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

Author

Listed:
  • S Howick

    (University of Strathclyde)

  • C Eden

    (University of Strathclyde)

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.

Suggested Citation

  • S Howick & C Eden, 2001. "The impact of disruption and delay when compressing large projects: going for incentives?," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 52(1), pages 26-34, January.
    • Handle: RePEc:pal:jorsoc:v:52:y:2001:i:1:d:10.1057_palgrave.jors.2601045
    DOI: 10.1057/palgrave.jors.2601045
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    Citations

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    Cited by:

    1. J Davis & A MacDonald & L White, 2010. "Problem-structuring methods and project management: an example of stakeholder involvement using Hierarchical Process Modelling methodology," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 893-904, June.
    2. Williams, Terry & Ackermann, Fran & Eden, Colin, 2003. "Structuring a delay and disruption claim: An application of cause-mapping and system dynamics," European Journal of Operational Research, Elsevier, vol. 148(1), pages 192-204, July.
    3. S Howick & C Eden, 2004. "On the nature of discontinuities in system dynamics modelling of disrupted projects," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 55(6), pages 598-605, June.
    4. S Howick, 2003. "Using system dynamics to analyse disruption and delay in complex projects for litigation: can the modelling purposes be met?," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(3), pages 222-229, March.
    5. Georgiou, Ion, 2012. "Messing about in transformations: Structured systemic planning for systemic solutions to systemic problems," European Journal of Operational Research, Elsevier, vol. 223(2), pages 392-406.
    6. Wang, Weijia & Plante, Robert D. & Tang, Jen, 2013. "Minimum cost allocation of quality improvement targets under supplier process disruption," European Journal of Operational Research, Elsevier, vol. 228(2), pages 388-396.
    7. Luz Stella Cardona-Meza & Gerard Olivar-Tost, 2017. "Modeling and Simulation of Project Management through the PMBOK® Standard Using Complex Networks," Complexity, Hindawi, vol. 2017, pages 1-12, December.
    8. Jaber, Mohamad Y. & Guiffrida, Alfred L., 2004. "Learning curves for processes generating defects requiring reworks," European Journal of Operational Research, Elsevier, vol. 159(3), pages 663-672, December.
    9. Fran Ackermann & Colin Eden, 2005. "Using Causal Mapping with Group Support Systems to Elicit an Understanding of Failure in Complex Projects: Some Implications for Organizational Research," Group Decision and Negotiation, Springer, vol. 14(5), pages 355-376, September.

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