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

Howick, S.M. and Eden, C. (2001) The impact of disruption and delay when compressing large projects: Going for incentives? Journal of the Operational Research Society, 52 (1). pp. 26-34. ISSN 0160-5682

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Abstract

Demands by clients for earlier delivery after a project has started are increasing. This paper investigates the consequential disruption and delay that follows from the contractor accepting these demands. Explorations are carried out using a System Dynamics model based upon a large model constructed to represent the complexity of a claim for disruption and delay in relation to a specific mega-project. The model used for the explorations has been validated further using information gathered during work on other claim projects. The model enables the impact of disruption and delay resulting from the holistic and dynamic impact of a compressed delivery date to be assessed in relation to two specific and typical options. Use of the model suggests that the probability seems slight of finding the highly specific circumstances where there is any certainty in an outcome of early delivery at little extra cost.

Item type: Article
ID code: 4363
Keywords: system dynamics, operational research, probability, management theory, statistics, project management, Management. Industrial Management, Risk Management, Statistics, Management Information Systems, Strategy and Management, Management Science and Operations Research, Marketing
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Social Sciences > Industries. Land use. Labor > Risk Management
Social Sciences > Statistics
Department: Strathclyde Business School > Management Science
Strathclyde Business School > Strategy and Organisation
Depositing user: Strathprints Administrator
Date deposited: 22 Oct 2007
Last modified: 04 Aug 2017 03:40
URI: https://strathprints.strath.ac.uk/id/eprint/4363
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