Is early warning effective for the improvement of problem solving and project performance?

Xianhai Meng*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)
116 Downloads (Pure)

Abstract

Since the first launch of the new engineering contract (NEC) in 1993, early warning of problems has been widely recognized as an important approach of proactive management during a construction or engineering project. Is early warning really effective for the improvement of problem solving and project performance? This is a research question that still lacks a good answer. For this reason, an empirical
investigation was made in the United Kingdom (U.K.) to answer the question. This study adopts a combination of literature review, expert interview, and questionnaire survey. Nearly 100 questionnaire responses were collected from the U.K. construction industry, based on which the use of early warning under different forms of contract is compared in this paper. Problem solving and project performance are further compared between the projects using early warning and the projects not using early warning. The comparison provides clear evidence
for the significant effect of early warning on problem solving and project performance in terms of time, cost, and quality. Subsequently, an
input-process-output model is developed in this paper to explore the relationship among early warning, problem solving, and project performance. All these help construction researchers and practitioners to better understand the role of early warning in ensuring project success.
Original languageEnglish
Pages (from-to)146-152
Number of pages7
JournalJournal of Management in Engineering
Volume30
Issue number2
Early online date14 Feb 2014
DOIs
Publication statusPublished - Mar 2014

Keywords

  • Early warning
  • Form of contract
  • Problem solving
  • Project performance

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