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contributor authorTimothy R. B. Taylor
contributor authorDavid N. Ford
date accessioned2017-05-08T20:49:44Z
date available2017-05-08T20:49:44Z
date copyrightJune 2008
date issued2008
identifier other%28asce%290733-9364%282008%29134%3A6%28421%29.pdf
identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/28431
description abstractComplex construction projects are vulnerable to tipping points. Tipping points are conditions that, when crossed, cause system behaviors to radically change performance. Previous research identified tipping point dynamics as capable of explaining the failure of some nuclear power plant construction projects. These dynamics can also threaten the success of other large, complex construction projects. The current work uses a dynamic project model to test policies for managing tipping point dynamics. The Limerick Unit 2 nuclear power plant project is used to test model usefulness. Sensitivity analysis reveals the rework fraction, strength of subsystem interdependence, and sensitivity of the project to schedule pressure as potential high-leverage points for policy design. The model is used to test policies for managing tipping points that were used to complete the Limerick Unit 2 nuclear power plant after a tipping point threatened project completion. Implications for construction project design and management and research opportunities are discussed.
publisherAmerican Society of Civil Engineers
titleManaging Tipping Point Dynamics in Complex Construction Projects
typeJournal Paper
journal volume134
journal issue6
journal titleJournal of Construction Engineering and Management
identifier doi10.1061/(ASCE)0733-9364(2008)134:6(421)
treeJournal of Construction Engineering and Management:;2008:;Volume ( 134 ):;issue: 006
contenttypeFulltext


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