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Andrew Chang
Department of Civil Engineering, National Cheng Kung University, Tainan 701, Taiwan

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Journal article
Published: 19 July 2021 in Sustainability
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A company undertakes environmental initiatives to reduce environmental impact from their activities; however, the impact reduction effect of these initiatives is not clear. This study investigated the environmental initiatives and impact indicators disclosed in forty corporate social responsibility (CSR) reports of construction companies and determined the relationships between the initiatives and indicators. The results demonstrated that the likelihood of an initiative reducing environmental impacts was approximately 25% on average, meaning that one in four companies was able to successfully implement initiatives. The energy consumption reduction from initiatives had the highest probability, at 40%, and water consumption reduction had only 9.4%. This study contributes to making explicit relationships between initiatives and impact reductions possible. A company can verify the effectiveness of initiatives by examining the values of their corresponding indicators before implementing environmental initiatives.

ACS Style

Andrew Chang; Claudia Canelas; Yi-Ling Chen. Relationships between Environmental Initiatives and Impact Reductions for Construction Companies. Sustainability 2021, 13, 8061 .

AMA Style

Andrew Chang, Claudia Canelas, Yi-Ling Chen. Relationships between Environmental Initiatives and Impact Reductions for Construction Companies. Sustainability. 2021; 13 (14):8061.

Chicago/Turabian Style

Andrew Chang; Claudia Canelas; Yi-Ling Chen. 2021. "Relationships between Environmental Initiatives and Impact Reductions for Construction Companies." Sustainability 13, no. 14: 8061.

Research article
Published: 05 March 2021 in Corporate Social Responsibility and Environmental Management
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Consulting firms and contractors can mitigate the environmental effects of construction; however, they may disagree in their interpretations of how to address various environmental topics and the linkage between key topics and related indicators disclosed in corporate social responsibility (CSR) reports. This study investigated the linkage between key topics and performance indicators disclosed by the two types of companies in eight CSR reports. The present study identified and analyzed environmental material topics, indicator disclosures, and their relationships. The key topics (such as those concerning materials and energy) identified by consulting firms were not necessarily those regarded as important by the contractors. A strong correlation existed between the indicator disclosures of the companies. Emissions indicators were most frequently disclosed. The contribution of this study is proposing the importance of aligning topics and indicators. Companies that review this study can align their practices with its findings to improve CSR reporting quality.

ACS Style

Andrew S. Chang; Larissa S. Paramosa; Calista Y. Tsai. Linking key topics to environmental indicators in corporate social responsibility reports of construction companies. Corporate Social Responsibility and Environmental Management 2021, 1 .

AMA Style

Andrew S. Chang, Larissa S. Paramosa, Calista Y. Tsai. Linking key topics to environmental indicators in corporate social responsibility reports of construction companies. Corporate Social Responsibility and Environmental Management. 2021; ():1.

Chicago/Turabian Style

Andrew S. Chang; Larissa S. Paramosa; Calista Y. Tsai. 2021. "Linking key topics to environmental indicators in corporate social responsibility reports of construction companies." Corporate Social Responsibility and Environmental Management , no. : 1.

Journal article
Published: 25 August 2018 in Journal of Cleaner Production
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Over the last decade, various rating systems and indicators have been proposed for evaluating or certifying roadway sustainability. However, there is no systematic method for the roadway projects to adopt the indicators of the rating systems to enhance sustainability for certification. This study developed a strategy for adopting indicators in a roadway rating system for sustainability certification. First, the framework and rules for prioritizing the indicators were established from literature review. Then, carbon emissions, costs, and the difficulties of employing the indicators were analyzed in a roadway case study. Finally, the priorities for adopting the indicators were determined. The results revealed that the indicators with higher score–unit ratios should have higher priorities in the project. By using the developed framework, the simultaneous analysis of multiple dimensions enables appropriate investigation into roadway sustainability problems. The score–unit ratio is a simple but effective metric to evaluate whether a project has incorporated appropriate indicators to enhance sustainability.

ACS Style

Andrew S. Chang; Hsiao J. Chang; Calista Y. Tsai; Shih H. Yang; Steve T. Muench. Strategy of indicator incorporation for roadway sustainability certification. Journal of Cleaner Production 2018, 203, 836 -847.

AMA Style

Andrew S. Chang, Hsiao J. Chang, Calista Y. Tsai, Shih H. Yang, Steve T. Muench. Strategy of indicator incorporation for roadway sustainability certification. Journal of Cleaner Production. 2018; 203 ():836-847.

Chicago/Turabian Style

Andrew S. Chang; Hsiao J. Chang; Calista Y. Tsai; Shih H. Yang; Steve T. Muench. 2018. "Strategy of indicator incorporation for roadway sustainability certification." Journal of Cleaner Production 203, no. : 836-847.

Journal article
Published: 01 June 2017 in International Journal of Trade, Economics and Finance
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ACS Style

A. S. Chang; National Cheng Kung University; Z. Y. Li; Y. L. Chen. Environmental Performance Disclosure in the CSR Reports of Construction Companies. International Journal of Trade, Economics and Finance 2017, 8, 158 -164.

AMA Style

A. S. Chang, National Cheng Kung University, Z. Y. Li, Y. L. Chen. Environmental Performance Disclosure in the CSR Reports of Construction Companies. International Journal of Trade, Economics and Finance. 2017; 8 (3):158-164.

Chicago/Turabian Style

A. S. Chang; National Cheng Kung University; Z. Y. Li; Y. L. Chen. 2017. "Environmental Performance Disclosure in the CSR Reports of Construction Companies." International Journal of Trade, Economics and Finance 8, no. 3: 158-164.

Proceedings article
Published: 28 July 2011 in Pipelines 2011
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The public has to be involved in the decision making process of infrastructure projects. But the public involvement methods are more superficially used and the development decisions are often not satisfactory to the public. Therefore, a more rigorous method is needed to integrate the public or stakeholders' opinions. This paper proposes a rigor matrix to assess the quality of the decision making process and enhance the public involvement effectiveness for infrastructure projects. Focused interviews were conducted with practitioners to scrutinize the matrix's components to ensure its applicability. Rigor indices were calculated to quantify the quality of integration decisions. Finally, the rigor matrix was tested on a protested sewerage system project to explain its usefulness by comparing the actual and simulated scores. The results show that the rigor matrix and rigor indices can systematically explain and measure integration quality. This tool makes the decision making process more transparent and enhances the trust between the government and the public.

ACS Style

Andrew S. Chang; Kuan-Pei Lee. Rigor Matrix to Enhance Public Involvement Effectiveness for Infrastructure Projects. Pipelines 2011 2011, 268 -276.

AMA Style

Andrew S. Chang, Kuan-Pei Lee. Rigor Matrix to Enhance Public Involvement Effectiveness for Infrastructure Projects. Pipelines 2011. 2011; ():268-276.

Chicago/Turabian Style

Andrew S. Chang; Kuan-Pei Lee. 2011. "Rigor Matrix to Enhance Public Involvement Effectiveness for Infrastructure Projects." Pipelines 2011 , no. : 268-276.

Original articles
Published: 01 April 2011 in Journal of Engineering Design
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Design change increases cost and time of production and redesign substantially. This research proposes a framework to investigate the reasons and their respective production change and redesign costs for design changes during production. It analyses 339 change items and interviews designers, owners and contractors of seven construction projects. Research findings show that design changes result from three categories of reasons: under owner's, designer's, and beyond control. The proportions of change reasons, construction change costs and redesign costs are different for the studied projects. The redesign costs are from 2.1% to 21.5% and on average 8.5% of the construction change cost, equivalent to the fee of a new design project. The identified reasons with quantitative cost behaviours can help clarify design change problems. Insight about design change can also be gained through the convergence of different perceptions of change reason proportions from project participants. The analysis process and results in this research can be referenced by other companies to obtain their own patterns of reasons, production change, and redesign costs from design changes to diagnose design performance.

ACS Style

A. S.-T. Chang; J. S. Shih; Y. S. Choo. Reasons and costs for design change during production. Journal of Engineering Design 2011, 22, 275 -289.

AMA Style

A. S.-T. Chang, J. S. Shih, Y. S. Choo. Reasons and costs for design change during production. Journal of Engineering Design. 2011; 22 (4):275-289.

Chicago/Turabian Style

A. S.-T. Chang; J. S. Shih; Y. S. Choo. 2011. "Reasons and costs for design change during production." Journal of Engineering Design 22, no. 4: 275-289.

Journal article
Published: 01 April 2011 in Journal of Management in Engineering
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Effective coordination has been regarded in both theory and practice as a critical factor of success in construction projects. Previous coordination studies have focused on the time spent on coordination, its frequency, and its relationship with performance. However, coordination goals have received less attention, and their relationships with coordination methods and performance are not known. This paper studies coordination methods and goals for construction projects to identify what coordination goals are adopted and to what extent goals are achieved. In the research process, eight coordination methods and six goals were derived. A questionnaire was designed accordingly and sent to seven contractors for survey. Follow-up interviews were conducted with three or four managers and engineers from each contractor. The analysis results indicate that most coordination methods have multiple goals; written coordination methods such as plans, schedules, reports, and contract documents tend to have appropriate goals; and projects performed well by using coordination methods effectively to achieve the coordination goals.

ACS Style

Fang-Ying Shen; Andrew S. Chang. Exploring Coordination Goals of Construction Projects. Journal of Management in Engineering 2011, 27, 90 -96.

AMA Style

Fang-Ying Shen, Andrew S. Chang. Exploring Coordination Goals of Construction Projects. Journal of Management in Engineering. 2011; 27 (2):90-96.

Chicago/Turabian Style

Fang-Ying Shen; Andrew S. Chang. 2011. "Exploring Coordination Goals of Construction Projects." Journal of Management in Engineering 27, no. 2: 90-96.

Conference paper
Published: 26 May 2009 in Proceedings of the Tenth International Conference on Civil, Structural and Environmental Engineering Computing
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ACS Style

A.S. Chang; K.P. Lee. Information Needs and Direction for Construction ERP Development. Proceedings of the Tenth International Conference on Civil, Structural and Environmental Engineering Computing 2009, 1 .

AMA Style

A.S. Chang, K.P. Lee. Information Needs and Direction for Construction ERP Development. Proceedings of the Tenth International Conference on Civil, Structural and Environmental Engineering Computing. 2009; ():1.

Chicago/Turabian Style

A.S. Chang; K.P. Lee. 2009. "Information Needs and Direction for Construction ERP Development." Proceedings of the Tenth International Conference on Civil, Structural and Environmental Engineering Computing , no. : 1.

Original articles
Published: 01 February 2006 in Construction Management and Economics
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Engineering work is intangible and difficult to measure and manage. Engineering project tasks entail various degrees of uncertainty and equivocality (U&E). Quantifying U&E of project tasks helps understand and manage engineering work. This study developed an assessing questionnaire from five sources of U&E and tested it on a large subway design project. Questions were answered by nine discipline managers of 58 tasks and the quantified U&E scores reflect reality. It was found that uncertainty is higher than equivocality for most tasks. The U&E reduction test shows that task U&E decrease over one year and different reduction patterns exist. Task‐possessed information contributes the largest decrease. This means information from planning, past projects or experiences is very important to performing new projects. The developed questionnaire can be a useful tool to help managers better understand and plan project tasks.

ACS Style

Andrew S. Chang; Chih‐Chiang Tien. Quantifying uncertainty and equivocality in engineering projects. Construction Management and Economics 2006, 24, 171 -184.

AMA Style

Andrew S. Chang, Chih‐Chiang Tien. Quantifying uncertainty and equivocality in engineering projects. Construction Management and Economics. 2006; 24 (2):171-184.

Chicago/Turabian Style

Andrew S. Chang; Chih‐Chiang Tien. 2006. "Quantifying uncertainty and equivocality in engineering projects." Construction Management and Economics 24, no. 2: 171-184.

Journal article
Published: 01 January 2006 in Journal of Management in Engineering
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Many engineering design companies collect data such as person hours to manage projects. But the relationships between operational variables and performance are usually not thoroughly analyzed and interpreted. This paper proposes a system model and procedure to relate influence variables to project productivity. The model was tested by analyzing 190 projects of an engineering consulting company. The relationships between design productivity and various input and process variables were identified and interpreted. For example, project size has a negative relationship with productivity, while the effect of quality assurance/quality control on productivity is not clear. Based on documented data and derived information, this model can help companies gain operational insight and thus improve productivity and profitability.

ACS Style

Andrew S. Chang; William Ibbs. System Model for Analyzing Design Productivity. Journal of Management in Engineering 2006, 22, 27 -34.

AMA Style

Andrew S. Chang, William Ibbs. System Model for Analyzing Design Productivity. Journal of Management in Engineering. 2006; 22 (1):27-34.

Chicago/Turabian Style

Andrew S. Chang; William Ibbs. 2006. "System Model for Analyzing Design Productivity." Journal of Management in Engineering 22, no. 1: 27-34.

Journal article
Published: 01 April 2001 in Journal of Management in Engineering
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Cost/schedule performance indices (C/SPIs) can indicate project performance, but they need to be operationally defined to be more adopted in practice. This paper defines C/SPIs and their values for design projects. From observing design operations, the C/SPIs were defined at project and milestone levels, and their characteristics were identified. The value ranges, representing different degrees of performance, were determined from related research and tested by real data. The results show that the values and scores derived from the defined ranges effectively differentiate performance, which means the C/SPIs and ranges are well defined. The two-level C/SPIs and value ranges can enhance the application of the earned value concept and evaluate design project performance more systematically and accurately.

ACS Style

Andrew Shing-Tao Chang. Defining Cost/Schedule Performance Indices and Their Ranges for Design Projects. Journal of Management in Engineering 2001, 17, 122 -130.

AMA Style

Andrew Shing-Tao Chang. Defining Cost/Schedule Performance Indices and Their Ranges for Design Projects. Journal of Management in Engineering. 2001; 17 (2):122-130.

Chicago/Turabian Style

Andrew Shing-Tao Chang. 2001. "Defining Cost/Schedule Performance Indices and Their Ranges for Design Projects." Journal of Management in Engineering 17, no. 2: 122-130.