This book proposes ways to make construction project incentive schemes effective. In this book, construction incentivization is used as a collective term that includes all forms of incentive arrangements aiming to engender extra effort of the contracting parties for the improvement of project performance. This book addresses two questions: i) why so many construction incentive schemes are not delivering the desired outcome? and ii) what will make incentive works under different circumstances? This book contributes to the body of knowledge in construction incentivization by offering conceptualization, showcases and practice suggestions including guidelines for the planning of construction incentive schemes.

This innovative Handbook aims to look at the logic, various dimensions, and implications of collaboration in construction. It opens with a conceptualization of collaboration and its accompanying terms (i.e., cooperation and coordination) and continues with chapters in Part I which discuss the theoretical grounds of collaboration between individuals and organizations from the viewpoints of an impressive variety of relevant disciplines including organizational science; anthropology; law; economics; design; and production. This is followed by discussions of the essence and value of collaboration in construction in Part II through explaining the role of collaborative project delivery methods and their benefits in advancing collaboration, describing the competency profile of project managers for collaborative construction, explaining key drivers and barriers of collaboration in construction, and explaining practices as well as challenges of measuring collaboration in construction. Then, in Part III, case projects are employed to explain the benefits of collaboration in different levels of team, project, and business, to discuss the role and impact of collaboration on site and bridging the divide between construction and facility management, to discuss the role of digitalization in facilitating and advancing collaboration, to explain collaboration in decision making, to present examples of collaborative visual management, and to outline the implications of stakeholders' early involvement and collaboration for project success. Finally, consideration is given to the future of collaboration in construction to conclude the book. This Handbook is key reading for a broad ranging audience within the fields of construction, project, infrastructure and engineering management, organisational science, economics, and business management.

The use of digital representations to aid in projects—Building Information Modeling (BIM)—is gaining traction worldwide as an effective and beneficial approach to executing projects that can reduce errors and improve project results. The author explains the current state of BIM use in China, the United Kingdom, and the United States. Following multiple case studies in each country, Professor Chang explores the explicit and implicit motivators that may drive BIM participation and the factors that can influence its effectiveness. The case studies offer multiple perspectives on why and how BIM-enabled projects are adopted and provide a lens for understanding BIM at varying levels.

Due to the increasing importance of product differentiation and collapsing product life cycles, a growing number of value-adding activities in the industry and service sector are organized in projects. Projects come in many forms, often taking considerable time and consuming a large amount of resources. The management and scheduling of projects represents a challenging task and project performance may have a considerable impact on an organization's competitiveness. This handbook presents state-of-the-art approaches to project management and scheduling. More than sixty contributions written by leading experts in the field provide an authoritative survey of recent developments. The book serves as a comprehensive reference, both, for researchers and project management professionals. The handbook consists of two volumes. Volume 1 is devoted to single-modal and multi-modal project scheduling. Volume 2 presents multi-project problems, project scheduling under uncertainty and vagueness, managerial approaches and a separate part on applications, case studies and information systems.

As an expansion of the book “Construction Dispute Research” published in 2014, this book presents further contributions and breaks into three new research foci in construction dispute studies. Part A discusses the conceptualization and minimization of biases in construction dispute decisions; Part B examines other impediments against settlement such as inequity, power asymmetry and loss aversion. Part C focuses on realty check of construction dispute negotiation conditions such as market competition, interdependence of contracting parties and dispute avoidance function of construction incentivization. This book showcases new ideas in construction dispute research. It offers research studies that are theory rich and conducted with robust methodologies. The research implications are practical and implementable.