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Dr Amirhossein Heravi

Dr Amirhossein Heravi
Name Amirhossein Heravi
Position Lecturer (Construction Management)
Section School of Civil Engineering and Surveying
Office B423
Location Springfield Campus
Phone +61 7 3470 4338
Extension 4338
Email
Qualifications BCivil Eng Islamic Azad , MCivil Eng Islamic Azad , PhD QUT

Research interests
Construction and Project Management
Stakeholder management and involvement in construction projects
Risk analysis and management
Quality management systems and implementation
Building Information Modelling (BIM) application in the construction industry
Cost management and controlling
Communication management

Professional memberships
Editorial member of Canadian Centre of Science and Education
International Journal of Project Management

Industry affiliations
Member of Project management Institute (PMI)

Currently teaching courses/programs
CMG2002 – Estimating, Measurement and Cost Control
CMG4003 - Commercial Construction
CIV2605- Construction Engineering
ENG8205- Project Management Practice
CMG2001- Job Organisation
CMG4901- Construction Management Practice

Teaching experience(Tertiary)
6 Years

Research most recent
Jadidoleslami, S, Saghatforoush, E, Heravi, A, Preece, C. (2018) “Evaluating the Existing Barriers in Implementing Constructability: A Case Study of Iranian Mass Housing Projects”. Civil Engineering Journal

Amirhossein Heravi, Mahdiye Sarabi (2017) “Providing a structure for risk assessment of residential projects against earthquake”. 2nd International conference on civil engineering and architecture and urban design, 31 August 2017, Bangkok

Amirhossein Heravi, Mahdiye Sarabi (2017) “Identification of barriers and providing solutions to implement project control system in building projects” 1st national conference on practical research in science and engineering, 27-28 July 2017, Iran


Research most notable
Amirhossein Heravi, Vaughan Coffey, Bambang Trigunarsyah (2015) “Evaluating the level of stakeholder involvement during the project planning processes of building projects”. International Journal of Project Management, 33(5), pp 985–997