A reconfigurable model for implementation in the closing phase of a wind turbines project construction

Abstract

Purpose

The purpose of this paper is to introduce a reconfigurable model that is a combination of a schedule model and a queuing system M/M/m/K to reduce the duration of the wind turbine construction project closure phase and reduce the project documentation waiting time in the queue.

Design/methodology/approach

This research was implemented in a wind farm project. The schedule model deals with reducing the duration of the turbines closure phase by an activity overlapping technique, and the queuing system deals with reducing the turbine documentation waiting time in the queue, as well as reducing the probability of server idleness during the closure phase.

Findings

After the implementation of the model, the obtained results were compared to those of similar previously conducted projects in terms of duration, and the model was found effective.

Research limitations/implications

Project closure is an important and mandatory process in all projects. More often than not, this process is faced with problems including prolonged project duration, disputes, lawsuits, and also in projects like the implementation of wind farms, a queue of documents at closing stage may also cause difficulties in project closure phase.

Originality/value

The contributions of this research are twofold: first, a combination of project management and queuing system is presented, and second, a reconfigurable model is introduced to enhance the performance and productivity of the closure phase of the project through reducing the implementation time and reducing the turbine documentation waiting time in the queue, as well as reducing the probability of server idleness during the closure phase of the wind farm project.

Citation

Zohrehvandi, S., Vanhoucke, M., Soltani, R. and Javadi, M. (2020), "A reconfigurable model for implementation in the closing phase of a wind turbines project construction", Engineering, Construction and Architectural Management, Vol. 27 No. 2, pp. 502-524. https://doi.org/10.1108/ECAM-01-2019-0065