Abstract

A common assumption made by construction professionals is that complex projects are more likely than simple ones to entail cost overruns and delays. Although several researchers have studied the critical causes of complexity and have identified their indicators (CIs), few of them have investigated how they actually impact a project’s schedule and cost performance during the design, procurement, and construction phases. This research aimed to study the impact of each CI and determine the most effective best practices (BPs) for preventing it. Data from 44 case studies were collected and analyzed, and the results revealed that implementing the BPs of team building, front-end planning (FEP), constructability, alignment, partnering, and change management significantly reduces cost overruns and delays in all three phases of complex construction projects and, in fact, can improve the cost and schedule performance, due to fewer complex challenges. The outcomes of this research will help project managers identify the challenges that stem from complex aspects of projects and lead to phase-base cost overruns and time delays. They will also assist decision-makers in deciding which are the most effective BPs for mitigating challenges stemming from the characteristics that make projects complex and will them improve phase-based cost and schedule performance in complex construction projects.

摘要

建筑专业人士的一个普遍假设是，复杂的项目比简单的项目更有可能导致成本超支和延误。尽管一些研究人员研究了复杂性的关键原因并确定了它们的指标 (CI)，但很少有人调查它们在设计、采购和施工阶段如何实际影响项目的进度和成本绩效。本研究旨在研究每个 CI 的影响并确定最有效的最佳实践 (BP) 来预防它。收集和分析了 44 个案例研究的数据，结果表明，实施团队建设、前端规划 (FEP)、可施工性、对齐、合作、变更管理显着减少了复杂建设项目所有三个阶段的成本超支和延误，事实上，由于复杂挑战减少，可以提高成本和进度绩效。这项研究的结果将帮助项目经理识别源于项目复杂方面并导致阶段性成本超支和时间延迟的挑战。他们还将帮助决策者确定哪些是最有效的 BP，以缓解因使项目变得复杂的特征而带来的挑战，并将他们提高复杂建设项目中基于阶段的成本和进度绩效。这项研究的结果将帮助项目经理识别源于项目复杂方面并导致阶段性成本超支和时间延迟的挑战。他们还将帮助决策者确定哪些是最有效的 BP，以缓解因使项目变得复杂的特征而带来的挑战，并将他们提高复杂建设项目中基于阶段的成本和进度绩效。这项研究的结果将帮助项目经理识别源于项目复杂方面并导致阶段性成本超支和时间延迟的挑战。他们还将帮助决策者确定哪些是最有效的 BP，以缓解因使项目变得复杂的特征而带来的挑战，并将他们提高复杂建设项目中基于阶段的成本和进度绩效。