Communication and Information Flow in Polish Construction Projects

Moreover, there is an increasing amount of literature covering specific geotechnical risk analysis and management topics. Examples of these are the difference between unsafe geotechnical certainty and safe geotechnical uncertainty (Barends, 2005), the role of the human factor in achieving geotechnical reliability (Bea, 2006), objective and subjective ways of geotechnical risk classification (Altabba et al., 2004), and contractual allocation of geotechnical risk (Essex, 2007).

The construction industry is considered one of the most hazardous industries especially in Mega projects, not only in developing countries but also throughout the world due to its unique nature. The hazards of this industry make it very essential to pay more attention to construction safety and to improve the safety performance of construction companies. However, safety is not a luxury but a necessity, and may be considered an important function to be used against unnecessary loss. International Mega Construction projects are likely to become increasingly common in the engineering and construction industry. A Mega-project as a high impact technically complex project which requires careful advanced planning, large projects are defined as those with construction work valued in excess of US $1billion. On such projects, there may be 60 large contracting organizations and 30 to 40 consulting companies. The construction workforce could total 45,000 personnel delivering over 10 million man hours of effort per month at peak periods, so there is a need of guidance material that can be used to improve the management of health and safety(H&S) throughout these type of projects. Thus the aim of this paper is to identify the H&S considerations that are related to Mega Construction Projects. To achieve the aim of this paper a literature review analysis has been performed where more than hundred research paper that have been published from 1998, to 2018 have been analyzed. Findings of this paper have managed to identify the nature of mega construction projects, the root causes of accidents and the consequence of poor health and safety management in mega construction projects. This paper is considered of value to construction project officers and Project managers working in mega construction projects in Egypt and MENA region.

The construction industry has a dynamic and complex environment. The successful completion of a construction project depends on various factors. Accordingly, construction delay is observed to happen in construction projects. It is highly affecting the construction sector and the economy of the country too. Although previous research studies identified the causes, effects, and mitigation methods separately, this study adopts a linked approach and directs to identify the effective applicable mitigation methods and their practices on each significant cause of delay in construction projects. Moreover, contractors are noted as one of the main sources of construction delay from the previous studies. Hence, this research aims to develop a framework to determine the applicable mitigation strategies and the practices of each mitigation strategy for each significant cause of contractor’s delays in construction projects in Sri Lanka. A mixed research approach was adopted to generate the research process. A literature review was conducted on construction delays, organizational and project management factors, and professional competency, mitigation strategies in delay management. The significant causes of delays and effective mitigation strategies were ranked through a questionnaire survey using a Likert scale. Project Managers and Quantity Surveyors in the Sri Lankan construction industry were selected in the ratio of 1:3 respectively for the interview as they are mostly engaged with delay management. Also, the respondents were limited to 68 and the collected data were analysed through the Relative Important Index (RII) method, to rank the significant causes and mitigation strategies. Then techniques and possible mitigation strategies were found through interviews and content analysis was used to analyse the data. The findings indicated that most of the contractor’s delays can be mitigated through applying proper mitigation strategies as effective management approaches in the construction projects such as effective project planning and schedules of construction works, maintain positive financial stability and well qualified and experienced professionals and staff, effective strategic planning, risk analysis, and management, selection of suitable sub-contractor and management and effective site management and supervision. In addition to that, inaccurate planning and scheduling of the project, financial dishonesty, poor procurement of construction materials, ineffective time management of contractors, and incompetence of management professionals and staffs were identified as the most significant contractor’s causes of delays in construction management.
 Keywords: Delays, Significant Causes, Mitigation, Construction Management, Construction Projects.

In Iran, a lot of money spent annually on construction projects, in the form of construction and non-construction projects. One of the serious shortcomings of the management construction in the country, is absence of a specified system for recording the actual costs of various activities. Project cost management is an activity which deals forecasting, planning, control, cost finding, analysis and assessment. When you realize cost management performance tangibly, as a result of mismanagement, lack of financial resources appears in all the components of project. In this situation, managers can be effective support to keep track of rework events and play an important role on the performance and efficiency of projects. Rework has opposite effect on the cost and timing of projects and satisfaction of people. Numerous studies have been carried out to quantify the cost of rework projects. Among the causes of reworking we can mention the factors related to customers, factors related to the design and factors related to subcontractors. This paper examines the construction cost management and the role of rework. Basic topics in management costs are presented and rework factors discussed in detail and finally refer to the appropriate methods for identifying and managing rework to reduce the total cost of construction projects. DOI: 10.5901/mjss.2015.v6n6s6p209

Risk is inherent in construction projects of all types and sizes. It has many causes and its effects manifest themselves in various forms. Most recognizable are impacts on the schedule, where they reduce float, i.e. its flexibility to absorb delays and thus mitigate risk. Regardless of the nature of risk, it is measurable by its effect. Several important issues arise, including how to allocate float fairly and equitably among subcontractors, valuing it for trading it before it expires, and using so that optimally mitigates the risk of the overall project. This research therefore explores one of these three parts of an improved risk management methodology, valuation. It uses real options, which model opportunities - not obligations - for decisions on tangible assets, to price allocated float for trade among critical project participants. The binomial decision tree or lattice of real options is analogous to junctures within network schedules. At such points participants may use or trade non-expired float to reduce delays along or near a critical path, or reserve it to hedge against future risk until it expires. In other words, it functions like put and call options. Overall, this study extends theory in construction risk management by pricing tradable float.

The rules of coordinated interaction of participants of the construction industry on the basis of a complex process of administration of organizational-institutional environment of public-private partnership development are developed in the article, the purpose of which is to harmonize and update the legal and regulatory framework governing the order of implementation of public-private partner-ship projects in the construction complex, integration of infrastructure projects development into the documents of goal-setting, stimulating the participation of the non-governmental sector of the econ-omy. The paper identifies structures at the state and local levels, authorized to address issues related to the development of public-private partnership in the Donetsk People’s Republic. The creation of the Interdepartmental Co-Advisory Body on the issues of public-private partnership in the construction complex is proposed and its functions and powers at different stages of development and implemen-tation of public-private partnership projects in the construction complex are prescribed. In addition, it is proposed to introduce a component part -the growth of the construction complex by using the mech-anism of public-private partnership development into the development planning documents of the Donetsk People's Republic (Strategy of economic and social development of the Donetsk People's Republic; Scheme of territorial planning of the Donetsk People's Republic; Program of recovery and so-cio-economic development of the Donetsk People’s Republic). The measures of financial and non-finan-cial participation of the state in the implementation of public-private partnership projects, as well as targeted measures to stimulate private partners -participants of public-private partnership projects in the construction complex are considered. It is recommended to introduce a number of normative legal acts, which will accelerate the process of using public-private partnership in the practice of socio-eco-nomic development of the territory for the realization of public-private partnership projects in housing construction.

The evolution of guidelines in the field of organizational design for investment and construction activities reflects the complex transformations of the modern construction sector and project management approaches. In the current context of globalization, increased competition in the real estate and infrastructure markets, and the digitalization of management processes, there is a need for continuous review of principles, methods, and standards of organizational design. Particular attention is paid to the alignment of strategic, tactical, and operational guidelines at all stages of investment and construction projects, including resource planning, risk management, ensuring economic efficiency, and compliance with regulatory requirements. A significant element of development is the integration of digital technologies, such as Building Information Modeling (BIM), resource management systems (ERP), analytical platforms, and project lifecycle modeling, which enhances decision-making accuracy and coordination efficiency among all project participants. Digitalization of design ensures transparency of processes, optimizes time and resource expenditure, and allows the integration of innovative approaches to the organization of construction work. Considerable attention is given to the development of adaptive guidelines capable of responding to changes in market conditions, legislation, and social demands. Organizational design is considered a multi-level process that combines strategic planning, operational management, and analytical support. A critical aspect is ensuring interaction between investors, developers, contractors, government authorities, and local communities, enabling a balance between the economic, social, and environmental objectives of the project. The role of standardization, methodological tools, and digital platforms in shaping modern guidelines is highlighted, along with the necessity of continuously updating management practices to maintain the competitiveness of enterprises. Conclusions emphasize that the evolution of organizational design guidelines is a key factor in improving the efficiency and sustainability of investment and construction activities. It ensures the integration of strategic and operational goals, enables the forecasting and minimization of risks, enhances the adaptability of companies to changing market conditions, and promotes the implementation of innovations in project management processes.

This article focuses on analyzing the core principles and approaches to strategic innovation changes in construction projects. It highlights the methodological foundations that define the effectiveness of construction project management in a changing market environment and the integration of innovations into the activities of key market participants, such as developers, contractors, investors, and end-users. Given that the construction industry is one of the most capital-intensive and complex sectors to manage, strategic innovations can provide significant competitive advantages and cost reduction. The article discusses key methodological approaches to implementing changes in construction project management, particularly the use of integrated management models, the application of digital technologies, and new approaches to project financing and implementation. It also emphasizes the importance of flexible strategies that enable adaptation to market changes, environmental requirements, and technological innovations. As a result, the article outlines the significance of strategic management and innovations for the development of construction projects and improving their efficiency. This paper also highlights the key challenges faced by construction market participants when implementing innovative strategies in construction project management. One of the main challenges is the need to adapt to rapid changes in the economic and technological environment, which requires flexibility in management and the ability to quickly respond to new market demands. Considering the high capital intensity of construction projects, enterprises must focus on effective resource and investment management, which is only possible through the introduction of innovative methods and technologies. Important aspects include the use of digital tools, such as Building Information Modeling (BIM), management automation systems, big data analytics (Big Data), and Internet of Things (IoT) technologies, which allow optimizing processes, reducing costs, and improving the quality of work execution. The article also examines the importance of integrating stakeholders into the project management process, which helps create more transparent and effective conditions for all market participants. Involving investors, contractors, and end-users in decision-making processes helps reduce risks and improve the efficiency of interaction among all parties. Considering their interests and integrating with the latest project management approaches are key elements for achieving long-term success in the construction market. As a result, the article provides recommendations for improving construction project management through the integration of innovative strategies, including the latest technologies and flexible management strategies that contribute to increased efficiency, cost reduction, and enhanced competitiveness of construction enterprises.

This article focuses on enhancing the performance of supervisory consultants in construction projects through assessments conducted in the LKPP's SIKaP application. Supervision plays a crucial role in ensuring the smooth execution of construction activities and addressing potential obstacles. The quality and safety of construction operations have become increasingly important, necessitating effective supervision. The article highlights the importance of conducting assessments to measure the success of supervisory consultants in meeting project objectives and adhering to established standards. It emphasizes the evaluation of various performance criteria, including human resources, equipment, materials, costs, time, and quality. The assessment process enables the identification of strengths and weaknesses, facilitating corrective measures and improving future performance. The article also emphasizes the interconnectedness of construction supervision and project management, with project management playing a pivotal role in achieving project goals. Communication management is highlighted as a crucial aspect for effective project execution. The regulatory framework governing technical supervision activities in construction projects is discussed, along with the roles and responsibilities of construction management and construction supervision service providers. The article emphasizes the importance of on-site inspections, project administration, progress monitoring, and quality management in construction supervision. Lastly, the article discusses the evaluation of providers' performance in goods/services procurement, emphasizing the importance of quality, cost efficiency, and adherence to standards. The implementation of the SIKaP application is seen as a means to enhance transparency, accountability, and project quality in the construction industry, fostering a culture of continuous improvement and industry benchmarking.

Background The construction industry has an important role in the economy of countries, as the construction industry represents 6.1 percent of the gross domestic product in the Kingdom of Saudi Arabia. A global disaster such as an epidemic causes long-term damage to society, the economy, and related industries. The recent COVID-19 epidemic is one of such disasters. The construction industry was greatly affected by the epidemic globally, as well as in the Kingdom of Saudi Arabia. Methods This research aims to determine the impact of the epidemic on construction projects and shed light on the actions taken to mitigate the impact of the epidemic through a multiple case study of three construction projects in the Kingdom of Saudi Arabia, where a questionnaire and a semi-structured interview were conducted with professionals in these projects. Descriptive analysis and the Relative Importance Index (RII) were used. Results The impact was of high importance on the project time throughout all projects, especially on the project schedule; the RII value was the maximum. Secondly for material delivery within time ranged from 0.8 – 0.91 for RII value and in terms of the mitigation actions taken, communication between project management and employees witnessed maximum effectiveness reached to 83% of participants reported a very effective response, with the help of modern technologies. Most factors ranged from limited effectiveness to ineffective. Conclusion This research contributes to determine the effects of the epidemic and the actions taken to mitigate it, which benefits the organizations and stakeholders in the field of construction and engineering project management, to develop and improve actions, and to prepare and plan for similar circumstances in the future.

Целью статьи является проведение исследования, анализа и уточнение существующей терминологии в области управления проектами как части менеджмента, выявление особенностей его применения в управлении инвестиционно-строительными проектам. Актуальность выбранной цели обусловлена отсутствием единства в терминологическом определении базовых понятий, а успешное управление проектами в строительной отрасли требует особого внимания к специфической терминологии и методологиям. Автор приводит подробный обзор существующих научных источников по данной тематике. Особое внимание уделяется таким терминам, как «проект», «управление проектом», на основании чего делается вывод об определенной терминологической разобщенности. На основе анализа теоретических аспектов управления проектами автор предлагает рассматривать проект как комплекс взаимосвязанных действий по достижению определенных уникальных целей. Под строительным проектом следует подразумевать строительно-инвестиционный проект, который является комплексом взаимосвязанных действий по созданию объектов недвижимости, при ограничениях, присущих данного рода проектам. В процессе исследования выявляются особенности толкования этих базовых терминов по отношению к строительной отрасли, рассматриваются определения «управление инвестиционно-строительным проектом», «строительно-инвестиционный проект», так как наличие базовых определений не уточняет значения данного термина в конкретной сфере в строительстве. Сделано предложение, что совершенствование научной базы, выявление отдельных тенденций ее развития положительно влияет на отрасль, которая на нее опирается. The purpose of the article is to conduct research, analysis and clarification of existing terminology in the field of project management as part of management, to identify the features of its application in the management of investment and construction projects. The relevance of the chosen goal is due to the lack of unity in the terminological definition of basic concepts, and successful project management in the construction industry requires special attention to specific terminology and methodologies. The author provides a detailed overview of existing scientific sources on this topic. Special attention is paid to such terms as "project", "project management", on the basis of which a conclusion is drawn about a certain terminological disunity. Based on the analysis of the theoretical aspects of project management, the author suggests considering the project as a set of interrelated actions to achieve certain unique goals. A construction project should be understood as a construction and investment project, which is a set of interrelated actions to create real estate objects, with the limitations inherent in this kind of projects. In the course of the research, the peculiarities of the interpretation of these basic terms in relation to the construction industry are revealed, the definitions of "investment and construction project management", "construction and investment project" are considered, since the presence of basic definitions does not clarify the meaning of this term in a specific area in our case, in construction. It is suggested that the improvement of the scientific base, the identification of individual trends in its development has a positive effect on the industry that relies on it.

Rivalry competitiveness, significant capital investments, and cultural diversity are defining the construction industry’s evolving nature. Therefore, construction organizations have to manage their construction projects’ relationships carefully. Construction management researchers have progressively recognized the intelligible link between Relationship Management and construction project performance. However, few studies structurally reviewed the precipitated progression in this topic. This paper follows a systematic approach to review the literature from reliable databases and prominent journals between 2000–2020 in topics associated with Relationship Management in construction projects. This investigation sets to identify the key characteristics, categorial dimensions, attributes, or enablers of relationship management in construction. More than 500 articles were explored in this systematic review by thorough keyword research, out of which 73 articles were found relevant to this topic where an explicit content analysis was carried out. The findings identified 18 key Relationship Management characteristics classified into four categories: Contract-related, Management-related, Team-related, and General characteristics. Project Managers are recommended to pay specific attention on investigated characteristics to strengthen relationships, promote collaboration, and thereby foster project performance.

Risk management in construction projects has great importance through its impact on the basic objectives of the construction projects, as controlling the risks of the construction projects helps reduce cost overruns and time overruns and improve the quality of the construction projects. This paper aims to highlight the role of BIM in risk management in construction projects by generating a predictive risk model using Monte Carlo simulation to analyze a number of risks and generating a 3D model and 4D model to show the effect of risks. The predictive risk model can help project managers control the risks that affect the construction projects and enhance communication between all stakeholders for the project. The methodology was applied to two risk scenarios, the optimistic scenario for risks, and the pessimistic scenario for risks in one of the construction projects in Iraqi through the use of four commercial programs working together. The study concluded that the building information modeling technique has great importance in reducing the risks affecting the construction project by showing the effect of these risks during the project’s construction phases and controlling them.

The impact of effective information flow in software ventures is analyzed through a recent case in which a hot, lucrative technology was lost on its way to the marketplace. The failure occurred despite the fact that the venture had many components crucial to success, including a proprietary intellectual property position, enormous market demand, a well-qualified, committed team and sufficient funding. One reason for this failure is the lack of information flows among several parties critical to the success of the venture. This case suggests that in software markets which operate at breakneck pace and have short development cycles, effective information flow is a first order priority. These blockages in information flows can stem from the nature of the cultures that are created to produce software ideas, especially proprietary technologies. The case also suggests that information can become impacted by the clash between US software market characteristics and Japanese business culture. Fortunately, there are inexpensive solutions that can substantially improve the return on investment, especially foreign investment, in new software technologies.

Purpose The project participants that own more critical knowledge resources have higher knowledge power, and the imbalance of knowledge power may affect construction project performance. This study examines the effect of knowledge power on construction project performance by considering the mediating role of interorganizational knowledge sharing and the moderating role of project complexity. Design/methodology/approach Data were collected through a questionnaire survey. All measurement items were adapted from established scales in prior research and measured using a Likert scale. The questionnaire was distributed to the managers of participating organizations in construction projects. A total of 531 valid responses were collected, and the data were analyzed using structural equation modeling and bootstrapping. Findings Value-rational knowledge power has a stronger positive effect on project performance than instrumental-rational knowledge power. Value-rational knowledge power improves project performance through both in-role and extra-role knowledge sharing, whereas instrumental-rational knowledge power achieves this only through in-role knowledge sharing. Furthermore, both types of knowledge power have stronger effects on extra-role knowledge sharing under high project complexity. Originality/value The findings offer insights into how project participants balance instrumental-rational and value-rational knowledge power to enhance interorganizational knowledge sharing and construction project performance, thereby contributing to the theory of knowledge management in construction projects.