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International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 Figure 8. Average percentage performance dropdue to complexity for all case studies.

Figure 8 International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 Figure 8. Average percentage performance dropdue to complexity for all case studies.

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International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 In control systems the concept of motion, shown in Figure lis a combination of two motions [17 expressed by the general mathematical function:
International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 In control systems the concept of motion, shown in Figure lis a combination of two motions [17 expressed by the general mathematical function:
A simple method of performance measurement was established, discussed and agreed with participants. This is as follows: Table 1. Extract from list for ‘Reasons of activity delay’ given to case study project managers.
A simple method of performance measurement was established, discussed and agreed with participants. This is as follows: Table 1. Extract from list for ‘Reasons of activity delay’ given to case study project managers.
Results from two of the five case studies — CS.1.1.2 and CS.2.1 — are shown below. Figure 3. Case study CS.1.1.2 (Design/Early Construction). Indicates % drop in performance versu: number of complexity characteristics affecting performance during the nine weeks.
Results from two of the five case studies — CS.1.1.2 and CS.2.1 — are shown below. Figure 3. Case study CS.1.1.2 (Design/Early Construction). Indicates % drop in performance versu: number of complexity characteristics affecting performance during the nine weeks.
Table 2. Case study contributors by project stage The case studies investigated and the type of organisation are shown below in Table 2.
Table 2. Case study contributors by project stage The case studies investigated and the type of organisation are shown below in Table 2.
International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 Figure 4. Case study CS.2.1 (Construction). Indicates % drop in performance versus number of complexity characteristics affecting performance during the nine weeks.
International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020 Figure 4. Case study CS.2.1 (Construction). Indicates % drop in performance versus number of complexity characteristics affecting performance during the nine weeks.
Another way of indicating drop in performance was that of ‘Cumulative planned durations’ versus ‘Cumulative achieved durations’ which as can be seen in Figures 5 and 6 for case studies CS.1.1.2 and CS.2.1 only 57% and 43% of the planned activity durations was achieved (or 373 days of the 654 for CS.1.1.2 and 252 days of the 590 for CS.2.1) respectively.
Another way of indicating drop in performance was that of ‘Cumulative planned durations’ versus ‘Cumulative achieved durations’ which as can be seen in Figures 5 and 6 for case studies CS.1.1.2 and CS.2.1 only 57% and 43% of the planned activity durations was achieved (or 373 days of the 654 for CS.1.1.2 and 252 days of the 590 for CS.2.1) respectively.
International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020
International Journal of Chaos, Control, Modelling and Simulation IJCCMS) Vol.9, No.4, December 2020
Results from all five case studies are shown below in Figure 7 and Figure 8 represents the average drop in performance for all the case studies. Figure 7.Summary of drop in performance due to the effects of complexity from all case studies.
Results from all five case studies are shown below in Figure 7 and Figure 8 represents the average drop in performance for all the case studies. Figure 7.Summary of drop in performance due to the effects of complexity from all case studies.
So, using the control systems theory there has to be a way to use relevant characteristics for ‘C’ and ‘@’ in project teams so that the: lim(-Cwt) > 0 Figure 9. Graphical depiction of underdamped control systems curve applied to project performance.
So, using the control systems theory there has to be a way to use relevant characteristics for ‘C’ and ‘@’ in project teams so that the: lim(-Cwt) > 0 Figure 9. Graphical depiction of underdamped control systems curve applied to project performance.
Related topics:
Control Systems EngineeringComplexity TheoryProject Control & ManagementProject ComplexityProject performanceDynamic Systems and ControlConstruction Project Schedule
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