UNINTENDED NEGATIVE EFFECTS OF CLIENT PROJECT COST CONTROLS: A SYSTEM DYNAMICS APPROACH

Authors

  • Alfred Mutizwa Chitongo University of Pretoria
  • Leon Pretorius University of Pretoria

DOI:

https://doi.org/10.7166/29-3-2054

Abstract

Project controls have been defined in the existing literature as managerial decisions and actions aimed at rectifying poor project performance. Understanding the potential unintended negative effects of such controls will be beneficial to project management practice and to the resulting project performance. Using the system dynamics approach, this article investigates some unintended negative effects of client project cost controls. Empirical data from a raw-water infrastructure project are used to calibrate the formulated system dynamics simulation model. Simulation results suggest that the client project cost controls (aimed at minimising project cost), unintentionally generate some counteractive effects (an increase in the project cost and the time schedule duration).

Author Biographies

Alfred Mutizwa Chitongo, University of Pretoria

PhD Student, Department of Engineering and Technology Management

Leon Pretorius, University of Pretoria

Professor, Department of Engineering and Technology Management

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Published

2018-11-09

How to Cite

Chitongo, A. M., & Pretorius, L. (2018). UNINTENDED NEGATIVE EFFECTS OF CLIENT PROJECT COST CONTROLS: A SYSTEM DYNAMICS APPROACH. The South African Journal of Industrial Engineering, 29(3), 121–131. https://doi.org/10.7166/29-3-2054

Issue

Vol. 29 No. 3 (2018)

Section

Special Edition

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