• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>American Journal of Civil Engineering >Concept of Value Engineering and Current Project Management Practice in Ethiopian Building Construction Projects
【24h】

Concept of Value Engineering and Current Project Management Practice in Ethiopian Building Construction Projects

机译：埃塞俄比亚建筑工程价值工程与当前项目管理实践的概念

获取原文
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

In construction projects, when one-program costs more than planned, decision makers are forced to delay or cancel other activity. Value Engineering can play a key role in overcoming such problems by ensuring programs stay within project duration, estimated budget and saving costs. This study was conducted to assess the applicability of value engineering concept and the current management practice of Ethiopian building construction projects. In this study, knowhow of Ethiopian building construction project experts on value engineering principles were studied and the current management practice was examined. In order to gather required information, questionnaire, interview with project managers and archival review was conducted. Data was analyzed both qualitatively and quantitatively. The result of this study shows, main challenges in the project area were: delay in progress payment by owner, poor site management, weak follow up by consultant, and delay in material delivery from contractor side. Almost all experts in the project have no knowledge on the principle of value engineering and has no willingness to implement the principle. The evaluation made using value engineering principle shows the current management practice was more conventional and the industry is still facing delay of projects, cost overrun and poor quality while there are opportunities to minimize such problems.
机译：在建筑项目中，当一项计划成本超过计划时，决策者被迫延迟或取消其他活动。价值工程可以通过确保节目在项目持续时间内，估计预算和节省成本中克服这些问题来发挥关键作用。本研究旨在评估价值工程概念的适用性和埃塞俄比亚建筑建设项目的现行管理实践。本研究在本研究中，研究了埃塞俄比亚建筑建设项目专家对价值工程原则进行了研究，并检查了当前的管理实践。为了收集所需信息，对项目经理和档案审查进行调查问卷，采访。定性和定量分析数据。本研究表明，项目领域的主要挑战是：业主延迟，站点管理差，顾问的弱跟进，以及承包商方面的物质交付延误。该项目的几乎所有专家都没有关于价值工程原则的知识，并没有愿意实施原则。使用价值工程原则的评估显示，目前的管理实践更为常规，行业仍然面临项目的延迟，成本超支和质量差，而有机会最大限度地减少这些问题。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号