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Integration of cost and work breakdown structures in the management of construction projects.

1. Introduction

2. literature review, 2.1. work breakdown structure (wbs), 2.1.1. wbs in the international pm standards, 2.1.2. wbs in the construction industry.

• The decomposition criteria, grouping activities into construction units assigned to the different contractors, and/or subcontractors involved in the execution of the project.
• The degree of work complexity and level of detail that identifies the sequence and other relations between the activities in a logical flow of execution.
• The criticality of the tasks, being defined in terms of units of work, according to their importance to avoid activity preemption.
• Organizational unit’s fixed responsibility.
• Clear deliverable.
• Exact scope of work.
• Reliable schedule estimation.
• Specific risk resolution.
• Reliable cost estimation.
• Specific organizational guideline.

2.2.1. Costs Based on Activities

2.2.2. coding systems in the construction industry.

• Consistency (single classification principle).
• Mutual exclusivity of categories.
• Exhaustiveness.
• Identify the final result (or deliverable) to achieve the objectives.
• Review the scope to ensure consistency between requirements and the WBS elements.
• Define the chapters (first level of decomposition) in a way that facilitates the understanding by dividing them into clearly differentiated blocks.
• Continue to break down each chapter to an appropriate level of detail.
• Break down the chapters to the final level of detail (construction unit), where both the cost and the schedule are reliable, allowing efficient project monitoring and control.
• Review and refine the WBS until main stakeholders agree on the planning and execution.

2.3. Integration of WBS and CBS

2.4. bim in the construction industry, 3. methodology.

• CSCAE  (Higher Council of the Colleges of Architects of Spain).
• CGATE  (Spanish General Council of Technical Architecture).
• CCIP   (College of Civil Engineering, Channels and Ports of Spain).
• CITOP   (College of Technical Engineers in Public Works of Spain).
• CGCOII  (Higher Council of Colleges of Industrial Engineers of Spain).
• COGITI  (Spanish General Council of Technical Industrial Engineering).
• AEIPRO  (Spanish Project Management and Engineering Association).
• PMA   (Project Managers Association of Andalusia).
• PMI    (Chapters of Andalusia, Balearic Islands, Barcelona, Madrid and Valencia).
• AECMA  (Spanish Association of Construction Management).
• AEGC   (Spanish Construction Management Association).
• B&M     (Building and Management).
• AEPDP    (Spanish Association of Project Management Practitioners).
• CCPM   (Construction Certified Project Managers PMP).
• CMAS   (Construction Management Association of Spain).
• DIP     (Integrated Project Management).
• DP      (Building and Infrastructure Project Managers and Professionals).
• IAC     (Engineering, Architecture and Construction).
• ISO 21500  (Project Management).
• Search&Drive (Architecture and Engineering Professionals).
• TL      (Architecture, Construction and Engineering Technicians).
• The age and experience in the construction industry of both groups is quite similar.
• Technician practitioners (CIT sample) mostly work in smaller companies, whereas construction managers (CIM sample), while still work more for small companies, also work in companies with other sizes.
• The project duration and cost size tends to be higher in the projects where construction managers participate.
• The knowledge and training of PM methodologies (e.g., ISO 21500, PMI PMBOK, IPMA ICB, etc.) is almost null in the case of technicians, and fairly high in the case of construction managers.
• PM certification is much more common among construction managers too (probably an expected outcome).

4.1. Hypotheses

4.2. confirmatory factor analysis (cfa), 4.2.1. principal components.

• (F1) Scope design (which involves the project managers and key stakeholders agreeing on the requirements, defining the scope and deliverables characteristics, specifications and acceptance criteria).
• (F2) Scope development (which involves the project managers and their management team, breaking down the work to be done, avoiding tasks omission, and identifying the project activities).
• (C1) Project success (which includes the constraints performance, the stakeholders’ satisfaction, and the outcomes usability).
• (C2) Organization success (which includes the strategic objectives compliance, market positioning, and the business profit generation).

4.2.2. Validity

• The total variance explained by the principal components, was greater than 50%.
• The measure of sampling adequacy, by the Kaiser–Meyer–Olkin test [ 149 , 150 ], was greater than to 0.5.
• The model applicability, by the Bartlett’s sphericity test [ 151 ], discarded a lack of correlation between items, as it presented a high Chi-square and a significance lower than 5%.

4.3. Structural Equation Model (SEM)

• Define a model explaining a complete set of (significant) relationships.
• Uncover unobserved (indirect) relationships between variables.
• Estimate multiple and interrelated dependence relationships.
• Consider measurement errors in the estimations.
• Test the model where a structure can be imposed and assessed as to fit of the data.
• Reliability: By the Cronbach’s alpha and composite reliability.
• Validity: By the standardized regression weights and squared multiple correlations, as well as the average extracted variance.
• Goodness of fit: By absolute, incremental, and parsimonious fit measures.

4.3.1. Reliability

• Cα > 0.9 as excellent.
• 0.9 > Cα > 0.8 as good.
• 0.8 > Cα > 0.7 as acceptable.
• 0.7 > Cα > 0.6 as questionable.
• 0.6 > Cα > 0.5 as poor.
• 0.5 > Cα as unacceptable.

4.3.2. Validity

4.3.3. goodness of fit.

• Absolute fit measures (AFMs).
• Incremental fit measures (IFMs).
• Parsimonious fit measures (PFMs).

4.3.4. Indirect Effects

4.3.5. direct effects, 5. discussion, 6. conclusions.

• The WBS involves structuring the project scope in a hierarchical manner. It is oriented to the deliverables, and avoids both duplication and omission of tasks.
• As the project work is defined more clearly, project roles and responsibilities can be assigned to subcontractors and organizational units more easily. This, in turn, also allows to define more representative project schedules and budgets.

Author Contributions

Conflicts of interest.

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Cerezo-Narváez, A.; Pastor-Fernández, A.; Otero-Mateo, M.; Ballesteros-Pérez, P. Integration of Cost and Work Breakdown Structures in the Management of Construction Projects. Appl. Sci. 2020 , 10 , 1386. https://doi.org/10.3390/app10041386

Cerezo-Narváez A, Pastor-Fernández A, Otero-Mateo M, Ballesteros-Pérez P. Integration of Cost and Work Breakdown Structures in the Management of Construction Projects. Applied Sciences . 2020; 10(4):1386. https://doi.org/10.3390/app10041386

Cerezo-Narváez, Alberto, Andrés Pastor-Fernández, Manuel Otero-Mateo, and Pablo Ballesteros-Pérez. 2020. "Integration of Cost and Work Breakdown Structures in the Management of Construction Projects" Applied Sciences 10, no. 4: 1386. https://doi.org/10.3390/app10041386

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Developing a Work Breakdown Structure

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Cicala, G. (2020). Developing a Work Breakdown Structure. In: The Project Managers Guide to Microsoft Project 2019 . Apress, Berkeley, CA. https://doi.org/10.1007/978-1-4842-5635-0_6

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Impact of various work-breakdown structures on project conceptualization

1994, International Journal of Project Management

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Development of WBS (Work Breakdown Structure) risk based standard for safety planning at seaport project

T A Susiawan 1 , Y Latief 1 and L S Riantini 1

Published under licence by IOP Publishing Ltd Journal of Physics: Conference Series , Volume 1360 , International Symposium on Sciences, Engineering, and Technology 19–20 November 2018, Cirebon, Indonesia Citation T A Susiawan et al 2019 J. Phys.: Conf. Ser. 1360 012007 DOI 10.1088/1742-6596/1360/1/012007

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1 Civil Engineering Department, Engineering Faculty, University of Indonesia, Depok, West Java, 16424, Indonesia

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A construction project consist of many activities. In order to make it easier to manage, the activities broken down into smaller one that called work package. Meanwhile the work on the construction project and its elements is relatively similar and this can be standardized and used as the basis for a universal program for construction works. Standardization of the WBS will enable the automation of the project planning process and hence will minimize the occurrence of work accidents on construction project. The aim of this study is to develop a risk based WBS standard for seaport project, identify source of potentially dangerous risk may occur and to develop safety plan using a standardized risk based WBS, this will be a way to preventing, reducing and nullifying the risk of workplace accidents to obtain zero accidents in a construction site. The scope of this study is sea port construction project only.

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Content from this work may be used under the terms of the Creative Commons Attribution 3.0 licence . Any further distribution of this work must maintain attribution to the author(s) and the title of the work, journal citation and DOI.

• DOI: 10.21744/irjeis.v10n4.2443
• Corpus ID: 270873090

Public railway depot maintenance and maintenance work based on work breakdown structure (WBS) to improve maintenance and maintenance performance

• Iffah Ariqoh Fakrunnisa , Yusuf Latief , Nurul Inayah Wardahni
• Published in International research… 30 June 2024
• Engineering, Business
• International research journal of engineering, IT & scientific research

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Power converters for three phase electric locomotives, improving railway maintenance schedules by considering hindrance and capacity constraints, a new index to evaluate the safety performance level of railway transportation systems, contract design and performance of railway maintenance: effects of incentive intensity and performance incentive schemes, optimizing train maintenance to minimize maintenance delays at balai yasa manggarai, data-driven optimization of railway maintenance for track geometry, integrated stochastic optimization approaches for tactical scheduling of trains and railway infrastructure maintenance, an iterative approach for reducing the impact of infrastructure maintenance on the performance of railway systems, work breakdown structure (wbs) development for underground construction, rail inspection meets big data: methods and trends, related papers.

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