In the late 1980s and early 1990s, knowledge-based systems and artificial intelligence began automating planning, scheduling, and decision support, integrating expert rules with project data to generate networks, plans, and cost estimates. Decision-support models standardized contractor prequalification and owner evaluations, while quantitative productivity modeling and learning-curve analyses forecast labor performance and guide management strategies. Scheduling relied on network-based and algorithmic methods, with information integration and data standards reducing fragmentation across design, procurement, and construction to enhance decision support. Historical Significance: The period yielded foundational risk-management paradigms that reframed project governance, combining formal identification, analysis, and management of risks. The introduction of a structured risk management system, the analytic hierarchy process for bidding-stage risk assessment, and the quantified analysis of quality deviations collectively shaped contemporary risk and quality governance. A transaction-cost perspective on inter-firm incentives provided a lens for governance and alliance decisions, influencing subsequent contracting and collaboration models in construction management.