Journal Articles

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    ConcealedBeaminReinforcedConcreteStructures:APerformance-BasedAnalysis
    (NigerianJournalofScienceandEngineeringInfrastructure(NJSEI), 2024) Abubakar, Mahmud; Abdullahi, Hashim; Yabagi, Maikudi Sani
    The use of hidden beams in reinforced concrete construction is seen as an effective method of reducing excessive deflection in large spans. However, despite its presumed advantages and growing usage, no mention of it in standard civil engineering literature, codes and standards. In this paper, performance-based analysis is carried out on three different cases of slab arrangement involving hidden beams using SAP2000. The process is performed under dead and live load combination and based on the design guidelines in BS8110. The result of the performance-based analysis shows a 4%, 2% and 11% decrease in deflection, stress distribution and area of bending steel reinforcement required for the case with hidden beam in comparison with the case without the hidden beam.This indicates that the presence of a hidden beam in a slab is significant. Thus, it is recommended for reducing excessive deflection in large spans, hidden beams can be introduced.
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    Construction Programmes and Programming: A Critical Review
    (Emerald Reach Proceedings Series, 2019-05) Olubajo, Oluseun Olukemi; Hughes, Will; Schweber, Libby
    Purpose–The purpose of the study is to explore the dominant ideas in research on the management of time in construction. The focus of research has been to improve techniques for optimising the timing and sequence of activities. Design/Methodology/Approach– A critical review of research on construction time management, challenging the typical focus. We examine the assumptions different authors make, underline the limitations of the dominant research approaches and examine the prospects for developing a new approach to researching these issues. Findings– The dominant approach in literature focuses on unique activity traits in construction planning and measurable patterns between time-related variables. This assumes that time in construction can be managed by changing the way activities are calculated. These approaches have not been correlated with improvement in performance. Social practice theory may help to explain how programmes figure as one of many objects used during construction. Research Limitations/Implications– The focus is on reviewing indicative literature from key journals in construction management. The implication is that research is needed about how such documents are used in practice, which goes further than optimising plans in theory. Practical Implications– Future research could focus on understanding the context of construction planning practice and shift the debate from a focus on optimisation to practice. Originality/Value– An interpretivist approach with a focus on how tools such as planning documents are used on site. Social practice theory may provide a clearer explanation of the place of construction planning within the practice of construction management. This could provide solutions that deal effectively with stakeholder expectations around timely completion of construction projects.