Showing papers on "Project stakeholder published in 2022"

AHP and NSGA-II-Based Time–Cost–Quality Trade-Off Optimization Model for Construction Projects

Abstract: Time, cost and quality are the important and conflicting objectives of construction projects, and a hidden trade-off exists among them. The presented paper provides a non-dominated sorting genetic algorithm II-based time–cost–quality trade-off optimization model for project scheduling. The study assumes that each activity of project has different alternatives accompanied by different time, cost and impact on entire project quality. The main objective of this paper is to estimate the quality of project quantitatively and to determine the optimal combinations of activities alternatives while minimizing the time and cost and maximizing the entire project quality. Pairwise comparison-based analytical hierarchy process (AHP) is employed to determine the relative weight of activities and quality indicators of project. The developed model is applied to a case study project, whereby a Pareto-optimal set of project completing methods is obtained as a result. Results of case study project demonstrate the efficiency of proposed model in simultaneous optimization of time, cost and quality of project. Besides, a technique to select one solution from the obtained Pareto-optimal solution is also provided in this paper. The outcomes of this paper facilitate the project stakeholders to make the better and efficient time–cost–quality decisions.

Project Manager Competencies for Dealing with Socio-Technical Complexity: A Grounded Theory Construction

Abstract: An ongoing question is what constitutes the characteristics of a project manager. This is the subject of many studies. The characteristics, skills, abilities and knowledge of project managers—essential factors in a project’s success—describe their level of competency. This study aims to assess the relationship between project manager competencies and project complexity in the information technology (IT) sector. In total, 21 semi-structured interviews were conducted with senior practitioners associated with complex IT projects in the private and public sectors. All transcripts were analysed through grounded theory and content analysis, with experts approving the results. Our study identified 41 competencies within project complexity, with these grouped under the following 10 dimensions: project management (PM) knowledge; management skills; interpersonal skills and attributes; professionalism; expertise; emotional skills; contextual skills; influencing skills; team working; and cognitive skills. According to this research, leadership is the core competency of a project manager, while project management knowledge is the most essential of these competency dimensions. This study’s findings can assist both academics and practitioners in simplifying the complexity of projects and helping to achieve a project’s objectives.

Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

Abstract: PurposeStakeholder assessment is based on attributes possessed by stakeholders, making the process heavily reliant on evaluating attribute weights. The present assessment methods are based on Analytical Hierarchy Process, Analytical Network Process, and pairwise comparisons that heavily rely on decision-makers’ skills and knowledge. An objective evaluation of attribute weight needs to be done to overcome this challenge.Design/methodology/approachA Multi Criteria Decision Making (MCDM) based approach, through the combined use of Criteria Importance Through Intercriteria Correlation (CRITIC) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods has been incorporated to objectively evaluate the weights of the stakeholder attributes and their ranking with a specific focus on construction megaprojects. Five stakeholder attributes and twelve commonly associated stakeholders with megaprojects were considered to achieve this.FindingsThe new model presented power, durability and legitimacy as three important stakeholder attributes, further used to determine stakeholder importance. The client, contractor and project manager were identified as the top three internal stakeholders, and customers, local community and utility service providers as three crucial external stakeholders.Research limitations/implicationsThe findings from the proposed method provide the practitioners with updated information about the attributes they need to look into when planning stakeholder involvement and management. Further, it also leads them to the established framework for the provided stakeholder ranking when planning their management strategies.Originality/valueThe use of CRITIC method allowed to address the possibility of any correlation between the attributes in their weight determination. This was one of the advantages as co-relation between the attributes during their weight determination has not been addressed in previous methods.

Ladder to success – eliciting project managers’ perceptions of IS project success criteria

Abstract: The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project managers in Germany, applying Repertory Grid and Laddering to minimize potential biases. Our results yield eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP. Scholars can use our findings to apply the identified success criteria in future studies. Practitioners gain insights into the expert perspective on project success and might rethink the way of assessing success in their projects.

Stakeholder analysis and landscape in a hospital project – elements and implications for value creation

Abstract: PurposeThis study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project.Design/methodology/approachThe research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study.FindingsThe authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process.Originality/valueStakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.

Stakeholder management in PED projects: challenges and management model

Abstract: The importance of stakeholder analysis and stakeholder management is magnified as project complexity increases. Complex projects can be characterized by uncertainties arising from emerging technologies and the involvement of various types of stakeholders and their interests. Positive Energy District (PED) projects are an example of such undertaking, coupling novel energy solutions with distinct stakeholders and their diverse positions, claims, and requirements pertaining to the project. In this study, our objective is to provide a stakeholder management framework for future PED projects. The qualitative case study follows the theory elaboration methodology and aims to formulate a conceptual stakeholder management framework for PED projects. Thus, our contribution focuses on expanding the domain of project stakeholder management by characterizing and validating it in a new, time-relevant project context.

Project management for sustainable buildings: a comprehensive insight into the relationship to project success

Abstract: PurposeThe paper aims to identify core components for managing sustainability in construction-building projects and to understand how these components support each other to achieve project success. It proposes a model for sustainable project management (SPM) to achieve sustainable project success (SPS).Design/methodology/approachThe research utilised structural equation modelling to empirically test the conceptual model and the hypotheses associated to the 35 project-management related success factors and 24 performance criteria identified in literature review. Data was collected through 143 questionnaires carried out with construction professionals who have minimum two years' experience in sustainable building projects across the UK. Mediation analysis was used to identify the inter-relationships between the variables and components in the model.FindingsThe paper developed a model for SPM which consists of five components: (1) sustainability goal definition, (2) project team enhancement toward sustainability, (3) planning for sustainability, (4) sustainability assessment and (5) stakeholder management. Stakeholder management and sustainability goal definition were found to have a significant and direct impact to the achievement of SPS. The other three were found to generate an indirect but important impact on the SPS. The results showed that attention should be paid to all five components to fully support the development of sustainability in projects.Research limitations/implicationsRegarding the research approach, the generalisation of this research's findings is limited to the construction industry in the UK and similar developed countries.Originality/valueThis paper provides a further understanding of the inter-related effects of SPM and their impact on SPS.

Enhancing project stakeholder communication under insufficient knowledge of project management concepts

Abstract: PurposeAlthough the literature is clear on what comprises effective project stakeholder management, communication between key stakeholders and project managers is often ineffective. Research is silent on stakeholders' insufficient knowledge of project management terminology, which is a barrier for such effective communication. This paper aims to identify the project management concepts that key stakeholders should understand to improve effective communication.Design/methodology/approachThis paper employs a three-step research design. In the first step, based on threshold concept theory, the authors identify the key project management concepts through interviews with 20 project management practitioners, trainers and trainees. In the second step, the authors confirm the findings from the first step and identify effective approaches to enhance project stakeholders' communication through seven additional interviews with project stakeholders. In the third step, the authors construct a functional model of the research findings by employing a system-level modeling tool.FindingsThis research identifies five project management threshold concepts (TC) that are challenging for project stakeholders to understand (1) project benefits, (2) the iron triangle, (3) the critical path, (4) uncertainty and (5) project leadership. Following these knowledge barriers, the paper proposes unique approaches to develop effective project stakeholder communication.Originality/valueThis paper advances project stakeholder management research by identifying knowledge barriers and providing project managers with more effective approaches to better engage with their stakeholders.

Evaluating the impact of constraints on project success: empirical study of highway projects

Abstract: Purpose Highway projects in India have a history of cost overruns and delay in project delivery, thus incurring huge losses to public funds. The study aimed to measure the extent of influence of various constraints on the overall success of highway projects (e.g. National highway project, state highway projects and major district roads). Based on the literature, various factors were grouped under three categories (a) Project Constraints, (b) Project Governance Constraints and (c) Stakeholder Induced Constraints. Design/methodology/approach A quantitative approach was adopted. A questionnaire-based survey was conducted with 435 respondents from the field of highway projects with a minimum experience of 1 year as Project Manager. The data was analyzed by partial least squares structural equation modeling technique. Findings It was identified that the impact of project constraints (ES = 0.313) on project success is more than that of project governance constraints (ES = 0.231) and stakeholder induced constraints. Additionally, it was found that project governance constraints have a strong impact on project constraints (ES = 0.535) and stakeholder induced constraints (ES = 0.403). Originality/value The study presented in this paper is first of its kind to measure and articulate the impact of project governance constraint, project constraint and stakeholder induced constraints on project success.

A Comparative Systematic Analysis of Stakeholder’s Identification Methods in Requirements Elicitation

Abstract: [Context and Motivation] Before eliciting and gathering requirements for a software project, it is considered pivotal to know about concerned stakeholders. It becomes hard to elicit the actual system requirements without identifying relevant stakeholders, leading the software project to failure. Despite the paramount importance of stakeholder identification in requirement elicitation, it has been given less attention in the software engineering literature. [Method] For this purpose, we conducted a thorough Systematic Literature Review (SLR) on stakeholder identification (SI) and its methods in requirement elicitation. However, previously, a literature study on SI in the requirement elicitation was conducted. We found that no one has proposed any standard or baseline research method for stakeholder identification, stakeholder assessment, and stakeholder interaction up to date according to our knowledge. It provides an opportunity to update the current SLR on SI in requirements elicitation from 2011 till 2021 to search for a baseline methodology for the SI. For this purpose, we explored the existing literature research that involves the SI methods in requirements elicitation. [Principle Ideas/Results] Furthermore, we identify and capture seventeen research methodologies for SI, eight key stakeholders interaction methods, and ten stakeholders assessment methods in requirement elicitation. To further enhance the stakeholder identification process, we additionally identify pivotal information such as different potential stakeholder categories, stakeholder assessments methods, and stakeholder interaction methods. Also, based on the proposed SLR, we find out the existing gaps and new opportunities for SI methods in the requirement elicitation. [Contribution] These SI methodologies help requirements engineers and practitioners identify key stakeholders and efficiently improve the requirements quality. Moreover, this research study helps identify the effective practices used for the traditional and CrowdRE SI, recover consequences that can affect the effectiveness of SI, and recommend advisable SI practices to be employed in the future. This research study would help the software researchers and developers efficiently and accurately identify correct and concerned stakeholders to improve end-user satisfaction instead of considering it a self-evident task.

Influence of project manager’s competencies on project management success

Abstract: Project management (PM) has been a demanding profession in construction industry due to its dynamic nature originating from the uncertainties in budget, technology, and development processes, which put emphasis on the necessity for highly capable project managers. This study develops an extensive PM success model and investigates the influence of project manager’s competencies on the PM success. The resulting model reveals that the project manager’s competencies can play a big role in determining the PM success in construction projects. Leadership is identified as the most influential project manager competency followed by responsibility and commitment. Researchers and senior industry practitioners such as managers or boards of directors are expected to benefit from the developed model by recognizing the influences of project managers on the PM success and taking notice of the recommendations provided.

Project control system (PCS) implementation in engineering and construction projects: an empirical study in Saudi’s petroleum and chemical industry

Abstract: PurposeThere is growing recognition that effective project control systems (PCS) are critical to the success of projects. The relationship between the individual elements of PCS and successfully achieving project objectives has yet to be explored. This research investigates the enablers and barriers that influence the elements of PCS success and drive project objectives.Design/methodology/approachThis study adopts a mixed approach of descriptive analysis and regression models to explore the impact of six PCS elements on project outcomes. Petroleum and chemical projects in Saudi Arabia were selected as a case study to validate the research model.FindingsData from a survey of 400 project managers in Saudi’s petroleum and chemical industry reveal that successful PCS are the key to achieving all project outcomes, but they are particularly critical for meeting project cost objectives. Project Governance was identified as the most important of the six PCS elements for meeting project objectives. A lack of standard processes emerged as the most significant barrier to achieving effective project governance, while having skilled and experienced project team members was the most significant enabler for implementing earned value.Practical implicationsThe study offers a direction for implementing and developing PCS as a strategic tool and focuses on the PCS elements that can improve project outcomes.Originality/valueThis research contributes to project management knowledge and differs from previous attempts in two ways. Firstly, it investigates the elements of PCS that are critical to achieving project scope, schedule and cost objectives; secondly, enablers and barriers of PCS success are examined to see how they influence each element independently.

An assessment tool for stakeholder integration excellence and project delivery optimisation

Abstract: PurposeThe aim of this study was to appraise the delivery of information communication technology (ICT) projects and identify key determinants for stakeholder integration.Design/methodology/approachGiven that empirically, little was known about stakeholder integration in the ICT sector and its influence or effect on project delivery; qualitative method was used. Forty-seven semi-structured interviews were carried out to derive senior project practitioners and policymakers' constructs of stakeholder integration and infrastructure performance improvement of ICT projects. The verification and validation of the proposed assessment tool were achieved through the use of focus group discussion.FindingsAs established in this research study, there is a need for project delivery teams to evaluate the level of stakeholder integration, the formulation of a project business case, the project processes and issues of compliance and regulation in ICT projects. What is evident in the findings of the study is that the management model adopted for the stakeholders in the Kenyan ICT sector ought to make communication the fulcrum of their engagement.Originality/valueThe inferences made herein are critical in contributing to knowledge regarding the ICT infrastructure project management terrain in developing countries. There is evidence in the study to conclude that the concept of stakeholder management and integration has implications for the sustainability of ICT projects. One of the issues that predominantly featured in the research was the input of stakeholder integration in terms of project sustainability.

Identification of Success Factors in Construction Projects- A systematic literature review

Abstract: Abstract: The study was conducted to write a review paper on the identification of most important factors in order of importance after reviewing various studies on the subject. These factors can serve as a guideline while undertaking any project related to the construction industry. Moreover, var- ious aspects of the project have also been explored regarding key traits of Project Team, Project stakeholders, and Project management practices. These highlighted areas can play an important role in the successful project management of any project related to the construction industry. There are many factors that need to be considered during the course project planning, Project execution/implementation, and finishing of the projects. These factors play vital role for on-time completion of the construction Project. Out of the numerous factors involved, there are some critical factors which are compulsory to be considered for the success of the construction project. Index Terms: Construction project success, Project success factor, Project success criteria, Literature review

Disclosing the Tacit Links between Risk and Success in Organizational Development Project Portfolios

Abstract: Project portfolios aim to impact organizational strategic goals, influencing both the organization’s business model and its processes. Nonetheless, the actual impact is dependent on the portfolio’s success, which is affected by the materialization of risk factors. This study aims to examine the tacit conceptualization of project portfolio risk as a risk measure explicitly based on project portfolio success itself. In order to focus on the portfolios of organizational development projects, Social Representation Theory was adopted to analyze empirical evidence from twenty-eight semi-structured interviews conducted with project portfolio practitioners. Findings showed that strategic fit, future preparedness, and stakeholder satisfaction were dimensions of success within which project portfolio risk could be conceptualized. Additionally, results evidenced that risk factors influenced project portfolio success through systematic and non-systematic impacts on project portfolio outputs, and also had direct impacts on project portfolio outcomes. This paper provides empirical evidence to back up the conceptualization of project portfolio risk explicitly oriented to portfolio success as a multidimensional risk measure. It represents a new avenue for conducting portfolio risk analysis for both practitioners and academics, orienting the decision-making process based on the portfolio success rather than only on the success of each project.

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

Abstract: Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.

Project Management in the Public Sphere

Abstract: The article examines the essence of proactive project management in the public sphere, which should be applied taking into account the combination of methodologies of public project management, strategic management, proactive project management and organizational management of innovative development of project-oriented enterprises. The need for an integrated approach to mastering the basics of project management by civil servants and heads of government agencies, organizations and enterprises is needed. It is proved that in the public sphere the state system of project management could become a potential to increase the efficiency of programs and projects implementation. The introduction of modern management methods is proposed, which allows to gradually change the existing management systems for the implementation of public projects and programs, directing all efforts to achieve the goal and increase competitiveness. It is substantiated that professional application of tools, methods and technologies of proactive management of programs and projects in the public sphere will allow public institutions to ensure the effectiveness of project activities on a national scale, reduce costs and implement the project on time.

A Study of Stakeholder Management in Information Technology (IT) Projects with Work from Home (WFH) during Covid-19 Times

Abstract: The project stakeholder management in IT (Information Technology) projects is a key activity to improve the value in project management and to bring about more value add project results. There are various definitions and views about the stakeholder. The stakeholder(s) consist of either individuals or group of individuals, who have capability to influence and/or get influenced by results of the projects. The major debate presented in this paper is that the good stakeholder management has led to project success or failure in general and organizational efficiency in particular. There will be shift from office to Work from Home (WFH) due to COVID-19 pandemic. The effective project management enables the project manager to achieve the planned project objectives, which in turn shall enhance the (a) stakeholder expectations, (b) probability of the project success, (c) completing and handing over of the project to the clients on time, (d) resolving problems related to project including identification, recovery, or termination of unsuccessful projects, (e ) managing the triple constraints (viz., scope, time and cost) of the project, and (f) poorly managed projects that may end-up in missing the project-timelines, cost-overrun, low-quality, re-work/work amendments, reputation risk for the business enterprises and stakeholders’ dissatisfaction regarding the project management (PMBOK, 2017). The Business enterprises will invest the large amount of resources in the development of IT projects, so that the decision makers can take right decision whether to fund a project further or not when its prediction for the success of the project are uncertain. (Zhang et al, 2003).

Stakeholder management and project management office: effect on project results

Abstract: ABSTRACT Managing stakeholders is relevant for project management, as they affect project results. Likewise, the support of a Project Management Office (PMO) improves these results. This study analyzes the positive influence of stakeholder management on project results, specifically on the likelihood of concluding projects within the predicted time and cost, together with the moderating effect of PMOs. A conceptual model was validated through logistic regression, with data collected through a survey responded by 216 experienced professionals studying in graduate programs on project management. Findings indicate that stakeholder management improves project results in terms of time and cost and confirm that PMO enhances the influence of stakeholder management on these results. As its contribution, the study reinforces stakeholder management and PMO as key elements for successful project management. Sampling was sufficient for research replicability but restricted to professionals of project management living in Peru. Thus, future studies could target a broader population.

The Impact of Emotional Intelligence, Managerial Intelligence, and Transformational Leadership on Multidimensional Public Project Success

Abstract: The project manager's role and influence on the project's overall outcome have fascinated many academicians, researchers, and practitioners. The project manager's leadership and human skills play a vital role in the project's outcome; therefore, it is imperative for these competencies to be identified, learned, and leadership styles to be adopted. This study aims to define the most relevant competencies to multidimensional project success and their interrelationship. The quantitative method was used by applying a survey to project managers and team members working in the public sector of Pakistan. The results suggest that a combination of emotional, managerial intelligence, and transformational leadership are stronger predictors of multidimensional public project success. This study has shown that management and leadership need to be integrated to achieve better results. Project managers need to combine soft and hard skills, leadership competencies, and management to engage with people and be effective in terms of processes, tasks, and objectives.

The impact of organizational support for the project management process on project and firm performance

Abstract: PurposeThis research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.Design/methodology/approachThis study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.FindingsProject management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.Practical implicationsThis study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.Originality/valueThe study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.

A Quantitative Study of the Impact of Organizational Culture, Communication Management, and Clarity in Project Scope on Constructions’ Project Success with Moderating Role of Project Manager’s Competencies to Enhance Constructions Management Practices

Abstract: The construction industry is considered a driver of economic growth, especially in developing countries. However, the successful completion of construction projects is a major challenge, due to the lack of competencies. The current study explores the effects of communication management practices, clarity in the scope of the construction project, and organizational culture to enhance project success. A project manager is essential in running a project smoothly and according to the schedule. Keeping in view the predominant role of the project manager, this study aims to find the moderating impact of manager competencies to improve the construction project routine and generate successful projects. A questionnaire survey was conducted to collect the data and determine how these variables influence construction project progress. The current research results show an excellent association between a construction project’s success and the discussed independent variables. Additionally, it was found that a competent project manager can play a better role in preventing the uncomfortable influences of independent variables on the dependent variable. The obtained outcomes highlight the importance of adequately handling organizational culture, communication management, and clarity to achieve project success. These outcomes are helpful for the professionals working in the construction sector to raise the project success rate and enhance their construction management capabilities.

Implementation of Project Management Standards and Project Success: The Mediating Role of the Project Management Office

Abstract: This research puts the spotlight on the implementation of project management standards, project management body of knowledge (PMBOK) 10 knowledge areas, in Iranian construction project-based organizations considering the significant role of the project management offices (PMOs) and to the extent to which that leads to project success. The objectives of this research are; to examine the influence of project management standards on project success, and to investigate the impact of PMO as a mediator between project management standards and project success in construction project-based organizations in Iran. Having the knowledge and research gap unfolded, a conceptual framework proposed to bridge the gap and three hypotheses were developed based on the study objectives. A survey, targeting Iranian project managers and construction practitioners working in grade 1 construction companies, was conducted and multivariate analysis techniques were adopted to analyze the data. After the exploratory and confirmatory factor analyses, the SEM analysis was used to test the hypothesized relationships. In general, the developed conceptual framework was confirmed, and the analysis enhanced the understanding of the current status of project management standard implementation and construction industry practitioners' perception of the factors contributing to project success.

IT-enabled management of project complexity – An Action Design Research project

Abstract: PurposeProject complexity has been researched much. The majority of publication is searching for law-like relations or development of descriptive frameworks. More prescriptive knowledge is needed to guide the project managers in navigating the project complexity in project managers' pursuit of success. Identifying the complexities of a given project is a real-world problem for project managers (Mikkelsen et al., 2021). The purpose of the paper is to investigate the research of prescriptive knowledge on the management of project complexity.Design/methodology/approachBased on a longitudinally case study, this paper uses Action Design Research (Sein et al., 2011) (ADR) to research the management of project stakeholder complexity. ADR is a variation of action research (AR) with inspiration from design science (Hevner et al., 2004) where an artifact is designed to solve a real-world problem. In this case study, an information system was configured in collaboration with the project managers of the recipient organization.FindingsThe findings from the research project are presented using the affordance theory (Gibson, 1977) as a framing concept and give special attention the affordance perception (Pozzi et al., 2014). Among the project managers, who were very engaged in the co-design, the majority refrained from activating the information system and got the outside view from the stakeholders. Interviews afterward identified “fear of bad project ratings from the stakeholder” as the main course of resistance to deploy the surveying information system.Originality/valueThe paper contributes on two levels. The paper presents a novel approach to researching project complexity based on engaging the stakeholder in generating a common perception of the ongoing state of the projects. The paper also contributes insights into reasons for reluctance on the part of the participants (the project managers) of the recipient organization and hereby adds to the understanding of the organizational change aspect of AR in the research of project management. The paper concludes with the identified benefits of using ADR in research on project complexity management and gives recommendations for future research.

Stakeholder roles in artificial intelligence projects

Abstract: Algorithmic decision-making implemented through artificial intelligence (AI) projects is augmenting or replacing human decision-making across numerous industries. Although AI systems may impact individuals and society in life-and-death situations, project organizations or plans may ignore the concerns of the passive stakeholders. This research describes the components, lifecycle, and characteristics of AI projects. It employs stakeholder theory and a systematic literature review with thematic analysis to identify and classify individuals, groups, and organizations into six stakeholder project roles. It configures the stakeholder salience model with a harm attribute to identify passive stakeholders—individuals affected by AI systems but powerless to affect the project—and their nexus to the project. The study contributes a novel method for identifying passive stakeholders and highlights the need to engage developers, operators, and representatives of passive stakeholders to achieve moral, ethical, and sustainable development. • The study provides descriptive information on artificial projects, including the life cycle, project characteristics, project roles, and stakeholders. • It highlights how artificial intelligence projects differ from other projects based on the harms, damages, and losses they can impose on individuals, society, and the environment. • It underscores why project owners, project managers, project teams, and operational organizations are moral agents responsible for the systems they develop. • It identifies passive and representative stakeholder roles that should be considered by project managers and sponsors in the early stages of planning to account for, include, and engage stakeholders. • It demonstrates an innovative use of applying the stakeholder salience model's harm and urgency attributes to identify and classify project stakeholders.