Journals Proceedings

Abstract

Implementation and control of planning and scheduling of construction project require high level of coordination by all parties involved. Therefore, the management role and operational behavior of each party should be properly addressed. Literature review showed that little research was directed towards identifying and assessing efficiency of such management roles and organizational behaviors. This paper focuses on the analysis and discussion of responses to an openended questions survey that examined the practitioners’ opinions towards the management roles and operational behaviors. The results revealed common factors regarded as important management roles in promoting the current practice in planning and scheduling. These included: (a) efficient forecast of resources for non-aggressive schedules; (b) effective conformance-measures of schedule quality control; (c) well-defined prioritizing system for resource assignment in scheduling; (d) proficient participation of clients in setting-out the planning roles, needs and constraints; (e) proactive assessment of human and nonhuman aspects on scheduling performance; (f) fostering new technology or visualization tools for supporting scheduling control; and (g) usefulness of feedback and communicating systems in scheduling. The study provides a new insight towards evaluating the significant project management roles and behaviors for the best likelihoods of enhancing the implementation of planning and scheduling in a more efficient and dynamic way.