project integration, such as partnering, design-build, constructability, and combinations of these. Each approach may improve a project's integration by increasing the quality and/or quantity of interaction between designers and builders. It is generally accepted that project performance can be enhanced when interaction occurs on a regular basis, beginning early in the project, in an open and trusting environment. This paper presents a method for measuring a project's degree of interaction (DOI), and verifies the relationship between DOI and performance indicators such as cost growth, schedule growth, and number of modifications. The writers apply the analytic hierarchy process technique in weighting criteria for measuring DOI. Data were collected from 25 recently completed public-sector projects using traditional and alternative approaches. The projects with low DOI have a wide range of cost and schedule growth and number of modifications, while projects with high DOI tend to have better and more consistent performance indicators.

UR - http://www.scopus.com/inward/record.url?scp=0000995248&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0000995248&partnerID=8YFLogxK

U2 - 10.1061/(ASCE)0733-9364(1996)122:2(165)

DO - 10.1061/(ASCE)0733-9364(1996)122:2(165)

M3 - Article

AN - SCOPUS:0000995248

VL - 122

SP - 165

EP - 176

JO - Journal of Construction Engineering and Management - ASCE

JF - Journal of Construction Engineering and Management - ASCE

SN - 0733-9364

IS - 2

ER -