Abstract for: Impacts of Project Controls on Tipping Point Dynamics in Construction Projects
Large, complex construction projects subject to unique types of risks. One such unique risk is the combination of rework and increased project scope that can push a project from a behaviour mode of progress toward completion, past a tipping point, and into a behaviour mode of falling farther and farther behind. Previous research has demonstrated the potential of rework-induced tipping point dynamics to cause poor cost and schedule performance on large, complex construction projects and the effectiveness of project design strategies in mitigating tipping point risk. Previous research has also examined three project labor control policies (overtime, workforce, and work intensity) and their impact on project performance. However, the impacts of project labor controls on tipping point dynamics have not been fully investigated. The current work uses a simulation model of a construction project to investigate the ability of project labor control actions to respond to tipping point dynamics. The model demonstrates that some well intended and reasonable project labor control actions, such as the extended use of overtime, can push a project over the tipping point to failure.