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This paper aims to provide an integrated BIM-based approach for quantity take-off for progress payments in the context of high-rise buildings in Vietnam. It tries to find answers for the following questions: (1) When to start the QTO processes to facilitate the contract progress payments? (2) What information is required to measure the quantity of works to estimate contract progress payment (3) What are the challenges to manage (i.e. create, store, update and exploit)? What are the required information for this BIM use? and (4) How to process the information to deliver BIM-based QTO to facilitate contract progress payment?

The paper applied a deductive approach and expert consensus through a Delphi procedure to adapt to current innovation around BIM-based QTO. Starting with a literature review, it then discusses current practices in BIM-based QTO in general and high-rise building projects in particular. Challenges were compiled from the previous studies for references for BIM-based QTO to facilitate contract progress payment for high-rise building projects in Vietnam. A framework was developed considering a standard information management process throughout the construction lifecycle, when the BIM use of this study is delivered. The framework was validated with Delphi technique.

Four major challenges for BIM-based QTO discovered: new types of information required for the BIM model, changes and updates as projects progress, low interoperability between BIM model and estimation software, potentiality of low productivity and accuracy in data entry. Required information for QTO to facilitate progress payments in high-rise building projects include Object Geometric/Appearance Information, Structural Components' Definition and Contextual Information. Trade-offs between “Speed – Level of Detail–Applicable Breadth” and “Quality – Productivity” are proposed to consider the information amount to input at a time when creating/updating BIM objects. Interoperability check needed for creating, authoring/updating processing the BIM model's objects.

This paper is not flawless. The first limitation lies in that the theoretical framework was established only based on desk research and small number of expert judgment. Further primary data collection would be needed to determine exactly how the framework underlies widespread practices. Secondly, this study only discussed the quantity take-off specifically for contract progress payment, but not for other purposes or broader BIM uses. Further research in this field would be of great help in developing a standard protocol for automatic quantity surveying system in Vietnam.

A new theoretical framework for BIM-based QTO validated with Delphi technique to facilitate progress payments for high-rise building projects, considering all information management stages and the phases of information development in the project lifecycle. The framework identified four types of information required for this QTO, detailed considerations for strategies (Library Objects Development, BIM Objects Information Declaration, BIM-based QTO) for better managing the information for this BIM use. Two trade-offs of “Speed – LOD–Applicable Breadth” and “Quality – Productivity” have been proposed for facilitating the strategies and also for enhancing the total efficiency and effectiveness of the QTO process.

The desire to improve efficiency has led both academics and practitioners to embrace various technologies to aid managers to discharge their functions. Recently, there has been a growing interest amongst construction researchers on the use of computer vision and image‐processing techniques to automatically capture work in progress. Reported findings are promising; however, those previous studies fall short of providing a reporting mechanism to aid decision making. The purpose of this paper is to develop a reporting model based on progress captured using computer vision.

The paper first presents trends in research relating to use of computer vision in the monitoring of work in progress. It then employs the unified modelling language to present the conceptual development of the model. The computerised reporting model is developed using the visual basic programming language.

The key elements of the model are computations of cost‐schedule variances, payments and cash flows. Results of a test on a hypothetical case show that the model accurately computes the metrics.

The reporting model serves to provide managers with a quick and easy means of interpreting work progress captured using computer vision. It reinforces the value of already existing work on the application of computer vision techniques to the measurement of work in progress on construction sites.

THE method of controlling work on the factory varies considerably. It can start from simply telling an operator the quantity required of a certain part, handing him the blueprint and telling him to get on with the job, to a complex breakdown where everything has been considered in advance, an exact line‐up prepared, and an adherence to a fixed production plan.

In the majority of public utilities, achieving optimum utilisation of existing capital assets for meeting future predicted demand is a major function at all levels of management. In this paper, a set of maintenance strategies and a computerised Supervisory Control and Data Acquisition (SCADA) system for achieving an integrated maintenance management is described. The objective of the integrated system is to enable maintenance projects to be better controlled and resources to be properly utilised. A case study is used to illustrate the proposed maintenance strategies which include the identification of real time and historical data required to measure, visualise and quantify the progress of maintenance activities. Existing and proposed systems and procedures are analysed and discussed with major recommendations included for the design and implementation of this integrated system.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

The purpose of this paper is to outline a proposal for a Dual Scheme model of statutory adjudication for the Australian building and construction industry.

The paper deals with the security of payment problem in the Australian construction industry and the legislative response to that problem in New South Wales and elsewhere more generally. The paper highlights deficiencies in current adjudication schemes in Australia and proposes a revised methodology of adjudication by means of the proposed Dual Scheme model. The Dual Scheme is explained in detail and examples are given showing how the Dual Scheme would work in practice.

The Dual Scheme of adjudication allows for adjudication of “progress claims” (just as they are adjudicated now under the “Defined Scheme”), but also provides for separately adjudicated “money claims” in a similar way to that done under the “Non‐specific Scheme”. Both parties to a construction contract can take advantage of adjudication under a Non‐specific Scheme whilst simultaneously maintaining the relative time and cost benefits of the Defined Scheme in dealing with progress payment claims. Implementation of the proposed Dual Scheme would require new legislation.

The Dual Scheme is not a proposal to merely amalgamate two existing models of adjudication in Australia. Rather, it is a Dual Scheme incorporating the philosophy of two disparate systems of adjudication framed in a companionable form. It is hoped that the Dual Scheme may act as a common starting point for eventual agreement between the various interested groups as to what a national scheme of statutory adjudication in Australia will resemble in the future. The Dual Scheme proposal may be of interest in other jurisdictions where statutory adjudication for the construction industry has been introduced or is being contemplated.

The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence career self‐management and subsequent subjective and objective career success.

Research on career self‐management can benefit by incorporating an intrinsic motivation perspective. The paper proposes a model that depicts how four components of intrinsic motivation – meaningfulness, competence, choice, and progress – can contribute to career self‐management.

Because the manuscript is conceptual and theoretical in nature, there are no empirical findings to discuss. The paper does, however, advance six testable research propositions linking components of intrinsic motivation to career self‐management and career success.

The model is most applicable for individuals who have some level of control over their own career choices and mobility. Also, we focus on intrinsic, rather than extrinsic, motivation, and we consider psychological and sense‐making aspects of motivation rather than structural and task‐based aspects. Propositions are advanced to be tested in future research; future research can use the model as a platform from which to study the connection between intrinsic motivation and career self‐management.

The paper describes how the model can be applied to help individuals navigate the realities and challenges of their careers.

Prior research has not specified the exact mechanisms through which intrinsic motivation may guide career self‐management. This paper provides an integrated process model addressing this need with relevance to researchers, career management professionals, and individuals.

IT took Sir Montague Finniston and his team two years and over £400,000 to come up with a solution to the shortage of and poor status of engineers. This does them no credit at all; and underlines if indeed it were necessary to do so, the objections raised in many quarters of the suggestion that yet another quango should provide that answer.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.