Department of Construction Management

Mineral resources and infrastructure projects are usually unique in complexity and size. Engineering, Procurement, and Construction Management (EPCM) is one sector that addresses the design and construction challenges of those infrastructures. Meanwhile, the management of stakeholders is key to project success. In recent times, Africa has become a destination for large EPCM projects firms. These companies are from around the world and for the most part, the West and China. Literature and media reveal that current stakeholder management processes in EPCM projects in Africa are characterised by two distinct management approaches. These management approaches can be broadly classified as Chinese and Western models. For the sake of this study, Australia represents the West. The Australia model is contractual in nature, while the Chinese model is characterised by informality (guanxi). Both approaches have their respective merits which contribute to project success. A multi-method research approach is used to investigate how project managers (PMs) manage stakehol ders in EPCM projects in Africa. The research is carried out in four phases. In phase one, the research employs existing literature to develop a contemporary understanding of stakeholders’ management theory of stakeholder management. This results in the development of the Accustom stakeholder management theory. Participant observations are used in the second phase, while questionnaires are administered to stakeholders in phase three. The new stakeholder management framework is then developed in phase four using Independent Sample t-test to select the best methods from the Australian and Chinese approaches. The research makes a unique and significant contribution to stakeholder management theory by expanding the current theory and shedding new light on two culturally divergent approaches in project management. Furthermore, the new stakeholder management framework highlights the practical approach how the PMs can manage the different group of ii
stakeholders in EPCM projects in order to enhance their satisfaction. It does that by combining the best of two distinct stakeholder management approaches (Australian and Chinese) . The framework aims to improve the practice of project management in EPCM projects.

Mineral resources and infrastructure projects are usually unique in complexity and size. Engineering, Procurement, and Construction Management (EPCM) is one sector that addresses the design and construction challenges of those infrastructures. Meanwhile, the management of stakeholders is key to project success. In recent times, Africa has become a destination for large EPCM projects firms. These companies are from around the world and for the most part, the West and China. Literature and media reveal that current stakeholder management processes in EPCM projects in Africa are characterised by two distinct management approaches. These management approaches can be broadly classified as Chinese and Western models. For the sake of this study, Australia represents the West. The Australia model is contractual in nature, while the Chinese model is characterised by informality (guanxi). Both approaches have their respective merits which contribute to project success. A multi-method research...

Construction costs in Nigeria are often high and unpredictable. The pattern of variability is not explained by inflationary indices of common goods and services, but rather it is reactive to boom‐and‐burst shocks that are triggered by oil price regimes. Pearson’s correlation analysis is deployed to examine the relationships between the dynamics of crude oil price regimes (volume of crude oil export and price), selected indices of macrovariability—lending rate (prime), inflation rate and aggregate GDP growth, and supply deficit (demand–output gap) of local cement production. Analysis shows that construction cost is high because of high cost of finance and wild volatility that are stimulated by frictions in oil price regimes. Moreover, while the Nigerian construction industry shows positive growth and significant contribution to aggregate GDP growth in the past decade, the oil industry has persistently failed to trigger positive GDP growth. Furthermore, the variables under examination (as listed above) are also subjected to regression analysis to develop a mathematical model for predicting construction costs, relative to crude oil shock and defined macrovariability indices. Recommendations are made on how to avoid multicollinearity in similar studies and for areas of further studies.

Building information modeling (BIM) epitomizes the capacity of a construction project team to deliver satisfactory project outcomes through process integration and multi-disciplinary collaboration by using virtual modeling platforms. Its reputation in design and construction practices and theories is tremendous. The change includes new dimensions to how discipline- specific data are generated and shared across multiple discipline boundaries. This premise needs some clarifications – e.g. how do integration and collaboration impact
tort in BIM? In addition, clarifications are also needed regarding intricacies of ownership and intellectual property of multi-disciplinary data, valuation of discipline-specific services and the implications of shared trusts in an integrated platform. This essay elicits the legal ramifications of certain challenges that have characterized BIM deliverables, namely; integration, ownership of intellectual property5, and securitization of processes and outcomes in BIM platforms.

This study aims to explore the impact of 3D CAD and BIM on estimating practices based on the notion that both paradigms, in varying degrees, improve the cost performance of projects compared to the use of conventional design tools such as 2D-CAD. The objectives are: (1) to explore the activities required to develop workable estimates in different estimating practice domains and represent them in the form of process models; (2) to establish the degree of association and reliability of the identified activities; (3) to compare 3D CAD and BIM estimating processes across different practice domains (using discriminant analysis); and (4) to suggest how the process models can be implemented and further strengthened for application development. The theoretical framework of the study was based on Kagioglou et al.’s (1999) process re-engineering model - to define the forms and goals of estimates in the different phases of the development of construction projects. Further review of literature shows there are several estimating methods that are applicable to the various project development stages, which are ontologically stratified across the various construction business domains. Consequently, different perspectives of estimating practice in construction businesses are developed from four business structure models viz. the MModel (representing client organizations), the DModel (representing contracting organizations), the FModel (representing consulting practices) and the NModel (representing specialist project delivery systems such as IPD). Mixed and plural research methodologies were used to explore the stages and activities that are involved in 3D CAD and BIM estimating. Firstly, products of four software development organizations were investigated to ascertain how the applications were used for 3D CAD and BIM estimating. Data were also explored from 5 presentations on 3D CAD and BIM estimating by the software development companies to 77 subject-experts who offered their views on estimators’ expectations of BIM applications. Secondly, participants, 17 in total, were sourced from the 4 business models indicated above to discuss their 3D CAD and BIM estimating processes. Data were captured through focus group sessions and individual interviews. The estimating themes for 3D CAD and BIM were garnered from the aforementioned qualitative data using a combination of direct observation, focus group discussions and interview sessions. Through these methods, the stages and activities involved in the preparation of estimates based on 3D CAD and BIM across the four business structure models were identified and rated. These ratings were statistically analysed to test whether the variables were sufficiently robust to be used to create process models, which the different practice domains can deploy to generate workable estimates with 3D CAD and BIM. The data were normally distributed and were analysed parametrically. First scoring factor analyses showed that the views of participants from DModel and FModel practices were highly correlated in both 3D CAD and BIM regimes. In addition, multiple comparisons using Fisher-Hayter and ANOVA procedures showed the key characteristics of the variations between how participants from the different practice domains viewed the importance of activities leading to estimating outcomes. Additionally, reliability tests (Cronbach’s Alpha) were used to measure the internal correlation of the estimating activities that were identified in both 3DCAD and BIM. In 3D CAD, 16 out of the 31 themes were discounted for lack of internal consistencies. The resultant process model has an Alpha value of 0.96. In BIM regime, analyses show the Alpha value to be 0.95, while only four themes (estimating activities) were discounted for lack of statistical consistencies. The themes retained after the reliability tests formed the centroid (group representative) process models for the 3D CAD and BIM estimating. However, the derived variables in the centroid models apply differently to the practice domains. Consequently, both ad-hoc and post-hoc data were analysed to determine the discrimination of the centroid models across the four practice domains. Implementation of the process models was also discussed. First, illustrations were made on system architectures for the process models. Second, indicative EXPRESS-G structures were provided to show how the process models can be advanced for implementation in the form of applications, training and for future research. Third, indicative integrated definition formats (IDEF0) were developed to illustrate how the outcomes of the process models can be strengthened with case-based control measures. This study has established that estimators still use conventional methods to estimate 3D CAD projects, and more than 50% of activities leading to estimate outcomes in this domain do not add value to estimating outcomes. This study also presented the key characteristics and enablers of opportunities for estimators in BIM. Recommendations were also drawn on how to develop change management models for dealing with operational issues when transiting from conventional practices to digital systems.

Contract procurement processes have a lot of challenges in the construction industry. These challenges are evident in procedures used for selection of contractors and consequent, performance of projects. This study explores the challenges of Due Process Policy Model (DPPM) procedures for the selection of contractors for public projects between 2002 and 2008 in Nigeria. The procedures mandate certain categories of the
procurement of public construction contracts to undergo a sequence of activities. Such procedures include advertisement, prequalification, short-listing, invitation, tender action and project execution. Observations are made on procedures of selection of contractors for 47 projects using DPPM. Moreover, interviews were conducted to seek clarifications on some of the challenges identified in DPPM processes. Arguably, DPPM is gaining more popularity in Africa. Thus, observations made on the challenges of DPPM will improve its capacity for adoption within and outside Africa; motivate innovative procurement
processes, with significant impact on international contract procurement policy makers and contract procurement officers. International contractors willing to explore the growing capacity of the construction market in Africa will discover significant and appropriate understanding of the basic requirements of DPPM.

Building information modelling (BIM) promises some potentially radical benefits if adopted and correctly deployed on construction projects. However, significant literature evidence suggests that certain benefits of innovations such as BIM only become feasible and realizable when their legal frameworks are clear and implementable. Interestingly, existing legal frameworks for professional service delivery in architectural, engineering, construction and operations (AECO) industries are apparently biased to fragmented conventions
than contemporary contractual risks in e-business. This, potentially, is a major concern against speedy adoption
of BIM. Arguably, AECO industries have not remained static in the past years regarding the adoption of integrated technologies that enable creation and sharing of information across discipline boundaries. Moreover, integrated systems have a long history in construction which is not limited to BIM - there are other software applications that are being deployed to service integrated innovations and multidisciplinary business systems. Whilst the industry still struggles to improve on the speed of adopting and deploying these innovative
technologies, the herculean task is how to create workable legal frameworks that will service the potential benefits being proposed in BIM. Some variables of contractual risks in changing technologies have been conceptualized in some recent studies; with recommendations on some useful modifications to conventional legal frameworks in e-contracting, which are not yet very definitive at present. This article reviews scholarly perspectives regarding legal implication of BIM adoption: ownership and control of BIM models, potential revolution in standard of care as a reaction to changes in processes and practices that are driven by past
technologies. Professional liabilities in electronic and integrated project delivery systems are also discussed. In
the end, conclusions are drawn on potential benefits of resolving these challenges.

Building information Modelling (BIM) promises a fairly radical revolution in all segments of the construction industry. Vital evidence has been used in many studies to elicit how fragmented processes in conventional construction systems, predominantly manual design systems and entity-based CAD often render design and project performance vulnerable. BIM is presented as having attributes that strengthen the frameworks for servicing efficiency in design and project performance. As BIM adoption continues to improve, various stake-holding practices that are involved in developing projects through integrated systems do require process models to help them simplify issues relating to multi-disciplinary integration – a direct opposite of what they are used to in fragmented systems. They also need to develop appropriate skills and strategies, including new marketing and administrative stratagems, to service intensive collaboration and other ethos of BIM. These are some of the inevitable changes to which organizations must respond in order to generate efficient results when adopting and deploying BIM. To examine organizational response to those process changes as promised in BIM, different organization models are explored with emphasis on their functional structures, namely: (1) matrix (2) networked (3) functional (4) divisional structure models. Data were collected from 8 construction and software development organizations in Australia through focus group discussions. 18 participants in core BIM skills took part in the study. Some interesting discoveries were made and reported on the industry’s reactions to BIM adoption. Conclusively, this study confirms the nature and direction of potential changes that BIM trigger.

The popularity of BIM has improved in the past years. However, its adoption and implementation rates are still slow. Apart from latent limitations regarding yet undefined market drivers; many potential BIM users are still speculative because of a number of concerns. Arguably, there is need for defining comprehensive frameworks for initiating and servicing BIM adoption and sustainable implementation, both in term of cost and non-cost indices. A process model for BIM implementation is discussed using different organization structures. This is indexed on skilling, hardware, software, on-costs, indirect costs and marketing costs. Conclusions are drawn on the benefits and limitations of implementing this model.