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The objective of this paper is to develop an efficient project management system to track and control construction activities for contractors and/or project managers.

The work package model is utilized to break down project data into activities and work tasks. The data structure of a project is represented using the entities‐relationship methodology. A relational database stores all of the project data. The earned value method calculates the cost and schedule variances. The internet‐based platform with three‐tier client‐server architecture is chosen for system implementation.

The developed project database stores all of the project data necessary to perform project control functions. The implementation of the project database management system is efficient. The developed system provides real‐time data sharing and a collaborating environment in support of project control.

Time and cost control are essential management functions for achieving successful delivery of engineering, procurement and construction (EPC) projects. The developed system can assist contractors and/or project managers in tracking and control of their construction projects in a real‐time manner.

In academics and industry, significant efforts have been made to lead planners and control teams in evaluating project performance and control. In this context, numerous control metrics have been devised and put into practice, often with little emphasis on analyzing their underlying concepts. To cover this gap, this research aims to identify and analyze a holistic list of control metrics and their functionalities in the construction industry.

A multi-step analytical approach was conducted to achieve the study’s objectives. First, a holistic list of control metrics and their functionalities in the construction industry was identified. Second, a quantitative analysis based on social network analysis (SNA) was implemented to discover the most important functionalities.

The results revealed that the most important control metrics' functionalities (CMF) could differ depending on the type of metrics (lagging and leading) and levels of control. However, in general, the most significant functionalities include managing project progress and performance, evaluating the look-ahead level’s performance, measuring the reliability and stability of workflow, measuring the make-ready process, constraint management and measuring the quality of construction flow.

This research will assist the project team in getting a comprehensive sensemaking of planning and control systems and their functionalities to plan and control different dynamic aspects of the project.

Project managers rely on control strategies to deliver excellent outputs. However, little is known about how clients' project managers select control strategies in projects which are knowledge-intensive and have intangible outputs. This study aims to examine how clients' project managers select project control strategies in professional service projects.

A questionnaire survey of 360 architectural and engineering (A/E) design projects was adopted. Data were analyzed through the hierarchical regression.

Both clients' knowledge of measuring outcomes and process uncertainty give rise to their project managers setting up behavior and social controls. Level of process uncertainty positively moderates the impact of client's knowledge of measuring outcomes on outcome control.

This study mainly examined the client's knowledge of measuring outcomes and process uncertainties. Future studies could be conducted to expand the scope by including other contextual factors, for instance market and regulatory factors.

From the client side, if they want to simultaneously adopt outcome, behavior and social controls, they would need to increase their knowledge of measuring outcomes by adopting established assessment tools or appointing a third party to assist in design outcome evaluation.

This study contributes to the body of knowledge by showing that the level of intangibility of project outputs influences the types of control system which project managers adopt.

This paper reports the developments of a project cost control system (PCCS) for construction projects to (1) measure its current level of cost control maturity, (2) examine the relationships between elements within PCCS processes and (3) identify improvement areas.

This study adopts a mixed approach of descriptive analysis and partial least squares structural equation modelling (PLS-SEM) to measure the current maturity level of PCCS and evaluate the relationships between elements within PCSS to identify improvement areas. Further importance-performance matrix analysis (IPMA) of priority constructs was conducted to improve a target construct and identify the most important areas of specific actions at indicator levels. The results of IPMA revealed the contrast that has the greatest importance on the performance of others so that the recommendations can be made accordingly. Data collected in New Zealand were used to develop the research model.

This study develops structural and measurement models with the constructs including pre-control, in-control and post-control processes, enablers and their proposed interrelationships. Then, data from survey of 184 experienced project cost control team members reveal that post-control has the lowest maturity or weakest areas in the PCCS. Data analysis facilitated by PLS-SEM confirmed that all the constructs in the structural model have positive and significant relationships with each other and suggested that systematic cost analysis reports, communication, skills and experience, defining roles and responsibilities, and top management's support should be the highest priority for improving the PCCS in a more effective manner.

This study presents one of the earliest attempts to develop and test an integrated model that links sub-processes in PCCS and their enablers. Secondly, this research adds to the construction project management literature by empirically verifying the roles of enablers in enhancing maturity level of PCCS.

This paper aims to explore the problems of managing superprojects and identifies how a different approach to controlling them can reduce the incidence of cost and time overruns and benefit shortfalls.

Literature review accompanied by conceptual analysis.

Project cost and timing overruns and benefit shortfalls are very frequent in superprojects. These problems can be ascribed partly to the way in which they are planned is not taken into account in designing and implementing control systems, particularly the governance processes and the information they have available.

This paper has serious implications for those designing control processes, governance and information management for superprojects. It suggests that if a new approach is taken, fewer superprojects will suffer from cost overruns and benefit shortfalls because remedial actions will be taken earlier for projects, which are experiencing problems, while learning will be fed back to those planning new projects.

There will be saving of public money and reduced deferment of benefits that normally result from failed or delayed projects and reduced allocation of large incremental budgets dedicated to resolving problems.

The taxonomy of different types of superprojects is original, as is the idea of ambidextrous control, and the diagnosis of failure reasons lying in the nature of control and governance processes, and the lack of relevant information available during the control process.

This paper aims to examine the levers of control (LOC) framework in the context of managing projects. The authors explore the impact of diagnostic systems, interactive systems, beliefs systems and boundary systems on project performance and explore the association between control levers.

Using data gathered from 113 project managers representing 38 organizations, the authors used the partial least squares path modelling algorithm to analyse the data.

The analysis validates the LOC framework in the context of managing projects and reveals the interrelatedness of control systems and their impact on project performance.

The conclusions support the current emphasis on performance reporting and change control and highlight the need to consider the interdependencies between control levers.

This study re-conceptualizes project control by using the LOC framework in the context of managing projects as temporary organizations. This provides a model for investigating and understanding project management control systems that consider the interaction of control mechanisms. Furthermore, the associations between the four control systems and project performance are examined, rather than individual mechanisms in isolation.

The purpose of this paper is to present a detailed case study on the methods and organisational structure used for controlling the time schedule for a large and complex project. The paper discusses the use of “project controlling”, a term used to describe project control by a third-party organisation.

The researchers used action research to collect data for the case study. A member of the research team was a “participant-observer” on the project on a day-to-day basis for a period of 18 months collecting and analysing data which were subsequently analysed by a mixed methods approach.

The use of a “Project Controlling Unit” operated by an independent adviser organisation has significant advantages over traditional methods. It can provide timely, consolidated, independent guidance to the client and assistance to other participating organisations.

The research has confirmed the effectiveness of the method on the project under study.

The findings provide guidance for enhanced project control on large complex infrastructural projects that will be of interest to other researchers, other clients and other construction organisations both within China and internationally.

Organisations that seek to develop Project Controlling Units to implement the methods described in this paper will need to review their recruitment and training strategies to ensure that appropriate and experienced staffs are engaged.

The paper extends the knowledge relating to “project controlling” method. The findings provide additional insights to progress reporting and the management of construction production on HOPSCA and other large infrastructural projects.

Design process is a focal point in any construction process. It is within this process that the product to be built is defined, shaped and specified. To be able to control the design process, it is necessary to control the performance of its main sub‐processes in order to make sure that end‐project goals have a better chance of being achieved. This paper aims to propose a model for identifying process performance of the design stage through the performance of its key sub‐processes and linking them to the end‐project goals.

The research method used consisted of the following steps: identifying the key performance indicators (KPIs) to control the performance of the key design sub‐processes based on the literature review and a number of the interviews; and establishing the relationship between the design process performance represented by the identified KPIs and end‐project goals. This was done using experts during interviews.

The paper has resulted in a number of process‐based KPIs assessed to be critical for control of the design stage. Analysis of the interviews highlighted some similarities and differences in perceptions of clients and contractors on the priorities in controlling the design process. Analysis also showed that the identified KPIs have different degrees of influence on the end‐project goals.

The proposed model offers a systemic way of controlling the design process performance towards the desired goals using the identified KPIs. It also helps to understand the relationship between the design process performance and the end‐project goals.

This paper aims to identify and analyse the factors affecting the selection of effective cost control techniques in the UK construction industry and assess their importance. The study examines these key areas; the factors that have significant impacts on cost overruns, the most effective cost control techniques and the factors for selecting cost control techniques for a project.

The study relies on a mixed-method research approach; a qualitative exploration of the most effective cost control techniques and the factors affecting the selection of cost control techniques, followed by a questionnaire survey and follow-up interviews. Relative importance index (RII) is used for ranking the factors.

The budgeting technique is ranked first with-0.821RII, followed by cost forecasting-0.800RII and cashflow monitoring-00.733RII, as the most effective cost control techniques. On factors that influenced the choice of the techniques used, cost information/cost-related factors are ranked first with-0.611RII, followed by the size of the company-0.509RII and the effectiveness of the technique-0.572RII.

Although the scope of the study was limited to the UK construction industry, the results could be interpreted for critical learning in other developed/developing countries.

Identifying and ranking the factors affecting the selection of effective cost control techniques in the UK construction industry has been the focal point of this study. The study also proposes a simple but effective model which can be used for critical learning on mitigating cost overruns and the effective use of cost control techniques in the construction industry.

Despite the efforts of project managers and the widespread use of project management methodologies, most of the projects remain unfulfilling in terms of delivering targeted performance. This for most part can be attributed to the inability of an organization to implement control mechanisms and ineffective management of complexity risk. Keeping in view the aforementioned problem, the objective of this study is to investigate the association between control modes and project performance. Moreover, this study also examines the moderating role of complexity risk on the association among various control modes and project performance.

The data were collected from 171 construction projects through a postal questionnaire survey. Partial least squares structural equation modeling was utilized for testing the hypothesized relationships of the research model.

This study found significant positive relation between formal and informal control mechanisms and project performance. It is found that complexity risk significantly moderates the relationship between control modes and project performance. The results indicate that complexity risk positively moderates the relationship between outcome control and clan control with project performance. Furthermore, complexity risks negatively moderates the relationship between behavior control and project performance. However, the association between self-control and project performance is found insignificant in the presence of complexity risk.

This study is the first attempt to study the relationship of control mechanisms, complexity risk and project performance in the construction industry.