Showing papers on "Project stakeholder published in 2017"

A Stakeholder Approach to Strategic Management

Abstract: The purpose of this chapter is to outline the development of the idea of "stakeholder management" as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions.

The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective

Abstract: Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by vari...

Effects of contractual flexibility on conflict and project success in megaprojects

Abstract: Purpose This study aims to investigate the influence of contractual flexibility on different types of conflict, determine if contractual flexibility is significantly correlated with project success between contracting parties, verify the mediating effect of project conflicts on the relationship between contractual flexibility and project success and examine the relationship between different types of conflicts and project success in megaprojects. Design/methodology/approach A theoretical model was developed and a structured questionnaire survey was conducted with 468 professionals. The structural equation modeling technique was used to analyze the data. Findings The results showed that both types of contractual flexibility – term and process flexibility – were correlated with and significantly positively affected project success, and term flexibility was found to have a greater influence. The introduction of project conflicts significantly weakened the relationship between contractual flexibility and project success, verifying the partial mediating effect of conflicts. All types of project conflicts play a destructive role in achieving project success; relationship conflict had the largest negative effect. Contractual flexibility affects two paths with respect to project success: the direct path (contractual flexibility → project success) and the indirect path (contractual flexibility → conflict → project success). The direct effect of contractual flexibility on project success is positive; the corresponding indirect effect is negative. The direct effect is greater than the corresponding indirect effect. Research limitations/implications Different types of conflicts may mutually transform to extent certain degree. However, this study did not address the potential influence of conflict transformation on project success. The results implied that more emphasis should be placed on contractual terms, particularly on developing flexible terms in the contractual document, when implementing megaprojects. Meanwhile, this study reveals the effects of conflicts on project success in megaprojects, which provides a useful reference for project stakeholders to avoid the negative effect of conflicts. Practical implications This study provides a better understanding of the relationship between contractual flexibility, types of conflicts in megaprojects and a reliable reference for the project manager to effectively deal with these related issues. This implies the contracting parties strengthen communication and cooperation to establish a trust mechanism, while reducing the negative influence of project conflicts and enhancing the positive effect of contractual flexibility. Originality/value Few studies have investigated the effects of contractual flexibility on conflict and project success in megaprojects; this study contributes significant theoretical and practical insights to contract management and conflict management and provides a reliable reference to achieve project success.

Understanding the impact of BIM on collaboration: a Canadian case study

Abstract: Facilitating collaboration amongst project stakeholders in the construction industry is one of the central tenants of building information modelling (BIM) While there is increasing evidence of the positive influence of BIM on project outcomes, ambiguity remains around BIM’s true impact on collaboration The presented case study aims to develop insights into the impact of BIM on collaboration in the architecture, engineering and construction industry A critical realist perspective was adopted and a systematic combining approach was employed to support data collection and analysis Data were collected through a longitudinal case study of a large design–build project in Canada The unit of analysis was the individual project team member Five cognitive determinants identified from the analysis are seen to inform an individual’s framing of event patterns in the context of BIM-enabled collaboration: requirements, expectations, intentions, incentives and capabilities From this perspective, the impact

Tackling projects on sustainability: a Lithuanian case study

Abstract: Companies are increasingly coming under strong global pressure to incorporate sustainability considerations into their project decision-making process. This is where project managers play a vital role. However, how project managers approach sustainability in their daily work still has to be explored. Therefore, this article seeks to determine whether and to what extent project managers take into account sustainability in project management decision making. Research was carried out in Lithuania, selecting two industries: construction and automotive. The case study revealed that project managers in Lithuania still do not give much regard to sustainability when making their decisions. Only a limited number of sustainability criteria are taken into account by project managers in their decisions. Research also showed that a project manager gives more consideration to sustainability in project management decision making than a project team member.

Remedial Modelling of Steel Bridges through Application of Analytical Hierarchy Process (AHP)

Abstract: The deterioration and failure of steel bridges around the world is of growing concern for asset managers and bridge engineers due to aging, increasing volume of traffic and introduction of heavier vehicles. Hence, a model that considers these heuristics can be employed to validate or challenge the practical engineering decisions. Moreover, in a time of increased litigation and economic unrest, engineers require a means of accountability to support their decisions. Maintenance, Repair and Rehabilitation (MR&R) of deteriorating bridge structures are considered as expensive actions for transportation agencies and the cost of error in decision making may aggravate problems related to infrastructure funding system. The subjective nature of decision making in this field could be replaced by the application of a Decision Support System (DSS) that supports asset managers through balanced consideration of multiple criteria. The main aim of this paper is to present the developed decision support system for asset management of steel bridges within acceptable limits of safety, functionality and sustainability. The Simplified Analytical Hierarchy Process S-AHP is applied as a multi criteria decision making technique. The model can serve as an integrated learning tool for novice engineers, or as an accountability tool for assurance to project stakeholders.

Empirical Study of Project Managers Leadership Competence and Project Performance

Abstract: The role of a project manager’s leadership competence in improving project performance is critical. However, little attention has been given to people-related competencies of the project manager as a leader. This study aims to develop and test a model of project manager leadership competence. To investigate the influence of a project manager’s leadership competence on project performance, 289 project managers working on public sector projects in Pakistan were surveyed. Both exploratory and confirmatory factor analyses were used to analyze interrelationships among specific competencies and to explain these competencies in terms of their common underlying dimensions. Hierarchical Regression Analysis and Structural Equation Modeling were employed to test research hypotheses and the model. Findings from this study demonstrate that all five leadership competencies of a project manager are significantly related to achievement of project performance in terms of schedule, cost, and quality, as well as sta...

Students' Perceptions of BIM Education in the Higher Education Sector: A UK and US Perspective.

Abstract: The use of building information modelling (BIM) has increased in the global architecture, engineering, construction and owner-operated (AECO) industries. This increased use has contributed to a recognition by project stakeholders of its importance across the building life cycle, leading higher education institutions to rethink their AECO provisions. There has been much debate about how BIM should be employed in undergraduate curricula: should it be included as a stand-alone subject in a programme or as an underlying theme across the programme? Research has also been conducted into theories of practice with regard to BIM education. This article builds on previous research in the codeBIM project and describes students’ perceptions of current practice in the United States and the United Kingdom. The article begins with a literature review of current theories of BIM teaching in AECO and a summary of good practice. The use of focus groups is described and the findings from focus group sessions held in the United Kingdom and the United States are discussed. The authors identify six key areas required for BIM to be inclusive in higher education: collaborative curricula, space, teamwork, relevance to the industry, technical/technological skills and the role of the professor or lecturer. Each of these areas is discussed in light of the findings from the focus groups.

Managing the expectations of external stakeholders in construction projects

Abstract: Purpose The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined. Design/methodology/approach A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives. Findings In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction. Research limitations/implications The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support. Practical implications PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction. Originality/value This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

Examining project learning, project management competencies, and project efficiency in project-based firms (PBFs)

Abstract: Purpose The purpose of this paper is to use survey data to rank the relative importance of perceived factors that inhibit the transfer of knowledge across projects and examine the statistical relationship between various “higher order” dimensions of project management competencies and project efficiency among a sample of project-based firms (PBFs). Design/methodology/approach The research philosophical approach adopted was post-positivism, a half-way house between positivism and phenomenological approaches. The author used a largely structured survey questionnaire with an inclusion of few open-ended items. The survey data collected were largely based on the “perceptions” of mostly experienced project management practitioners, whose perspectives on project processes and performance are likely to be more dependable. Because of budget limitations, a total of 260 questionnaires were mailed to randomly selected PBFs (with an enclosed self-addressed and stamped return envelope). Of the 260 questionnaires sent to PBFs, 58 questionnaires were returned, representing a return rate of just over 22 percent. Findings Results indicate that “high time pressures towards the end of the project,” “too much focus on short-term project deliverables,” and “fear of negative sanctions when disclosing project mistakes” were three top-ranked factors that inhibited knowledge transfer across projects. Some “higher order” project management competencies like “dynamic competencies” have relatively a greater impact on predicting project efficiency. Dynamic competencies will only continue to increase in importance as today’s project environments are characterized as continuously evolving, turbulent, and complex and require the need to be effective in dealing with various uncertainties. Once included in the regression equation, the “ownership variable” dominates all other explanatory variables in predicting project efficiency among a sample of PBFs in the United Arab Emirates (UAE), most likely driven by the project management competencies of multinational corporations (MNCs). However, the project efficiency of state-owned PBFs did not differ significantly from that of “international firms that were not MNCs.” Specific conditions may have led to such an outcome. The author shows that enhancing project efficiency requires the reinforcement of multiple but specific factors. Research limitations/implications As the study was largely conducted on a limited budget and time frame, the author was not able to employ a multi-method approach. The inclusion of a few case studies would have facilitated triangulation of the current findings. In addition, the study captures “perceptions” and practical experiences of project management practitioners. Future studies could possibly develop what may be seen as “objective” measures of project learning and project management competencies. A larger survey supported by a larger budget would be one option in which some of the findings could be tested across PBFs located in different sectors and countries. Practical implications The author argues that the creation of a client-led “no-blame culture” within PBFs can ensure the development of a “safe” environment in which project team members can acknowledge project mistakes without the fear or danger(s) that may come with such admission. This may require changes in project organizational culture that reduces power distance, lowers sensitivity to hierarchal power relations, enhances team building efforts, and fosters a “learning climate” that tolerates “trial and error” experimentation. It may also require strengthening clients’ specific capabilities. Such change may require time and patience but could take advantage of “positive” aspects of participatory practices, personal relationships, and consensus decision-making approach that is prevalent in the UAE culture. One managerial implication points to the need to tailor scarce resources in building up multi-dimensional “higher order” competencies like “dynamic competencies” that have a relatively higher significant impact on enhancing project efficiency. Linking MNCs with local PBFs as collaborative mega project delivery partners may lead to enhancing project management competencies of the latter, conditional on their absorptive capacity. Originality/value The contribution of the paper is in providing survey-based empirical evidence that goes beyond case studies to highlight the importance of enhancing “higher order” project management competencies, such as “dynamic competencies,” that have a stronger predictive power of project efficiency in PBFs. The study also ranks the relative importance of various factors that inhibit the transfer of new knowledge across projects. To the author’s knowledge, this is the first study that has demonstrated the statistical relationship between “higher order” project management competencies and project efficiency. Project efficiency is a multi-faceted construct. Its strengthening is determined by a configuration of multiple but specific factors. A more “nuanced” understanding of the relationship between project management competencies and project efficiency in a particular context may be required.

Lay and professional stakeholder involvement in scoping palliative care issues: Methods used in seven European countries

Abstract: Background:Stakeholders are people with an interest in a topic. Internationally, stakeholder involvement in palliative care research and health technology assessment requires development. Stakeholder involvement adds value throughout research (from prioritising topics to disseminating findings). Philosophies and understandings about the best ways to involve stakeholders in research differ internationally. Stakeholder involvement took place in seven countries (England, Germany, Italy, Lithuania, the Netherlands, Norway and Poland). Findings informed a project that developed concepts and methods for health technology assessment and applied these to evaluate models of palliative care service delivery.Aims:To report on stakeholder involvement in the INTEGRATE-HTA project and how issues identified informed project development.Design:Using stakeholder consultation or a qualitative research design, as appropriate locally, stakeholders in seven countries acted as ‘advisors’ to aid researchers’ decision making. Th...

Framework for productivity and safety enhancement system using BIM in Singapore

Abstract: Purpose: Despite the recognition of the importance of the construction industry in Singapore’s economy, the industry is plagued by poor safety and productivity performance. Improvement efforts by the government and industry have not yielded much results. The study proposes a framework for developing a productivity and safety monitoring system using Building Information Modelling (BIM). Design/methodology/approach: The framework, Intelligent Productivity and Safety System (IPASS), takes advantage of the mandatory requirement for building plans to be submitted for approval in Singapore in BIM format. IPASS is based on a study comprising interviews and a questionnaire-based survey. It uses BIM to integrate buildable design, prevention and control of hazards, and safety assessment. Findings: The paper illustrates the development of IPASS that is able to generate productivity and safety scores for a construction project by analysing the information in the BIM models. Research limitations/implications: The paper demonstrates that BIM can be used to monitor productivity and safety as a project progresses, and help to enhance performance under the two parameters. Practical implications: IPASS enables collaboration among project stakeholders as they can base their work on an analysis of the productivity and safety performance before the project starts, and as it progresses. It is suggested that the BIM same model submitted to the authorities should be used for the IPASS application. Originality/value: IPASS has rule-checking, hazards identification and quality checking capabilities. It is able to identify hazards and risks with the rule-checking capabilities. IPASS enables practitioners to check mistakes and the rationality of a design. It helps to mitigate risks as there are built-in safety measures/controls rules to overcome the problems caused by design deficiency, wrong-material-choice, and so on.