Some data suggest that the approach to planning in construction seeks to impose a managed future on construction work by providing plans which are strictly time scheduled and produced by initially identifying those activities which are critical to the plan and allowing other activities to “fit in” to this critical path. This is referred to in the paper as “hard” planning. The paper seeks to demonstrate that the reality for some managers and planners is that the planning process is “soft” and that in producing plans they seek initially to take account of the vast uncertainties of construction by removing criticality from all activities. The paper is based on data obtained from longitudinal case study research of four live, medium size, projects in the North East of England. The data analysis uses the Grounded Theory approach.
|Title of host publication||Proceedings 11th Annual ARCOM Conference|
|Place of Publication||Loughborough|
|Publisher||Annual Association of Researchers in Construction Management|
|Publication status||Published - 1995|