The impact of disruption and delay when compressing large projects: going for incentives?

DOI10.1057/PALGRAVE.JORS.2601045MaRDI QIDQ4658374zbMATH OpenOpenAlexFDO

Authors Susan Howick, Colin Eden

Publication date 16 March 2005

Published in The Journal of the Operational Research Society (Search for Journal in Brave)

Full work available at URL https://doi.org/10.1057/palgrave.jors.2601045

zbMATH Keywords

simulationriskproject managementdisruption and delay

Mathematics Subject Classification ID

Management decision making, including multiple objectives (90B50)

Recommendations

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Cited in

(9)

• Seeking optimum project duration extensions
• A system dynamics model for assessing the impacts of design errors in construction projects
• Learning curves for processes generating defects requiring reworks
• Minimum cost allocation of quality improvement targets under supplier process disruption
• Structuring a delay and disruption claim: An application of cause-mapping and system dynamics.
• Mapping distinctive competencies: a systemic approach
• Learning in disrupted projects: on the nature of corporate and personal learning
• Expert elicitation for reliable system design. (With comments and rejoinder)
• Modeling and simulation of project management through the PMBOK\(^{\circledR}\) standard using complex networks

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