Battikha, M G and Davidson, C H (1996) Cause and effect 3-D model for measuring performance in construction acceleration: A decision support system. Building Research & Information, 24(6), pp. 351-357. ISSN 0961-3218
Abstract
Preliminary structure of decision support system to help managers decide whether and how to accelerate progress in construction projects when delays occur. Despite the constant improvements in the management of building projects, the authors express concerns about the difficulties in controlling progress with construction, despite the availability of quantifiable and non-quantifiable data. They believe that a decision support system would assist managers when confronted by the consequences of arising delays, and by the decision whether and how to accelerate the remaining construction activities. The system has the advantages of providing support when facing an ill-structured decision about accelerating progress when delays occur; it also helps as a predictive management tool for minimizing or avoiding delays and their consequential claims.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction accelerations; construction management; decision support systems; delays |
| Index terms: | construction project, acceleration, manager, decision support, construction activity |
| Subjects: | construction operations, practitioner, decision analysis, project controls, production management |
| Topics: | Site Management, Time Control, Project Management, Roles and Professions, Risk Management |
| Descriptive scope: | 2 PC |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here