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The transition to a circular economy (CE) has become a crucial global objective, with the aim of promoting sustainable development while minimizing resource depletion and environmental degradation. Nevertheless, there are a lot of challenges that need to be overcome before CE principles are feasible to apply in the construction industry, particularly in areas like East Java, Indonesia. Thus, in order to integrate CE concepts into East Java’s construction industry, this paper investigates the critical success factors (CSFs). This study’s research approach consists of a thorough literature review, a questionnaire survey for data collection, and a thorough analysis of the data using mean score ranking and fuzzy synthetic evaluation (FSE). The analyses revealed 40 significant success factors for CE adoption in the architecture, engineering, and construction (AEC) sector of East Java’s construction industries. Furthermore, this study discovered six CSF categories that have a substantial impact on the success of CE adoption through FSE analysis. However, the three most significant categories are policy, technology, and commitment and competency. The results of this study provide crucial recommendations to the East Java government and stakeholders in the AEC sector.

This study examines the influence of Project Delivery System (PDS) features on green construction project performance by comparing DesignBidBuild (DBB), DesignBuild (DB), and Construction Management (CM) methods. The research problem is to analyze the influence of key characteristics (leadership, communication, mindset, teamwork, team chemistry, experience, competence) of the three PDS methods on achieving green construction project performance. The research objects were 109 respondents (team leader, vice president manager, project manager, site manager, site engineer, general superintendent, and supervisor) in five major cities in Indonesia. The results of the MANOVA analysis showed that leadership was the most influential factor in the three methods. CM excels in time, quality, and green building performance, DB excels in Occupational Health and Safety (OHS), and DBB excels in cost. Experience and competence are less influential factors, thus concluding that soft skills play a significant role in the successful implementation of green construction projects, providing valuable insights for industry practitioners and emphasizing the need to prioritize the development of leadership and interpersonal skills alongside technical expertise when implementing green construction projects through various PDS methods in Indonesia, which ultimately contributes to the advancement of sustainable construction practices in the rapidly growing building sector in the region. These findings provide insights for selecting optimal PDS methods in green construction projects [ABSTRACT FROM AUTHOR]

Measurement of Quality Management Systems (QMS) in construction projects is very important to assess the fulfillment of quality standards. A comprehensive and up-to-date standard setting is paramount. Much research has been done to develop a Quality Management System (QMS), but only focused on the quality management system in general by means of interviews and statistics. There are still only a few studies that focus on determining quality variables based on ISO 9001:2015, but they do not consider other Quality Management Systems (QMS) to obtain variables that are not in ISO 9001 2015. This research aimed to map out ISO 9001:2015 to find additional variables that are not present inside it. Six Sigma, Deming, Total Quality Management (TQM), Quality Management System (QMS), Baldrige Performance Excellence Framework, and LEAN Manufacturing are models for developing Quality Management Systems (QMS) that are widely applied in the construction industry today. This research produced eight additional variables as audit materials, which were expected to make ISO 9001:2015 better in its application and development in construction services. The eight variables were breaking down barriers between departments, eliminating pressure, eliminating arbitrary numerical targets, respecting people, contributing to society, reducing cycle time, increasing process transparency, and focusing on global process control. This research provides factors from a more varied and up-to-date quality management system that complements ISO 9001:2015. [ABSTRACT FROM AUTHOR]

Knowledge-sharing (KS) barriers prevent organizations from capitalizing on their skills and knowledge assets. This research aimed to investigate the main barriers to knowledge-sharing and identify the commonly used practice of the knowledgesharing process in the construction company in Surabaya. Data was collected by sending questionnaires to the top management of large contractors (Qualification B) in Surabaya. Fifty-four questionnaires were collected and considered eligible for analysis. The Relative Importance Index (RII) method was used in this research. The results showed that internet/social media, e-mail, and face-to-face interaction are commonly used for knowledge-sharing. The results also showed that the top barrier to knowledge sharing was the lack of top management support and participation. Meanwhile, the top personal barrier was difficulties in generalizing knowledge from one project to another project. This study helped to understand the main barriers to the knowledge-sharing process in construction companies and provided some practical guidance for companies to deal with these barriers. Moreover, this study helped top management to provide strategies to alleviate the barriers to knowledgesharing within their organization in order to achieve the success of construction projects. [ABSTRACT FROM AUTHOR]

In general, the completion of a project must be in accordance with a binding contract agreement, but in its implementation, there can be obstacles that cause delays. Project delays can affect the results of weekly progress and the final results of the project and affect the performance appraisal of project implementers. Delays can be seen through the weekly progress of the program according to the schedule. Delays can be prevented by speeding up existing scheduling. This research aimed to conduct an acceleration analysis on the schedule using the fast track method and the crashing method and critical network analysis using the Precedent Diagram (PDM), then determine which method is appropriate according to this research. In this case study, there was a delay in the 18th week where the progress of the plan of 16.60% was only at 11.21% so there was a deviation of 5.4%. This delayed the duration of project completion from 366 days to 390 days. The analysis results obtained by applying the Fast-Track method can overcome delays by returning the schedule to the original plan, without any additional costs. The results of the analysis using the PDM method combined with the crashing method can make the duration faster than the plan duration, which was 359 days or 7 working days faster and the additional cost is about 1.02%. The fast track and crashing methods can be used as scheduling acceleration tools to overcome delays, but in financing, the fast track method is more cost-effective while the crashing method has additional costs. This research provides references and descriptions about the effects of using the fast track and crashing methods on projects. [ABSTRACT FROM AUTHOR]