Taking stock of project value creation: A structured literature review with future directions for research and practice

How knowledge management impacts performance in projects: An empirical study

Construction project briefing is a complex and dynamic process which involves identifying and conveying clients’ actual needs and requirements accurately to the project team. The briefing process is critical to the successful delivery of a construction project and there are many limitations inhibiting its effectiveness. A study of factors which could contribute to a successful briefing (in this study referred to as critical success factors) will enable special attention to be paid to those areas which could improve its performance. The objectives of this study are to identify, categorize, and prioritize a general set of critical success factors for construction project briefing. This study is intended to complement the existing but limited research into the identification of such factors and to serve as a stepping stone to the identification and establishment of yardsticks which could be used by construction practitioners on all projects in the future. A questionnaire was used to collect opinions from exp...

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Investigation of Critical Success Factors in Construction Project Briefing by Way of Content Analysis

We consider identification of early warning signs (EWS) in projects. Project professionals are not good at detecting or acting on EWS. Barriers that lead to this are identified. The nature of EWS and their detection change with the evolving situation. Project assessments, typically part of gateways, are useful in identifying EWS connected to the formalities of the project. As complexity increases, assessments have more limited use, and the project is increasingly dependent on detecting EWS by informal "gut feeling." Thus, knowledge, experience, and communication skills are increasingly important in complex situations. We conclude with a list of early warning signs.

Identifying and Acting on Early Warning Signs in Complex Projects

This paper is a multi-case study exploratory investigation into the earliest stages of projects and their management. We refer to this throughout the paper as the ‘front-end’. We provide a definition of this phase of the project life cycle and conduct a literature review of the various topics that would suggest themselves to be apposite to the front-end. This includes governance and strategy; requirements and technology; estimating; risk and value; people and learning and development. Following this review of literature, we set out the approach taken in the empirical study. The context for the study was the UK, although many of the organizations investigated had a global presence and some of their projects were multinational in nature. We detail the research methods, the multi-case study route taken and the nature of the in-depth interviews with senior project management representatives from nine extremely credible organizations experienced in managing projects. Our findings are presented so as to identif...

Drummond Graham

Papers

Value Management of Construction Projects: Kelly/Value

Managing Value as a Management Style for Projects

Developments in Value Thinking

The Future of Value Management

Appendix 2: Case Study