Project stakeholder

About: Project stakeholder is a research topic. Over the lifetime, 3317 publications have been published within this topic receiving 110056 citations. The topic is also known as: Project stakeholder.

Barriers to the integration of BIM and sustainability practices in construction projects : a delphi survey of international experts

Abstract: The built environment faces numerous challenges in its quest to be more productive and sustainable, and to the adoption of a smart and creative process of carrying out the various operations. This study aims to investigate the profound barriers faced by construction stakeholders in their attempts to integrate BIM and sustainability practices in the construction processes. A two-round Delphi survey formed the basis of aggregating consensus among the expert panel based on a set of 38 factors derived via content analysis of previous research studies. Descriptive and inferential tests were employed for data analysis, and the results validated using the interrater agreement analysis. The three key barriers by descending order of significance are industry's resistance to change from traditional working practices, an extended period of adapting to innovative technologies and the lack of understanding of the processes and workflows required for BIM and sustainability. Deductions were also made based on the comparative analysis of the expert groups. The findings will advance the implementation of BIM and sustainability practices in construction projects and enable project stakeholders to focus on addressing the critical challenges discussed in this study.

Managing project risk using combined analytic hierarchy process and risk map

Abstract: The main purpose of the study is to develop an integrated framework for managing project risks by analyzing risk across project, work package and activity levels, and developing responses. Design/methodology/approach: The study first reviews the literature of various contemporary risk management frameworks in order to identify gaps in project risk management knowledge. Then it develops a conceptual risk management framework using combined analytic hierarchy process (AHP) and risk map for managing project risks. The proposed framework has then been applied to a 1500km oil pipeline construction project in India in order to demonstrate its effectiveness. The concerned project stakeholders were involved through focus group discussions for applying the proposed risk management framework in the project under study. Findings: The combined AHP and risk map approach is very effective to manage project risks across project, work package and activity levels. The risk factors in project level are caused because of external forces such as business environment (e.g. customers, competitors, technological development, politics, socio-economic environment). The risk factors in work package and activity levels are operational in nature and created due to internal causes such as lack of material and labor productivity, implementation issues, team ineffectiveness, etc. Practical implications: The suggested model can be applied to any complex project and helps manage risk throughout the project life cycle. Originality/value: Both business and operational risks constitute project risks. In one hand, the conventional project risk management frameworks emphasize on managing business risks and often ignore operational risks. On the other hand, the studies that deal with operational risk often do not link them with business risks. However, they need to be addressed in an integrated way as there are a few risks that affect only the specific level. Hence, this study bridges the gaps.

Project management systems: Moving project management from an operational to a strategic discipline

Abstract: This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of ...