A Method For Cleavage Fracture Testing Of Hardwood Laminated Veneer Lumber

Blackbutt (Eucalyptus Pilularis) is a common plantation hardwood in New South Wales which is highly regarded for its strength and durability but is difficult to laminate. A method was developed to test Blackbutt Laminated Veneer Lumber (LVL) glue-lines for mode I fracture toughness - comparisons were made to similar work in the USA and Australia. The cleavage test method is demonstrated to be more suitable for assessing LVL bond quality than the currently-used Australian Standard chisel test. The test shows that Blackbutt veneer is capable of being glued for application as a durable structural material

Organizational effectiveness model for quality management systems in the Australian construction industry

This papers presents a study of the experiences and perceptions of Australian construction firms in using quality management systems, particularly those based on ISO 9000. A considerable variation has been observed in relation to specific quality related outcomes. In order to achieve consistent outcomes, a best practice implementation model for management of quality in construction needs to be developed by identifying the causality of each outcome. However, the development of such a model requires the use of validated constructs specific to the discipline, something that has not been found in the existing literature. A set of constructs is proposed for this purpose. © 2005 Taylor & Francis.link_to_subscribed_fulltex

Evaluating outcomes from ISO 9000-certified quality systems of Hong Kong constructors

ISO 9000-certified quality systems have increased rapidly in many industries and countries, including Hong Kong. A study was recently launched to identify the motivators, perceived advantages/benefits and disadvantages/drawbacks of implementing ISO 9000-certified quality systems in Hong Kong construction organizations. The experiences of 33 construction contractors indicate that although net benefits are perceived, the main motivator behind the implementation of ISO 9000-certified quality systems is to meet customer prerequisites, such as to qualify for public works tender lists. The principal perceived benefits of ISO 9000-certified quality systems for constructors include more systematic record keeping, improved internal communication and enhanced competitiveness of the company. On the other hand, the principal drawbacks are perceived to be more paperwork, increased time spent in management and higher overall project cost A high degree of agreement was observed between medium and large constructors on the ranking of the relative strengths of such outcomes. Common strategies may thus be formulated to enhance the net benefits from a constructor's viewpoint.link_to_subscribed_fulltex

Constructing the Olympic dream: A future perfect strategy of project management

In this paper we investigate a uniquely complex organizational context - that of the fast-tracked large-scale project management of a significant piece of Sydney 2000 Olympic infrastructure, which we researched in terms of its management through the "future perfect." In a grounded analysis we resolved to track how the future perfect developed in the life of one large, complex project whose uniqueness meant that it was unable to be strategically planned in advance. We tracked the use of what we term "future perfect strategy" through analysis of data collected both in leadership meetings of the directing agency, "PALT" - Project Alliance Leadership Team - as well as in individual interviews that we conducted in and around the project, and through analysis of media coverage. Overall, the project was a success, but some problems arose along the way to completion. Largely, these were focused on issues of social rather than technical construction-something even the most strategic of plans cannot account for. As well as identifying some of the specific mechanisms for encouraging future perfect strategy that were used in the project, including encouraging "strange conversations," "playing end games," "workshopping," and "projecting feelings, concerns and issues," we also suggest some ways that the social construction issues might be handled in the future

Governmentality matters: designing an alliance culture of inter-organizational collaboration for managing projects

The concept of governmentality was developed by Michel Foucault to address the specificity of contemporary neo-liberal forms of governance — premised on the active consent and subjugation of subjects, rather than their oppression, domination or external control. These neo-liberal forms of governance are evident in new forms of alliance contracting in the construction industry. We review the major innovations in organization form in the sector, before considering the specific management practices of surveillance and control that are typically associated with governance in these projects. Project management has been a historically evolving field. This paper reports on an example of governmentality applied to the practice of project management. While governmentality refers to the design of project governance as an activity, the management of projects as a mode of organization, irrespective of the mode of governance, is highly complex and uncertain. These themes have already been widely addressed in organization theory. Here, we draw on recent treatments of them that combine transaction costs and resource dependence perspectives. Moreover, we argue that projects also display an acute sense of temporality, as Schutzian-influenced approaches have explored. In the context of governmentality, complexity, uncertainty and temporality are addressed in a specific and highly innovative project management. The research methods used in the ethnography are spelt out, as well as the methods used in constructing the interpretation of the case. Economies in authoritative surveillance have been sought through building collaborative commitment and transparency into the moral fibre of a project. The governmental tools used to do this are a strong project culture, monetized key performance indicators, and a stake-holder conception of the project to bind different organizational stakeholders together. The case does not record an unqualifiedly successful project: the governmentality that was constructed had limits, as the case spells out. The failure indicates some issues that the stakeholder theory of the firm will need to address. We conclude that governmentality projects premised on stakeholder conceptions are particularly susceptible to discrepancies between ambition and outcome. In such a context, the constant injunction to improve may itself be an integral part of the governmental method. Hence, governmentality is particularly appropriate for understanding quality management issues