IDENTIFICATION OF CONSTRAINTS IN PROJECT SCHEDULE MANAGEMENT
DOI:
https://doi.org/10.29121/granthaalayah.v7.i2.2019.990Keywords:
Rural Road Projects, S-Curve, Delays, Critical ChainAbstract [English]
Theory of Constraints (TOC) is new concept of project management. Every project has some constraints. This study explores the constraints to improve the project performance dealing with time constraint with a case of Sankosh-Tipling Road project and Bhimdhunga-Lamidanda Road Project of Dhading District.
Questionnaire survey, Project report analysis, Key informant interview and case studies were the methods used for the data collection and content analysis, S-Curve and interim payment assessment were done to process the data.
The major constraint among several other constraints in Bhimdhunga-Lamidanda Road project, legal constraint which is restriction of District Coordination Committee (DCC) to collect gravel and boulders from river and quarry sites was found as major constraint in the project. Constraint has affected with time extension for total 309 days with progress of only 34.76% till 13 june, 2017. Thus, this study has assumed that project could be completed within previously proposed deadline if different counter measures which have been suggested with consideration of TOC.
Downloads
References
Bushong, G., & Talbott, J. C. (1999). The CPA in the industry, An application of Theory of Constraints. The CPA journal.
Chua, D. K., J, S. L., & BOK, S. H. (2003). Constraint-based planning with integrated production schedule over internet. Journal of Engineering and Management, 129 (3).
Jacob, D. B., & William T. McClleland, J. (2001). Theory of Constraints Project Managment: A brief introduction into the basics. Retrieved 7 24, 2017, from
http://www.public.navy.mil/airfor/nae/AIRSpeed%20Documents/TOC%20and%20Project%20Management.pdf
Lau, E., & Kong, J. J. (2006). Identification of Constraints in Construction Projects to Improve Performance. Retrieved 7 24, 2017, from https://www.irbnet.de/daten/iconda/CIB4451.pdf
Raz, T., Barnes, R., & Dvir, D. (2003). A Critical Look at Critical Chain Project Management. Project Managemnet Journal, 34 (4), 24-32. DOI: https://doi.org/10.1177/875697280303400404
Mishra.A.K., Mallik.K. Factors and Impact of Risk Management Practice on success of Construction Projects of Housing Developers, Kathmandu, Nepal. International Journal of Sciences: Basic and Applied Research (IJSBAR) (2017) Volume 36, No 7, pp 206-232.
Mishra.A.K. Implementation Status of Value Management in Project Management Practice in Nepal. International Journal of Management Studies. Vol.–VI, Issue –1(1), January2019. DOI: https://doi.org/10.18843/ijms/v6i1(1)/13
Mishra AK. Assessment of Human Resource Capacity of Construction Companies in Nepal. J Adv Res Jour Mass Comm 2018; 5(4): 14-25. DOI: https://doi.org/10.24321/2454.3268.201804
Mishra AK, Bhandari S, Jha T. Factors Affecting Performance and Time Extension of ongoing Construction Projects under Town Development Fund, Nepal. J Adv Res Const Urban Arch 2018; 3(4): 7-25 DOI: https://doi.org/10.24321/2456.9925.201805
Mishra AK, Bhandari S. Performance Assessment of Ongoing Construction Projects under Town Development Fund, Nepal, Int j Adv Res Civil Stru Engr 2018; 1(1&2): 27-39.
Stratton, R. (2010). Critical Chain Project Management Theory and Practice. Retrieved 6 22, 2017, from https://www4.ntu.ac.uk/nbs/document_uploads/94592.pdf
Stratton, R., Koskela, L., & Alsehaimi, A. (2010). Applying Manufacturing Flow Theory to Construction Management. Retrieved 7 25, 2017, from
Victoria_University. (2016). Theory of Constraint: A research Database. Retrieved from
https://www.victoria.ac.nz/som/research/theory-of-constraints
Vorne_Industry. (2011). Combining Theory of Constraints and Lean Manufacturing. Retrieved 7 20, 2017, from https://www.leanproduction.com/theory-of-constraints.html
Walker, A. (1989). Project management in construction (6th ed.). Wiley Blackwell.
Downloads
Published
How to Cite
Issue
Section
License
With the licence CC-BY, authors retain the copyright, allowing anyone to download, reuse, re-print, modify, distribute, and/or copy their contribution. The work must be properly attributed to its author.
It is not necessary to ask for further permission from the author or journal board.
This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.