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Civil engineering academics are caught between a science-based university culture on one side, and on the other, the expectations of students and practicing engineers in industry who want practical knowledge for immediate application. The science-based culture primarily measures faculty by research projects and funding, Ph.D. students produced, and by papers refereed primarily by academic peers for publication and citation in scholarly journals. There are strong pressures to produce these outputs, which are duly quantified for tenure and promotion decisions but the system does not directly reward time spent gaining practical experience in full-time or part time jobs prior to academic employment, or later in summers or sabbaticals, or in solving problems through consultations. This paper will address the balance between academia and practice, and focus on the residential building sector of the design and construction industry as one that is largely neglected by engineering programs. In particular, it will show where the design and construction of residential structures can provide opportunities to enhance engineering education and open new avenues for broad, interdisciplinary research that are different from those where engineering academics normally venture. In conclusion, it will focus on academics who successfully bridge the realm of academia and the world around them. [ABSTRACT FROM AUTHOR]

Change is ubiquitous in construction project schedules and there are many interrelationships and interdependencies in project schedule changes. Therefore, a schedule change in the work of a subcontractor might affect schedules of other subcontractors, as well as the project deadline. The subcontractor should resolve schedule conflicts with other affected subcontractors. This implies that there is a need for a methodology for the distributed coordination of project schedule changes (DCPSC). This paper presents a novel agent-based compensatory negotiation methodology to facilitate the DCPSC wherein a project can be rescheduled dynamically through negotiations by all of the concerned subcontractors. The methodology consists of a compensatory negotiation strategy based on utility of timing, multilinked negotiation protocols, and message-handling mechanisms. A simple case example illustrates the methodology. The methodology makes new contributions in both theoretical and practical areas. In practice, this methodology will improve project network schedules, by lowering the sum of the cost of the subcontractors associated with their resource constraints. In theory, the methodology provides a distributed coordination methodology that can improve interaction and collaboration among agents and people. [ABSTRACT FROM AUTHOR]