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The escalating consumption of LPG in Indonesia has prompted the country's National Oil & Gas Company to embark on constructing a new LPG Facility. This paper addresses the imperative to streamline the Front-End Loading (FEL) stage to prevent cost and schedule overruns due to scope creep. The primary objective is to formulate a comprehensive Work Breakdown Structure (WBS) and Cost Breakdown Structure (CBS) for the LPG Facility Construction project, aimed at facilitating accurate cost estimation and scheduling processes for diverse stakeholders. Using the unfolded tesseract theory to analyze stakeholder needs and elucidate the object-oriented WBS, a Multi-Attribute Decision Making (MADM) analysis was conducted. The study concludes that a multidimensional WBS, particularly employing OmniClass, is the optimal choice for addressing the complexities of the LPG Facility Project and meeting stakeholder needs within BIM software. [ABSTRACT FROM AUTHOR]

Problem definition: We investigate the effect of using subcontracted workers together with permanent workers on project financial performance. Academic/practical relevance: It is widespread practice, across disparate businesses, to staff project teams with subcontracted workers—and yet, despite the prevalence of this phenomenon, there is scant research on how subcontracted workers impact project performance. Investigating such an effect is important because past findings on the effects of subcontracting in retail or assembly lines cannot be hastily extrapolated to the more qualified workers and more demanding tasks normally associated with project environments. Methodology: Building on previous findings about the higher motivation level of subcontracted versus permanent workers when the latter are protected from individual dismissal by the law, we develop hypotheses to conceptualize how and under what conditions subcontracted workers positively impact project performance. We then test our hypotheses by analyzing 413 projects of a European high-tech firm. Results: We find that with increased use of subcontracted workers comes increased project profit margins. This positive effect is stronger for larger teams and weaker when large project scope changes occur or when higher-skilled workers are subcontracted. We also find this effect to be stronger when subcontracted workers are involved in technical rather than administrative roles and when subcontractors join in the later stages of the project. Managerial implications: This study offers guidelines on how project managers can use subcontracting to increase project margins, highlighting strategic and tactical factors that affect the benefits of using subcontracted labor. [ABSTRACT FROM AUTHOR]

It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incident, and thus, should be kept away from the project. By considering this concept, in this paper, we discuss scope change and managing scope and fuzzy analytical hierarchy process is used in selecting the best strategy to manage scope change in projects.

This study focused on Quantitative Approach to Project Scope Change Management in Building Projects. The objective is to determine how quantitative method can be applied in managing variations in building projects due to scope change. Survey method was adopted. Earned Value Analysis was partly used to evaluate ten building projects. Questionnaire were administered to 52 respondents. Descriptive statistics and Probability Impact Matrix (PIM) were used for analysis. The result show that the most significant scope changes occur in the execution stage of the project lifecycle. The study recommends the application of PIM in mitigating scope change problem in building projects. [ABSTRACT FROM AUTHOR]

An important contributor to cost overruns of infrastructure projects is contract changes after the construction contract has been concluded. Using mainly descriptive statistics and non-parametric tests, real project data were analyzed from forty-five Dutch transportation infrastructure projects with a total construction contract value of over € 8.5 billion. First it was explored if we could find evidence for the presumption that contractors bid low on contracts to recover the loss of bid profit by claiming contract change costs in the project implementation. We conclude that we could not find evidence for the opportunistic behavior of contractors. Second, the different sizes and reasons for the contract changes were explored. We conclude that: scope changes are the most significant reason for contract changes, followed by technical necessities; smaller projects tend to have higher relative contract change costs; and contract changes due to omissions in the contract are more present in smaller projects than in larger projects. The results of the analysis suggest among other things that policymakers and planners should pay more attention to flexible contracting, and to the contract management of smaller projects. [ABSTRACT FROM AUTHOR]