ÖÖ
Ö. Ökmen
info
Please Note
<p>This page displays the records of the person named above and is not linked to a unique person identifier. This record may need to be merged to a profile.</p>
10 records found
1
The Critical Path Method (CPM), the primary and widely used method of scheduling, is known to be inadequate when applied to complex construction projects characterised by high uncertainty and dynamic conditions. Additionally, when managing CPM schedules, utilising traditional plan-driven approaches that lack sufficient flexibility can worsen the situation. This study aims to propose a hybrid approach that incorporates both plan-driven and change-driven features for the flexible management of CPM schedules in complex construction projects. The approach leverages the flexibilities inherent in CPM and a number of flexibility-enabling agents identified from relevant literature. Because project phases have different conditions, two distinct hybrid processes were designed for implementation – one for the preconstruction phase and the other for the construction phase. The applicability of the approach was demonstrated retrospectively in a design project that faced a significant delay compared to the contractual requirement. This application revealed deficiencies that contributed to the delay of the project. The findings suggest that the delay could have been avoided with the proposed approach. Consequently, this approach has the potential to contribute to the development of enhanced project management methodologies. This
study represents an initiative in this regard, specifically focusing on schedule management, a major component of project management. ...
study represents an initiative in this regard, specifically focusing on schedule management, a major component of project management. ...
The Critical Path Method (CPM), the primary and widely used method of scheduling, is known to be inadequate when applied to complex construction projects characterised by high uncertainty and dynamic conditions. Additionally, when managing CPM schedules, utilising traditional plan-driven approaches that lack sufficient flexibility can worsen the situation. This study aims to propose a hybrid approach that incorporates both plan-driven and change-driven features for the flexible management of CPM schedules in complex construction projects. The approach leverages the flexibilities inherent in CPM and a number of flexibility-enabling agents identified from relevant literature. Because project phases have different conditions, two distinct hybrid processes were designed for implementation – one for the preconstruction phase and the other for the construction phase. The applicability of the approach was demonstrated retrospectively in a design project that faced a significant delay compared to the contractual requirement. This application revealed deficiencies that contributed to the delay of the project. The findings suggest that the delay could have been avoided with the proposed approach. Consequently, this approach has the potential to contribute to the development of enhanced project management methodologies. This
study represents an initiative in this regard, specifically focusing on schedule management, a major component of project management.
study represents an initiative in this regard, specifically focusing on schedule management, a major component of project management.
Schedules play a pivotal role in engineering projects and are used primarily to manage time, but also costs, labor, and other resources. Managing schedules can be challenging due to the frequent impact of risks and uncertainties on planned activities, resulting in deviations from expected progress. In addition to risks, today’s large-scale engineering projects also face complexities. Therefore, it is important to identify complexities, incorporate them into schedule risk analysis and manage them flexibly, along with risks, in accordance with the dynamics of such projects. Traditional approaches of project management, however, are relatively rigid and plan-driven, and lack sufficient managerial flexibility to cope with the challenges and dynamics of complex projects. In this regard, the aim of this study is to propose a flexible and integrated procedure for co-managing risks and complexities that affect project schedules. The procedure was developed using complexity assessment and schedule risk analysis methods, along with a set of flexibility-enabling principles of project management identified through relevant literature. This way, it is aimed to bridge between theory and practice and to extend the territory of traditional project risk management. The proposed procedure was then implemented on a project, both retrospectively and hypothetically, using actual project information. The main reasons identified for the delays in the project included insufficient interaction with stakeholders, lack of involvement in processes, failure to adopt perception-based management, and the lack of a shared mental model regarding perceived complexities. It was concluded that, in response to schedule risks, embracing complexity to exploit opportunities rather than attempting to reduce complexity (which is not easy to achieve in general) would be an appropriate strategy to pursue to establish fit-for-purpose management and achieve enhanced risk responses. Consequently, the co-management of risks and complexities was suggested to improve schedule management in large-scale engineering projects.
...
Schedules play a pivotal role in engineering projects and are used primarily to manage time, but also costs, labor, and other resources. Managing schedules can be challenging due to the frequent impact of risks and uncertainties on planned activities, resulting in deviations from expected progress. In addition to risks, today’s large-scale engineering projects also face complexities. Therefore, it is important to identify complexities, incorporate them into schedule risk analysis and manage them flexibly, along with risks, in accordance with the dynamics of such projects. Traditional approaches of project management, however, are relatively rigid and plan-driven, and lack sufficient managerial flexibility to cope with the challenges and dynamics of complex projects. In this regard, the aim of this study is to propose a flexible and integrated procedure for co-managing risks and complexities that affect project schedules. The procedure was developed using complexity assessment and schedule risk analysis methods, along with a set of flexibility-enabling principles of project management identified through relevant literature. This way, it is aimed to bridge between theory and practice and to extend the territory of traditional project risk management. The proposed procedure was then implemented on a project, both retrospectively and hypothetically, using actual project information. The main reasons identified for the delays in the project included insufficient interaction with stakeholders, lack of involvement in processes, failure to adopt perception-based management, and the lack of a shared mental model regarding perceived complexities. It was concluded that, in response to schedule risks, embracing complexity to exploit opportunities rather than attempting to reduce complexity (which is not easy to achieve in general) would be an appropriate strategy to pursue to establish fit-for-purpose management and achieve enhanced risk responses. Consequently, the co-management of risks and complexities was suggested to improve schedule management in large-scale engineering projects.
Journal article
(2024)
-
Önder Ökmen, Martijn Leijten, Theodora Strattona, Marian Bosch-Rekveldt, Hans Bakker
In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of ‘Experience and Belief’, ‘Procedures and Management’ and ‘Culture and Communication’, respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees’ daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management.
...
In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of ‘Experience and Belief’, ‘Procedures and Management’ and ‘Culture and Communication’, respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees’ daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management.
Incorporating Project Complexities in Risk Assessment
Case of an Airport Expansion Construction Project
In today’s construction projects, which are getting more complex as a consequence of especially technical, organizational, and external aspects, complexities are considered a major source of risks. Moreover, risks may turn to complexity-creating elements and propagate additional risks through a bidirectional interaction. Complex construction projects, typically large-scale dynamic endeavors, require the realization of a high number of interdependent tasks through the consumption of various resources such as time, money, labor, and materials. In such projects, while complexities are usually assumed to be given or embedded, due to the subjective and dynamic characteristics of complexities, a tailored approach is required in order to manage them holistically without ignoring their interactions with risks. In this context, the aim of this study is to propose a practical approach that could be utilized to incorporate project complexities in the risk assessment of complex construction projects. The proposed approach entails the integrated usage of risk registers, risk breakdown structures, and complexity-incorporated risk-influence diagrams along with the utilization of a previously developed complexity assessment framework. The underlying basic assumption was that the complexities could directly or indirectly trigger risks, while the risks in turn affect the project objectives. The implementation of the approach in the case of an airport expansion construction project showed that linking the risks to project objectives starting from complexities based on this assumption is possible. In this way, it was shown that multidimensional cause-effect relationships between the complexities and risks, among the risks themselves, and the impact of this interaction on project objectives could be detected and diagrammatically evaluated. Furthermore, it was observed that incorporating complexities in the earlier stages of a project would lead to improvement in the assessment of risks. Considering the results of the case study, the proposed approach has the potential to contribute to improved risk management.
...
In today’s construction projects, which are getting more complex as a consequence of especially technical, organizational, and external aspects, complexities are considered a major source of risks. Moreover, risks may turn to complexity-creating elements and propagate additional risks through a bidirectional interaction. Complex construction projects, typically large-scale dynamic endeavors, require the realization of a high number of interdependent tasks through the consumption of various resources such as time, money, labor, and materials. In such projects, while complexities are usually assumed to be given or embedded, due to the subjective and dynamic characteristics of complexities, a tailored approach is required in order to manage them holistically without ignoring their interactions with risks. In this context, the aim of this study is to propose a practical approach that could be utilized to incorporate project complexities in the risk assessment of complex construction projects. The proposed approach entails the integrated usage of risk registers, risk breakdown structures, and complexity-incorporated risk-influence diagrams along with the utilization of a previously developed complexity assessment framework. The underlying basic assumption was that the complexities could directly or indirectly trigger risks, while the risks in turn affect the project objectives. The implementation of the approach in the case of an airport expansion construction project showed that linking the risks to project objectives starting from complexities based on this assumption is possible. In this way, it was shown that multidimensional cause-effect relationships between the complexities and risks, among the risks themselves, and the impact of this interaction on project objectives could be detected and diagrammatically evaluated. Furthermore, it was observed that incorporating complexities in the earlier stages of a project would lead to improvement in the assessment of risks. Considering the results of the case study, the proposed approach has the potential to contribute to improved risk management.
Scheduling of a construction project using an activity network can be done using the Critical Path Method (CPM). CPM scheduling, since it was first developed in the USA in 1950’s, has been widely applied in various sectors including the construction sector. CPM, however, is incapable of reflecting the influence of uncertainty on schedules and modelling the stochastic character of projects’ real-life conditions. In order to achieve success in complex, uncertain, and dynamic conditions, today’s construction projects do show a need for methods that are more flexible from a managerial point of view. Therefore, this study investigates the expansion of managerial flexibilities of CPM scheduling in case it would be integrated with Monte Carlo Simulation (MCS) through a schedule risk analysis method called the Correlated Schedule Risk Analysis Model (CSRAM). For this purpose, firstly, the subject is discussed conceptually, and next an example application on a project is introduced to illustrate the potential of CSRAM in terms of flexibility. The flexibilities have been investigated at three levels, i.e. activity, path and project level. The results have revealed that it seems possible to expand the managerial flexibilities inherently present in CPM, in case risk analysis capability is incorporated. However, the level of expansion of managerial flexibilities could change in adverse or favourable direction depending on various factors such as the project phase, project size, project conditions, contract terms, and stakeholder requirements. These factors could be subject of further research. Other scheduling methods used in construction projects such as the Critical Chain Method, Line of Balance and Linear Scheduling Method could be investigated in the same manner to go one step further on the way towards more flexible project management in construction from the scheduling viewpoint.
...
Scheduling of a construction project using an activity network can be done using the Critical Path Method (CPM). CPM scheduling, since it was first developed in the USA in 1950’s, has been widely applied in various sectors including the construction sector. CPM, however, is incapable of reflecting the influence of uncertainty on schedules and modelling the stochastic character of projects’ real-life conditions. In order to achieve success in complex, uncertain, and dynamic conditions, today’s construction projects do show a need for methods that are more flexible from a managerial point of view. Therefore, this study investigates the expansion of managerial flexibilities of CPM scheduling in case it would be integrated with Monte Carlo Simulation (MCS) through a schedule risk analysis method called the Correlated Schedule Risk Analysis Model (CSRAM). For this purpose, firstly, the subject is discussed conceptually, and next an example application on a project is introduced to illustrate the potential of CSRAM in terms of flexibility. The flexibilities have been investigated at three levels, i.e. activity, path and project level. The results have revealed that it seems possible to expand the managerial flexibilities inherently present in CPM, in case risk analysis capability is incorporated. However, the level of expansion of managerial flexibilities could change in adverse or favourable direction depending on various factors such as the project phase, project size, project conditions, contract terms, and stakeholder requirements. These factors could be subject of further research. Other scheduling methods used in construction projects such as the Critical Chain Method, Line of Balance and Linear Scheduling Method could be investigated in the same manner to go one step further on the way towards more flexible project management in construction from the scheduling viewpoint.
The main objective in construction projects is to meet the expectations regarding the quality and safety, to ensure stakeholder satisfaction, and to complete the projects at the scheduled time, in the prescribed budget and within the pre-determined scope. This objective can only be achieved by completing numerous interrelated activities through using different resources such as labour, equipment and materials under various weather and land conditions in accordance with the work schedules prepared in advance. Project management, more specifically the Critical Path Method (CPM), needs to be applied in order to manage such a complex network of activities consisting of many interrelated activities. However, to what extent is CPM able to respond to the dynamics and complexity of current construction projects?
The aim of this research is to propose a hybrid approach with both traditional and flexible features that can be used in managing the work schedules prepared by the CPM under the complex, uncertain and dynamic conditions that today's complex construction projects are exposed to. In this context, an approach has been developed and evaluated based on an extensive literature study. Given the findings, the proposed approach is considered an important step towards the development of a more flexible project management methodology that can be used in managing the work schedules of complex construction projects. ...
The aim of this research is to propose a hybrid approach with both traditional and flexible features that can be used in managing the work schedules prepared by the CPM under the complex, uncertain and dynamic conditions that today's complex construction projects are exposed to. In this context, an approach has been developed and evaluated based on an extensive literature study. Given the findings, the proposed approach is considered an important step towards the development of a more flexible project management methodology that can be used in managing the work schedules of complex construction projects. ...
The main objective in construction projects is to meet the expectations regarding the quality and safety, to ensure stakeholder satisfaction, and to complete the projects at the scheduled time, in the prescribed budget and within the pre-determined scope. This objective can only be achieved by completing numerous interrelated activities through using different resources such as labour, equipment and materials under various weather and land conditions in accordance with the work schedules prepared in advance. Project management, more specifically the Critical Path Method (CPM), needs to be applied in order to manage such a complex network of activities consisting of many interrelated activities. However, to what extent is CPM able to respond to the dynamics and complexity of current construction projects?
The aim of this research is to propose a hybrid approach with both traditional and flexible features that can be used in managing the work schedules prepared by the CPM under the complex, uncertain and dynamic conditions that today's complex construction projects are exposed to. In this context, an approach has been developed and evaluated based on an extensive literature study. Given the findings, the proposed approach is considered an important step towards the development of a more flexible project management methodology that can be used in managing the work schedules of complex construction projects.
The aim of this research is to propose a hybrid approach with both traditional and flexible features that can be used in managing the work schedules prepared by the CPM under the complex, uncertain and dynamic conditions that today's complex construction projects are exposed to. In this context, an approach has been developed and evaluated based on an extensive literature study. Given the findings, the proposed approach is considered an important step towards the development of a more flexible project management methodology that can be used in managing the work schedules of complex construction projects.
Scheduling of a construction project can be done by using the Critical Path Method (CPM) in case the project is composed of interrelated activities that can be combined through a network. Given uncertainties nowadays and the related need for project schedule adaptations, the question is raised whether and how “traditional” CPM based schedules allow for flexibility in project planning and management.
In order to give an answer to this question, firstly the managerial flexibilities provided by CPM were evaluated at three levels, i.e. activity, path, and project. Afterwards, the CPM schedules of two different projects were examined. Finally, the first conclusion arrived was that, in spite of its criticized deterministic features, CPM contains various flexible aspects from a managerial viewpoint. Second, potential flexibilities in CPM are mainly associated with resource levelling, uncritical activities, uncritical paths, activity float times, activity float types, and float times of uncritical paths. Third, CPM contains complete flexibility through independent floats and resource levelling capability.
Investigating the flexible features of CPM in its traditional form, this study aims to open the way to develop a more flexible scheduling approach based on CPM and its extensions, which future self-organizing teams can adjust or apply. ...
In order to give an answer to this question, firstly the managerial flexibilities provided by CPM were evaluated at three levels, i.e. activity, path, and project. Afterwards, the CPM schedules of two different projects were examined. Finally, the first conclusion arrived was that, in spite of its criticized deterministic features, CPM contains various flexible aspects from a managerial viewpoint. Second, potential flexibilities in CPM are mainly associated with resource levelling, uncritical activities, uncritical paths, activity float times, activity float types, and float times of uncritical paths. Third, CPM contains complete flexibility through independent floats and resource levelling capability.
Investigating the flexible features of CPM in its traditional form, this study aims to open the way to develop a more flexible scheduling approach based on CPM and its extensions, which future self-organizing teams can adjust or apply. ...
Scheduling of a construction project can be done by using the Critical Path Method (CPM) in case the project is composed of interrelated activities that can be combined through a network. Given uncertainties nowadays and the related need for project schedule adaptations, the question is raised whether and how “traditional” CPM based schedules allow for flexibility in project planning and management.
In order to give an answer to this question, firstly the managerial flexibilities provided by CPM were evaluated at three levels, i.e. activity, path, and project. Afterwards, the CPM schedules of two different projects were examined. Finally, the first conclusion arrived was that, in spite of its criticized deterministic features, CPM contains various flexible aspects from a managerial viewpoint. Second, potential flexibilities in CPM are mainly associated with resource levelling, uncritical activities, uncritical paths, activity float times, activity float types, and float times of uncritical paths. Third, CPM contains complete flexibility through independent floats and resource levelling capability.
Investigating the flexible features of CPM in its traditional form, this study aims to open the way to develop a more flexible scheduling approach based on CPM and its extensions, which future self-organizing teams can adjust or apply.
In order to give an answer to this question, firstly the managerial flexibilities provided by CPM were evaluated at three levels, i.e. activity, path, and project. Afterwards, the CPM schedules of two different projects were examined. Finally, the first conclusion arrived was that, in spite of its criticized deterministic features, CPM contains various flexible aspects from a managerial viewpoint. Second, potential flexibilities in CPM are mainly associated with resource levelling, uncritical activities, uncritical paths, activity float times, activity float types, and float times of uncritical paths. Third, CPM contains complete flexibility through independent floats and resource levelling capability.
Investigating the flexible features of CPM in its traditional form, this study aims to open the way to develop a more flexible scheduling approach based on CPM and its extensions, which future self-organizing teams can adjust or apply.
Completion of public-owned construction projects successfully is quite important for Turkeyas a rapidly developing country. However, schedule delays and budget overruns arefrequently encountered in such projects. One of the major reasons of this situation is thenonexistence of legislative provisions enforcing project parties to utilize advanced projectplanning and control methods in their projects. This paper firstly introduces the results of aninvestigation conducted on the public construction legislation in force in the Netherlands andrelated practices. Secondly, the results of a review on public construction legislation in forcein Turkey are given to reveal the deficiencies in the regulations from the perspective ofproject planning and control. Subsequently, a number of legislative amendments areproposed to eliminate these deficiencies. Finally, to give some international context to thestudy, the two countries were compared. The findings showed that the legislation of theNetherlands also does not contain obligatory terms towards the implementation of advancedproject planning and control methods. However, the usage of these methods are ensuredthrough the quality control systems applied tightly based on the regulations put into forcewithin the scope of contracts. Future research could focus on including more countries in thecomparative study.
...
Completion of public-owned construction projects successfully is quite important for Turkeyas a rapidly developing country. However, schedule delays and budget overruns arefrequently encountered in such projects. One of the major reasons of this situation is thenonexistence of legislative provisions enforcing project parties to utilize advanced projectplanning and control methods in their projects. This paper firstly introduces the results of aninvestigation conducted on the public construction legislation in force in the Netherlands andrelated practices. Secondly, the results of a review on public construction legislation in forcein Turkey are given to reveal the deficiencies in the regulations from the perspective ofproject planning and control. Subsequently, a number of legislative amendments areproposed to eliminate these deficiencies. Finally, to give some international context to thestudy, the two countries were compared. The findings showed that the legislation of theNetherlands also does not contain obligatory terms towards the implementation of advancedproject planning and control methods. However, the usage of these methods are ensuredthrough the quality control systems applied tightly based on the regulations put into forcewithin the scope of contracts. Future research could focus on including more countries in thecomparative study.