Please use this identifier to cite or link to this item:
https://archive.cm.mahidol.ac.th/handle/123456789/3523
Full metadata record
DC Field | Value | Language |
---|---|---|
eperson.contributor.advisor | Winai Wongsurawat | - |
dc.contributor.author | Jirapa Parpongpun | - |
dc.date.accessioned | 2021-03-23T10:48:33Z | - |
dc.date.available | 2021-03-23T10:48:33Z | - |
dc.date.issued | 2020-09-22 | - |
dc.identifier | TP GM.019 2019 | - |
dc.identifier.citation | 2019 | - |
dc.identifier.uri | https://archive.cm.mahidol.ac.th/handle/123456789/3523 | - |
dc.description.abstract | The Purpose of this paper is to find out what are the key factors that cause the delay and loss in construction business. The author used qualitative method to collect the primary data by depth-interview and observation from the existing project (refers as Project X in the paper). Also, the author collected data from 8 interviewees who involved directly to the company that work on the project X such as company employee, engineer, consultant, and project owner. As a result, there are several issues occurred in the project X that had been identified in this thematic paper. However, most of the issues that has been found are the potential of project manager and cost management. The author expect that this paper will be helpful for people who interest in project management of construction business. The paper would reveal about management tools and the potential of project management. | - |
dc.publisher | มหาวิทยาลัยมหิดล | - |
dc.subject | General Management | - |
dc.subject | Construction | - |
dc.subject | Risk management | - |
dc.subject | Project manager | - |
dc.subject | Cost Management | - |
dc.title | Key factors that cause the delay and loss of work in construction business. | - |
dc.type | Thematic Paper | - |
Appears in Collections: | Thematic Paper |
Files in This Item:
File | Description | Size | Format | |
---|---|---|---|---|
TP GM.019 2019 (1).pdf | 1.18 MB | Adobe PDF | View/Open |
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.