It is widely accepted that contractor involvement in the front end can influence the outcome of the project in a positive way. However, in the traditional project delivery method of construction projects, the design and construction process are separated and sequentially. As a consequence of this, it is difficult to integrate construction knowledge in the front-end of projects. The evolving project methods are designed to remove such typical challenges by involving contractors early in the process. The purpose of this paper is to explore the success factors for early contractor involvement (ECI) in public infrastructure projects. In addition, the paper aims to propose suitable approaches to implement ECI for public owners in future projects without violating the EU public procurement directives. In addition to a literature study, multiple case studies on eleven projects selected from the Norwegian public bridge projects were carried out. The majorly identified ECI success factors are timing of ECI application, proper compensation, trust, contractors’ qualification, owners’ competence, and risk distribution. The paper concludes that public owners can implement ECI by using various approaches without violating the EU public procurement directive. Furthermore, based on the identified success factors, effective practical strategies for the successful implementation of ECI may be generated

Construction is one of the largest sectors that drive the global economy, yet it has failed to receive the necessary attention from the policymakers and investors. The existing construction statistics report the declining state of labour productivity. However, existing statistics often fail to reflect the true scope and economic impact of construction. They mainly account for on-site construction activities, but overlook the manufacturing of construction products and services in construction labour productivity statistics. The aim of this research is to investigate macro-economic labour productivity and identify the methodological problems inhibiting the effective measurement of construction labour productivity. The paper opted for academic literature review and a case study strategy for data collection. The findings reveal that many productive construction activities related to construction products and services are excluded from the construction labour productivity statistics. The results suggest that Norwegian construction labour productivity is not declining and is actually a productive industry in terms of value added per working hour. Although special reference has been made to the Norwegian construction industry, the same approach holds validity at the international arena of construction statistics. The study offers insights and lessons to construction industries of other countries facing similar productivity related issues.

Cost estimation is an important part of project planning. Over the years different approaches have developed, taking uncertainty into account in the cost estimation processes in order to tackle the dynamic nature of projects. However, when implementing these approaches, some challenges have been revealed. The aim in a cost estimation process is to establish a realistic overview of the total project costs and its uncertainties. Even though tools and methods for taking uncertainty into account are implemented, projects with cost overruns are often seen. In this paper we look into some challenges with the practice in cost estimation processes and identify possible improvements to overcome them. The purpose of this paper is to illustrate better solutions to some of the major weaknesses identified in current cost estimation practice. We use a case study of decommissioning of Barsebäck Nuclear Power Plant to illustrate how to overcome these challenges. First of all, this is an interesting case with challenges related to the project and the cost estimation process, given the complexity in the situation and that very few have experiences related to decommission of nuclear power plants. Second, we applied an approach that is not yet commonly used to develop cost estimates for this kind of projects. The paper concludes that it is possible to improve the results of uncertainty analysis of cost estimates. A well prepared process, with a suitable group of experts that go through a well-structured process, focusing both on risks and opportunities and using a top-down approach can compensate for some of the challenges related to cost estimation under uncertainty.

Every capital-intensive constructions project goes through various challenges throughout their project life cycle. However, one crucial challenge is to understand and trace cost development over-time at planning phase. The research aim is threefold: firstly, to identify the critical factors of cost development in the planning phase. Secondly, to investigate empirically a dyadic relationship of cost deviation over time and quantitatively chart their developments. Thirdly, to analyze the construction cost data, discuss their cost developments and identify critical projects based on their actual financial impacts. The research considers 110 projects and analyze them using qualitative and quantitative research methods. The results showed higher cost escalation in the planning phase. The research identified critical factors for cost escalations at the planning phase. The average cost escalation of 110 projects (<5%) seems good, but some projects showed large cost deviations with lower financial impacts and vice versa

Purpose: The purpose of this paper is to discuss measurement of project success in an ownership perspective.Design/methodology/approach: The research is based on a case study of owner structures in 11 projects. For each case, an analysis was made of which stakeholder that held six different roles related to project ownership. Multiple sources of information are used, including archives, interviews and observations.Findings: Results from the study indicate that owner responsibilities are not always concentrated to one individual stakeholder in a project. While a traditional owner can be identified for some projects, it is a more complex picture for many other projects.Research implications/limitations: This paper has primarily analysed project ownership on a macro level, between organisations. Challenges related to identifying owners can to a certain extent also be found on a micro level, within the most involved organisations, but this has not been the aim of the research.Practical implications: Measurement of project success in a project owner perspective needs to be adjusted to fit the projects in question. While the question “Who owns a project” is easy to answer in some cases, it requires a more differentiated answer in other cases.Originality/value: Most literature on project ownership focuses on one owner who has all the characteristics of the owner. It is based on one stakeholder who takes the risk related to the cost and future value of the project. The study shows that owner responsibilities are not necessarily concentrated to one individual stakeholder in a project.