建设项目管理经验教训外文翻译文献编辑.docx

1、建设项目管理经验教训外文翻译文献编辑文献信息文献标题：A lessons-learned system for construction project management: a preliminary application（建设项目管理经验教训系统的初步应用）文献作者：Ferrada X, Nez D, Neyem A, et al文献出处：Procedia-Social and Behavioral Sciences,2016,226: 302-309.字数统计：英文3451单词，18975字符；中文6100汉字外文文献A lessons-learned system for cons

2、truction project management: a preliminary applicationAbstract Construction companies are project-based organizations, since much of their knowledge is generated on site, from projects they carry out. In fact, projects are an important source of expert know-how and organizational knowledge, but less

3、ons-learned from them are not systematically incorporated into subsequent projects, evidencing a lack of knowledge management and learning culture in local construction companies. This article describes a research effort that addressed this situation and developed a lessons-learned system to help co

4、nstruction companies to overcome these limitations. A multiple case-study methodology was applied to understand the knowledge and learning realities and needs of three Chilean construction companies. Based on these results, a mobile cloud-shared workspace to support knowledge management was develope

5、d. Results show that major concerns of users are associated with how the system acknowledges the particularities of construction projects and how it will be incorporated into daily activities. Main conclusions indicate that (1) companies acknowledge the need to develop a culture of innovation within

6、 the organization, (2) users consider the system as a tool that could really contribute to improve the construction project management process, and (3) the system needs improvements regarding database search and the Internet support before being fully implemented in the company as a project manageme

7、nt tool.Keywords: construction industry; group decision support; mobile shared workspaces; cloud workspaces; loosely-coupled mobile work; design guidelines1.IntroductionThe construction industry is a knowledge-based industry: It relies heavily on knowledge input by the different participants in a pr

8、oject team (Forcada, Fuertes, Gangolells, Casals, & MacArulla, 2013). In fact, as construction is a project-based industry, most of its knowledge is generated in projects (Tan, Carrillo, & Anumba, 2011). Then, capturing, sharing, and utilizing the combined knowledge of the current workforce is essen

9、tial to avoid losing vital corporate knowledge assets (Caldas, Gibson, Weerasooriya, & Yohe, 2009). This means construction companies need to capitalize what it is learned in each project to continuously improve organizational performance (Almeida & Soares, 2014). But, despite the efforts made, prog

10、ress in improving the learning from projects appears to be slight (Hartmann & Dore, 2014), as organizations consistently repeat mistakes, fail to learn from projects and fail to transfer lessons from one project to another (Swan, Scarbrough, & Newell, 2010).In this regard, construction companies nee

11、d to develop techniques and use tools in their projects that facilitate the capture and sharing of lessons learned throughout the projects lifecycle (Paranagamage, Carrillo, Ruikar, & Fuller, 2012). In fact, every construction organization should have a proper lessons learned database, because using

12、 it, project team individuals can acquire and assimilate more knowledge through organizations and, further, organizations should also not rely heavily on individuals (Senaratne & Malewana, 2011). Also, many organizations in the construction industry have recognized the importance of a lesson learned

13、 program as a vital asset for knowledge management (Caldas et al., 2009). Based on this need, we envision that shared workspaces emerge as a possible solution to knowledge management within construction companies. This paper proposes a Mobile Cloud Shared Workspace (MCSW) which allows recording, rep

14、resenting and distributing organizational knowledge during the construction project management process. The platform intends to improve the decision-making and coordination processes among project managers, project supervisors, quality chief, operations manager and other construction professionals.

15、This article presents the results of an evaluation of a prototype of the mobile cloud shared workspace. The next sections include a literature review on the main topics related to the study, the research methodology, and the prototype system and their evaluation by users, followed by the main conclu

16、sions of the study.2.Lessons-learnedLessons learned (LL) are elements of both organizational learning and knowledge management (Carrillo, 2005). A lesson learned is defined as knowledge gained from experience, successful or otherwise, for the purpose of improving future performance (Construction Ind

17、ustry Institute, 2007). In this regard, having LL programs have become critical for construction companies, given the globalization of project execution, and the fact that a considerable number of employees are approaching retirement (Caldas et al., 2009). In this regard, what has motivated construc

18、tion companies to conduct LLs is (Paranagamage et al., 2012): (1) to learn from similar past projects to avoid repeating mistakes, (2) to ensure that past successes are replicated in future projects, (3) to gain competitive edge over companies, (4) to avoid corporate “brain drain”, and (5) to encour

19、age innovation. About lessons recorded by construction professionals, there are three important phenomena to considered (Fong & Yip, 2006): (1) professionals sometimes record good/bad practices during the running of projects and upon their completion; (2) the frequency of recording bad practices or

20、failures is much lower than that of recording good ones; and (3) most of the recorded good/bad practices are for individual use, but not for the team or organizational use. The leading reasons for this behavior are lack of employees time, lack of management support, and lack of incentives, resources

21、 or guidelines (Williams, 2008).Most Construction Industry Institute organizations that already have a LL program use a searchable, web based database with some degree of security (Construction Industry Institute, 2007). A problem with lessons-learned databases is that they are not widely used becau

22、se the documents that existed tended to focus very much on what had been achieved by a project team (product knowledge) rather than how this had been achieved and/or why it either worked or did not work (process knowledge) (Newell, Bresnen, Edelman, Scarbrough, & Swan, 2006). The same authors indica

23、ted that what might be more useful is knowledge about the process since this has potentially much wider relevance across different projects (Newell et al., 2006). Even though construction companies have taking positive steps regarding lessons learned capture, the benefits of learning are not realize

24、d (Paranagamage et al., 2012).It has been proposed that more needs to be done to not only ensure that the lessons are accessible to those who need them; but also to ensure that their validity and integrity are continually monitored (Paranagamage et al., 2012).3.ICT in construction companiesConstruct

25、ion industry has been slow in adopting ICT (Information and Communication Technologies) and often technology that is available and easily accessible is not been utilized to the full extent (Ahuja, Yang, & Shankar, 2009). This happens because most construction firms are small-to-medium enterprises (S

26、ME) and, therefore, lack the budget for IT (Information Technologies) investments (Cheng & Kumar, 2012).In contrast, currently, more construction workers use their own mobile devices while working on the job (Sage, 2012). An ICT survey indicated that 81% of construction workers use smartphone device

27、s at the job site, 69% use laptop computers, and 26% use tablet PCs (Alliance Solutions Group, 2013). The use of mobile computing devices, such as personal digital assistants (PDAs), smartphones, and other mobile-enabled technologies, enables construction managers to input, store, process, and acces

28、s project information at any location and to communicate that information to any location (Son, Park, Kim, & Chou, 2012). In fact, mobile technologies components allows for a flexible management of working process, adapted to each person (Suman, Ursic, Psunder, & Veselinovic, 2009). Also, these tech

29、nologies could provide the link to workers at their point of activity so that lessons learnt as the project progress are capture immediately, then the real-time knowledge can also be incorporated in future phases of the current project (Bowden, Dorr, Thorpe, & Anumba, 2006). Several authors have pro

30、posed different mobile systems to be used in specific tasks of construction management, but most of these studies emphasize on the access to project information for very specific tasks or construction areas, such as safety or construction management on site.Besides mobile devices, other trending inf

31、ormation technology in construction industry is Cloud Computing (CC). Cloud computing enables businesses, particularly SMEs, to access resources from a resource pool on-demand; allowing greater flexibility and lower costs related to managing computer resources (Lin & Chen, 2012). Its services are di

32、vided into three classes (Sultan, 2014): Software as a Service (SaaS) for business-related computer programs, Infrastructure as a Service (IaaS) for almost unlimited fast processing capabilities and large storage facilities, and Platform as a service (PaaS) for tool development and hosting options f

33、or clients who prefer to create and manage their own applications. The tradeoff between these three comes down to customizability and control versus speed of deployment and ease of maintenance, being SaaS the most easily to maintain and deploy from the end users perspective.CC is also beneficial in enhancing information safety and security bec