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Journal Cover International Journal of Project Management
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3039 journals]
  • Considering sustainability in project management decision making; An
           investigation using Q-methodology
    • Authors: A.J. Gilbert Silvius; Martin Kampinga; Silvana Paniagua; Herman Mooi
      Abstract: Publication date: Available online 8 February 2017
      Source:International Journal of Project Management
      Author(s): A.J. Gilbert Silvius, Martin Kampinga, Silvana Paniagua, Herman Mooi
      Sustainability is one of the most important challenges of our time. Projects play a pivotal role in the realization of more sustainable business practices and the concept of sustainability has also been linked to project management. However, how managers of projects consider sustainability in their operational daily work is still to be explored. This paper uses Q-methodology to investigate the consideration of sustainability aspects in the decision making processes of project managers. The research question was How are dimensions of sustainability considered in the decision-making processes of project managers in relation to the triple constraint of time, cost and quality? Based on the Q-sort of selected respondents, the study found that the consideration of sustainability principles is underrepresented, compared to the triple constraint criteria. However, the analysis of the individual Q-sorts revealed four distinct perspectives that differ significantly in their consideration of sustainability principles and triple constraint criteria.

      PubDate: 2017-02-13T19:36:31Z
      DOI: 10.1016/j.ijproman.2017.01.011
       
  • Editorial for IJPM special issue on advances in building information
           modeling (BIM) for construction projects
    • Authors: Mauro Mancini; Xiangyu Wang; Martin Skitmore; Raymond Issa
      Abstract: Publication date: Available online 6 February 2017
      Source:International Journal of Project Management
      Author(s): Mauro Mancini, Xiangyu Wang, Martin Skitmore, Raymond Issa


      PubDate: 2017-02-13T19:36:31Z
      DOI: 10.1016/j.ijproman.2016.12.008
       
  • The societal governance of megaproject social responsibility
    • Authors: Saixing Zeng; Hanyang Ma; Han Lin; Hongquan Chen; Jonathan J. Shi
      Abstract: Publication date: Available online 4 February 2017
      Source:International Journal of Project Management
      Author(s): Saixing Zeng, Hanyang Ma, Han Lin, Hongquan Chen, Jonathan J. Shi
      Megaprojects bear extensive and profound social responsibilities throughout the project lifecycle. The prolonged lifecycle and heterogeneous stakeholders of megaprojects have posed great challenges for the governance of the economic, social, and environmental issues involved. Hence, this study has elaborated on a conceptual governance framework to answer such crucial question: How to govern megaproject social responsibility? To be specific, the concept and characteristics of the governance of megaproject social responsibility have been proposed. Furthermore, a systematic framework of societal governance beyond corporate governance and public governance has been developed based on the “Business–Government–Society” view regarding megaproject social responsibility. We conclude that an integrative mechanism of corporations, the government, and the public is essentially required to facilitate and maintain efficient and effective societal governance, thus creating shared and sustainable value for all stakeholders throughout the megaproject lifecycle.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.012
       
  • Erratum to ‘Success conditions for international development capacity
           building projects’ (Int. J. Proj. Manag. vol. 35, issue 1, 2017, pages
           44–63)
    • Authors: Lavagnon A. Ika; Jennifer Donnelly
      Abstract: Publication date: Available online 3 February 2017
      Source:International Journal of Project Management
      Author(s): Lavagnon A. Ika, Jennifer Donnelly


      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.015
       
  • Critical success factors (CSFs) for integration of sustainability into
           construction project management practices in developing countries
    • Authors: Saeed Banihashemi; M. Reza Hosseini; Hamed Golizadeh; Shankar Sankaran
      Abstract: Publication date: Available online 2 February 2017
      Source:International Journal of Project Management
      Author(s): Saeed Banihashemi, M. Reza Hosseini, Hamed Golizadeh, Shankar Sankaran
      This study looks at the critical success factors (CSFs) affecting integration of sustainability into project management practices of construction projects in developing countries. Having innovation diffusion theory as the theoretical point of departure, CSFs pertaining to the triple bottom line of sustainability (environmental, social and economic) were identified through a comprehensive review of literature. These were customised for the context of developing countries by conducting 16 semi-structured interviews and were presented in form of a conceptual model. The model was validated through a survey returning 101 completed questionnaires with partial least squares structural equation modelling (PLS-SEM) as the method of analysis. This study contributes to the field by presenting one of the first studies in its kind focusing on CSFs for integration of sustainability into project management practices for construction projects within the context of developing countries.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.014
       
  • Project procurement management: A structured literature review
    • Authors: Maria Creuza Borges de Araújo; Luciana Hazin Alencar; Caroline Maria de Miranda Mota
      Abstract: Publication date: Available online 28 January 2017
      Source:International Journal of Project Management
      Author(s): Maria Creuza Borges de Araújo, Luciana Hazin Alencar, Caroline Maria de Miranda Mota
      Selecting the right supplier for an assignment, as well as evaluating this supplier's performance while the contract is being implemented, plays an important role in ensuring a good project outcome. In this context, this paper presents the results of a systematic literature review of the criteria and the methods used in the phases of selecting and evaluating suppliers in projects, as given in papers published from 1973 to 2015. The papers were classified into categories in accordance with the type of project and the phase of the procurement process, investigating what criteria and methods are the most widely used for selecting suppliers and evaluating the performance of suppliers in projects. The results have revealed that the procurement process may have to consider new perspectives, such as client/supplier relations, due to the importance of having partnerships with suppliers that meet organizational needs.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.008
       
  • Realizing value from project implementation under uncertainty: An
           exploratory study using system dynamics
    • Authors: Lin Wang; Martin Kunc; Si-jun Bai
      Abstract: Publication date: Available online 27 January 2017
      Source:International Journal of Project Management
      Author(s): Lin Wang, Martin Kunc, Si-jun Bai
      Project Implementation is not a trivial task even after careful planning and scheduling. One of the reasons is the existence of unexpected events at strategic and operational levels during the project execution process. This paper presents a system dynamics model of a project monitoring and control system. Embedded with both strategic and tactical uncertainties, the model experiments with typical remedial actions to disturbances during the implementation of a project under a behavioral paradigm. Simple proportional adjustment seems to work well under low levels of unexpected disturbances but prospect theory-based behavior works better under extreme situations. Our findings indicate over-reacting behavior, which is influenced by biases and reporting errors, can generate project escalation. Thus, thresholds for remedial actions should be implemented in project control and monitoring systems to avoid over-reacting behavior leading to escalation and waste of resources.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.009
       
  • Governance and governmentality in projects: Profiles and relationships
           with success
    • Authors: Ralf Müller; Li Zhai; Anyu Wang
      Abstract: Publication date: Available online 27 January 2017
      Source:International Journal of Project Management
      Author(s): Ralf Müller, Li Zhai, Anyu Wang
      This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success. Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss the findings, as well as theoretical and managerial implications.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.007
       
  • The hybrid IT project manager: One foot each in the IT and business
           domains
    • Authors: Dong-Gil Ko; Laurie J. Kirsch
      Abstract: Publication date: Available online 26 January 2017
      Source:International Journal of Project Management
      Author(s): Dong-Gil Ko, Laurie J. Kirsch
      As firms rely on advancing technologies to meet the demands of complex business processes, there is an increasing need for IT project managers (PMs) to resolve paradoxical tensions that accompany uncertainties. Paradoxical tensions exist because IT project knowledge has assumed a clear separation and borderline between business and IT. There is an increased pressure on PMs to resolve paradoxical tensions arising from short-term efficiency/goals versus longer-term flexibility/success. A field survey of 108 IT projects suggests that a shift in the required knowledge set of PMs is needed as their role expands to include greater responsibility and knowledge base – a hybrid PM with one foot in the IT domain and the other foot in the business domain – to deal with a diversity of paradoxes and contradictory demands associated with business and technical uncertainties. Shifting the focus of business knowledge towards PMs is likely to increase the chance of project success.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.013
       
  • Infrastructure financing with project bond and credit default swap under
           public-private partnerships
    • Authors: Shuai Li; Dulcy Abraham; Hubo Cai
      Abstract: Publication date: Available online 26 January 2017
      Source:International Journal of Project Management
      Author(s): Shuai Li, Dulcy Abraham, Hubo Cai
      This paper elaborates the use of project bonds and a credit default swap (CDS) in infrastructure financing under public-private partnerships (PPPs). First, a structural model is presented and calibrated using market data to estimate the default probability of a project company in a PPP project, which lays the foundation for determining the CDS premium. Second, the CDS is priced using the risk-neutral valuation method. Third, sensitivity analysis is conducted to evaluate the impacts of project parameters including capital structure, asset rate of return and volatility, bankruptcy loss rate, and tax rate on the default probability and CDS premium. This study concludes that it is beneficial to governments, project companies, and bond holders to implement bond financing in PPP projects with a fairly priced CDS.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.005
       
  • Benefit sharing for BIM implementation: Tackling the moral hazard dilemma
           in inter-firm cooperation
    • Authors: Linzi Zheng; Weisheng Lu; Ke Chen; Kwong Wing Chau; Yuhan Niu
      Abstract: Publication date: Available online 24 January 2017
      Source:International Journal of Project Management
      Author(s): Linzi Zheng, Weisheng Lu, Ke Chen, Kwong Wing Chau, Yuhan Niu
      Building information modeling (BIM) plays an important role in furthering value-creation of construction projects by advocating the inter-firm cooperation. When implementing BIM, however, individual firms inherently safeguard their self-interests regardless of the fact that inter-firm cooperation might reap joint BIM benefits for a project overall, which epitomizes a typical problem of moral hazards in project-based organizations. This paper develops an outcome-linked benefit sharing model that considers sharing joint BIM benefits among stakeholders including designers, contractors, and clients for tracking moral hazards therein. By modeling stakeholders' behaviors as evolutionary games within a principal–agent formalism, it has been deducted that (1) designers/contractors could be incentivized to cooperate had each stakeholder received a share higher than the quotient of BIM costs over value-creation in the design/construction phase; and (2) how joint BIM benefits can be more than noncooperation outcomes is key for clients to support BIM implementation.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.006
       
  • Project risk management: A deterministic quantitative technique for
           assessment and mitigation
    • Authors: Cinzia Muriana; Giovanni Vizzini
      Abstract: Publication date: Available online 24 January 2017
      Source:International Journal of Project Management
      Author(s): Cinzia Muriana, Giovanni Vizzini
      The paper presents a deterministic technique for assessing and preventing project risks, by determining the risk of the Work Progress Status. Firstly, the performance of the input factors, namely the costs, quality, and time, are detected, that reflect the Iron Triangle of the Project Management. As each phase ends, the actual values of the input factors are detected and compared with that planned, and corrective actions are taken for considering the impact of the actual performances on the overall project. Thus, the current risk degree of the project is determined through the Weighted Sum Method. If it is higher than planned, preventive actions are taken, in order to mitigate the risk of the entire project. Practical applications of the technique relate to routine projects and those cases in which the schedule/costs/requirements are to be defined in the planning phase, and deviations are detected in the progress phase.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.010
       
  • Classics in megaproject management: A structured analysis of three major
           works
    • Authors: Julien Pollack; Christopher Biesenthal; Shankar Sankaran; Stewart Clegg
      Abstract: Publication date: Available online 21 January 2017
      Source:International Journal of Project Management
      Author(s): Julien Pollack, Christopher Biesenthal, Shankar Sankaran, Stewart Clegg
      The paper explores three texts in the field of megaproject management that intersubjectively, in terms of community sentiment, might be considered ‘classics’. We deploy four criteria for a structured analysis that determines if the status of the works in question may be considered classic. The works examined are Megaprojects and Risk: An Anatomy of Ambition by Flyvbjerg, Bruzelius and Rothengatter; (2003) The Anatomy of Major Projects by Morris and Hough (1987) and Industrial Megaprojects by Merrow (2011). Based on these works we conclude with a prospectus for future research that will serve to develop the field of research into megaproject management.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.003
       
  • How to assess stakeholders' influence in project management? A proposal
           based on the Analytic Network Process
    • Authors: Pablo Aragonés-Beltrán; Mónica García-Melón; Jesús Montesinos-Valera
      Abstract: Publication date: Available online 20 January 2017
      Source:International Journal of Project Management
      Author(s): Pablo Aragonés-Beltrán, Mónica García-Melón, Jesús Montesinos-Valera
      In this paper we present a methodology to measure stakeholders' influences within a project from the point of view of the Project Manager. It is a novel proposal for the definition of “influence” among stakeholders based on a multiperspective approach. The concept of influence is broken down into criteria, evaluating different aspects that together define an index which measures the influence of each stakeholder with respect to the rest of the project team. This index is calculated with the Analytic Network Process. The methodology has been applied to a maintenance project for the Spanish National Railway Infrastructure company. Results show that the most influential stakeholders are the Contractor and the Signaling systems provider accounting for 40% of the total influence. These results have helped the Project Manager to be aware of the two most influential stakeholders and set the guidelines for the stakeholder management in the future.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.001
       
  • Beyond theory: Towards a probabilistic causation model to support project
           governance in infrastructure projects
    • Authors: Ibsen Chivata Cardenas; Hans Voordijk; Geert Dewulf
      Abstract: Publication date: Available online 19 January 2017
      Source:International Journal of Project Management
      Author(s): Ibsen Chivata Cardenas, Hans Voordijk, Geert Dewulf
      A new project governance model for infrastructure projects is described in this paper. This model contains causal mechanisms that relate a number of project governance variables to project performance. Our proposed model includes relevant variables for measuring project governance in construction projects in uncertain environments. The variables incorporated in the model consider project governance aspects of the relationships between the contracting party and contractors. These aspects cover the early involvement of the contractor in the design and estimation of costs, procurement procedures, integration of design and construction, the incentives and disincentives regime, risk allocation, contract flexibility, and actions that allow the contracting party to maintain bargaining power during possible renegotiations. The proposed model has prediction and diagnosis capabilities enabling decisions to be made on a project-by-project basis and is based on existing theoretical constructs. In developing the model, we used a database consisting of mutually independent records from 58 European infrastructure projects. The records originate from a review of the pre- and post-contract transactions made in these projects. We illustrate the use of the proposed model with examples. After a set of exhaustive analyses, we provide a ranking of the most robust governance actions and factors associated with the occurrence of cost and time underruns. In this way, we show that the proposed model can guide prioritizing project governance actions in specific settings.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.002
       
  • Addressing stakeholder complexity and major pitfalls in large cultural
           building projects
    • Authors: Ka Yan Mok; Geoffrey Qiping Shen; Rebecca J. Yang
      Abstract: Publication date: Available online 19 January 2017
      Source:International Journal of Project Management
      Author(s): Ka Yan Mok, Geoffrey Qiping Shen, Rebecca J. Yang
      Many countries have put substantial investment into constructing large and iconic cultural buildings because they are the emblems of civic pride, as well as tools to generalize cultural and economic benefits. However, stories of project failures are often heard in this rapid cultural building boom. In fact, many pitfalls in developing large cultural building projects (CBPs) are associated to the stakeholders since they are the actual central figures of a project. As such, addressing stakeholder complexity and understanding major pitfalls in CBPs from stakeholder perspective are crucial to the successful management of these projects, yet relevant empirical studies remain lacking. To fill this gap, case study of a large performing arts center was conducted. A holistic stakeholder analysis approach, which applies both rationalistic methods (e.g. social network analysis) and empirical methods (e.g. survey and interviews), was adopted to address stakeholder complexity in the case. Three major pitfalls in large CBPs were identified, including ‘developing accurate end users' requirements’, ‘balancing between aesthetics, functionality and resources’, and ‘leadership team makeup, vision, charisma and learning stance’. Their underlying causes and possible solutions were discussed. This study contributes theoretically by illustrating a holistic approach of analyzing and addressing stakeholder complexity, and provides practical value by understanding the pitfalls of CBPs from stakeholder perspective.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.009
       
  • “The aura of capability”: Gender bias in selection for a
           project manager job
    • Authors: Jeffrey K. Pinto; Peerasit Patanakul; Mary Beth Pinto
      Abstract: Publication date: Available online 16 January 2017
      Source:International Journal of Project Management
      Author(s): Jeffrey K. Pinto, Peerasit Patanakul, Mary Beth Pinto
      There have been numerous studies examining the various manners in which female managers are subjected to negative stereotypes and bias, and how such bias influences hiring decisions. We sought to study the job selection challenge within the specific context of project management, a discipline that has historically been viewed as male-dominated, focusing on perceived differences in male and female job candidates based on a set of critical personal/managerial characteristics, including perceived competence, trust, likeability, and lack of perceived self-interest. We developed a scenario-based survey questionnaire and a between-subjects research design, sampled 312 project management personnel and tested subjects' reactions to two candidates for a project management position, employing identical descriptions and language while only changing the candidate's name: Susan or Stan. Our results suggested that all independent variables are significant predictors of the likelihood of a project manager candidate being hired. We only found evidence of gender bias in relation to perceived technical competence; in situations where the perceived technical competence of the job candidate was low, the female candidate was less likely to be hired over a male counterpart. On the other hand, as a candidate's perceived technical competence increased, the resulting attributions were significantly more beneficial for the female job seeker, who was more likely to be hired over a male candidate.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2017.01.004
       
  • Managing social challenges in the nuclear decommissioning industry: A
           responsible approach towards better performance
    • Authors: Diletta Colette Invernizzi; Giorgio Locatelli; Naomi J. Brookes
      Abstract: Publication date: Available online 13 January 2017
      Source:International Journal of Project Management
      Author(s): Diletta Colette Invernizzi, Giorgio Locatelli, Naomi J. Brookes
      At the end of their lifecycle, several large infrastructure will have to be dismantled, presenting unfamiliar challenges. Therefore, project management will need to focus extensively on the delivery of successful decommissioning projects to meet stakeholders' expectations and funding constraints. While there is an extensive literature that investigates the techno-economic aspects of decommissioning, social aspects remain remarkably under-investigated. Even if stakeholder communication, involvement and engagement are widely believed to be key enablers for the success of a project, often the needs and preferences of local communities are neglected and a participatory-based form of dialogue averted. Consequently, decommissioning projects fail to meet their intended objectives. Focusing on the nuclear decommissioning industry, this paper addresses the literature gap concerning social responsibility. A deductive method to formulate and validate theories regarding the social challenges for decommissioning is developed through a review and analysis of salient case studies.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.002
       
  • Towards a design for the project-based organization
    • Authors: Maxim Miterev; Mauro Mancini; Rodney Turner
      Abstract: Publication date: Available online 12 January 2017
      Source:International Journal of Project Management
      Author(s): Maxim Miterev, Mauro Mancini, Rodney Turner
      Organization design is an established field of research within organization studies, focusing on different organizational forms, the array of the design strategies available to managers and their external and internal contingencies. However, our understanding of the complementary design choices available to managers of project-based organizations is limited. Building on both organization theory and design and project management literature this study identifies design choices available for the design of the project-based organization. Adopting the contingency perspective, it reviews the literature on project-based organizations to explore key factors that influence the design of the project-based organization in comparison with more traditional organizations. The resulting model offers a starting point for further studies on the design of the project-based organization. The study concludes by suggesting a research agenda in light of the results.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.007
       
  • Organisational design and development in a large rail tunnel project —
           Influence of heuristics and mantras
    • Authors: Therese Eriksson; Anna Kadefors
      Abstract: Publication date: Available online 7 January 2017
      Source:International Journal of Project Management
      Author(s): Therese Eriksson, Anna Kadefors
      In design phases of large and complex infrastructure projects, a main challenge is to coordinate numerous technical specialists. Heuristics, or cognitive rules of thumb, is one factor that may influence the development of organisational structures and routines, especially if project management discretion is high. A longitudinal case study, comprising non-participant observation over three years, was carried out of the early design phase of a major railway tunnel project. Availability and familiarity heuristics were found important, as well as coordination neglect — a general tendency to focus more on partitioning tasks than on coordination needs. Satisficing, meaning that the first acceptable organising solution is selected and retained, was found to be strong in temporary, transitory contexts. Shared heuristics were manifest as short catchphrases, or mantras. Clients should develop meta-routines and meta-functions to support adaptation within, and learning between, projects.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.006
       
  • A hybrid multi-objective decision model for emergency shelter
           location-relocation projects using fuzzy analytic hierarchy process and
           goal programming approach
    • Authors: Ashish Trivedi; Amol Singh
      Abstract: Publication date: Available online 4 January 2017
      Source:International Journal of Project Management
      Author(s): Ashish Trivedi, Amol Singh
      This paper presents a hybrid algorithm for efficiently managing location and relocation projects by proposing a hybrid multi-objective decision model based on analytic hierarchy process (AHP), fuzzy set theory and goal programming approach. The objectives of proposition are to minimise distance, risk, number of sites and uncovered demand and simultaneously maximise suitability based on qualitative factors while taking into consideration demand, capacity, utilisation and budgetary constraints. Since the problem is of multi-objective decision making, we solve it by converting all objectives into a single objective function using goal programming approach. Project managers can benefit from collective expertise of multiple decision makers as proposed model leverages their knowledge into automating shelter site selection and relocation process. The model attempts to achieve a compromise solution to multiple objectives in disaster recovery projects involving shelter location decisions. The results are validated by considering two real case studies of Nepal earthquake.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.004
       
  • Impact of specific investments, governance mechanisms and behaviors on the
           performance of cooperative innovation projects
    • Authors: AiHua Wu; Zhuo Wang; Sandy Chen
      Abstract: Publication date: Available online 30 December 2016
      Source:International Journal of Project Management
      Author(s): AiHua Wu, Zhuo Wang, Sandy Chen
      Inter-organizational collaborative innovation projects are increasingly cited as a “best practice” in R&D activities, this study seeks to understand the factors affecting performance of cooperative innovation projects from a new perspective: specific investments. Specific investments is important to the value creation for inter-organizational projects, however which can induce the “hold-up” problem, formal contracts and relational trust are two typical governance mechanisms employed to safeguard specific investments. This paper tests the effects of both mechanisms simultaneously using empirical studies focused on Chinese cooperative innovation projects, exploring the effects of specific investments, governance mechanisms and behaviors on cooperative innovation projects performance. The findings demonstrate that specific investments favor both, the formation of formal contracts and relational trust, and the effect of specific investments to performance is mainly influenced by relational trust. As such, this study contributes to governance theories in cooperative innovation projects management literature by empirically showing how specific investments affect cooperative innovation projects performance.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.005
       
  • How mediated power affects opportunism in owner–contractor
           relationships: The role of risk perceptions
    • Authors: Lianying Zhang; Qinzhen Qian
      Abstract: Publication date: Available online 29 December 2016
      Source:International Journal of Project Management
      Author(s): Lianying Zhang, Qinzhen Qian
      Contractor opportunism is an obstacle to close collaboration in owner–contractor relationships for construction projects. But little is known about what causes it. This study examines how the mediated power of an owner influences contractor opportunism from the risk perception perspective. Using data from 156 responses to an opinion questionnaire survey, the moderating effect of solidarity on the relationship between mediated power and risk perceptions in the owner–contractor relationship is explored. The data were analyzed with Partial-Least Squares Structural Equation Modeling (PLS-SEM). The results show that the relational risk perceptions and the performance risk perceptions of contractors have a positive influence on their tendency to become opportunist; while the mediated power of the owner can increase the contractor's negative perceptions of relational risks but not performance risks. High solidarity helps to weaken the positive influence of mediated power on the contractor's relational risk perceptions. These findings confirm that risk perception is an important perspective to understand why contractors behave opportunistically. In addressing this situation, owners should put themselves in the contractor's shoes to perceive what kinds of risks the contractor would face, and consider the potential impact of their own behavior to the contractor.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.003
       
  • Project sustainability strategies: A systematic literature review
    • Authors: Wenche Aarseth; Tuomas Ahola; Kirsi Aaltonen; Andreas Økland; Bjørn Andersen
      Abstract: Publication date: Available online 23 December 2016
      Source:International Journal of Project Management
      Author(s): Wenche Aarseth, Tuomas Ahola, Kirsi Aaltonen, Andreas Økland, Bjørn Andersen
      Because research focusing on sustainability in a project context is still nascent and fragmented, we carried out a systematic literature review covering all research published in five leading journals in the fields of project management and sustainable production prior to 2016. Our analysis revealed two distinct perspectives in the project sustainability research; one assumes the perspective of the project organisation delivering the asset while the second assumes the perspective of the host organisation. We identify and describe eight distinct strategies used by either the project organisation, its host, or both in collaboration to support sustainability goals. We complement the findings of our literature review with an illustrative empirical case focusing on the delivery of an innovative seawater-based heating solution in Norway.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.11.006
       
  • Public policy and projects: making connections and starting conversations
           — Joe Sanderson and Graham Winch
    • Authors: Joe Sanderson; Graham Winch
      Abstract: Publication date: Available online 23 December 2016
      Source:International Journal of Project Management
      Author(s): Joe Sanderson, Graham Winch


      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.12.001
       
  • A framework for community participation in post-disaster housing
           reconstruction projects: A case of Afghanistan
    • Authors: Zabihullah Sadiqi; Bambang Trigunarsyah; Vaughan Coffey
      Abstract: Publication date: Available online 20 December 2016
      Source:International Journal of Project Management
      Author(s): Zabihullah Sadiqi, Bambang Trigunarsyah, Vaughan Coffey
      The study aims to develop a framework for community participation that can inform a participatory approach more effectively when planning and developing post-disaster reconstruction projects. It focused on post-disaster housing reconstruction projects in Afghanistan. Semi-structured interviews were conducted to explore and explain the impact of the barriers upon community participation, and how such impact can be eliminated or reduced. The analysed results were extended to facilitate the development of a framework for more successful community participation in post-disaster reconstruction. This study identified five common barriers to community participation, which are: lack of community capacity, gender issues, lack of professional competence in NGOs, government policies and practices, and lack of adequate security. A logical framework is proposed as a pragmatic solution for community capacity development activities, which should lead to achieving the following objectives: to re-establish community structure; to encourage sense of project ownership; to provide disaster recovery support; and to provide livelihood opportunities.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.11.008
       
  • Design-Bid-Build (DBB) vs. Design-Build (DB) in the U.S. public
           transportation projects: The choice and consequences
    • Authors: Jane Park; Young Hoon Kwak
      Abstract: Publication date: Available online 20 December 2016
      Source:International Journal of Project Management
      Author(s): Jane Park, Young Hoon Kwak
      Should public-sector owners use Design-Build or Design-Bid-Build to deliver projects? To seek answers to this question, this study tackles the following questions related to fundamental decisions in the procurement process: 1) For which project owners are likely to employ one delivery method or the other? 2) To which contractor owners tend to award Design-Build projects? and 3) How different are the consequences of the decisions between the two methods in terms of cost and schedule? Economic theories of contract selection suggest that Design-Build would fit better with large, environmentally uncertain, and technologically challenging projects, thereby, requiring better-qualified contractors. However, analyses of comprehensive data on public transportation projects in Florida reveal some misfits between theories and the reality. Regardless, Design-Build seems advantageous to schedule control, while cost advantages of one method over the other is still inconclusive. This study concludes with some implications of these findings for efficient deliveries of public infrastructure projects.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.10.013
       
  • Cooperation under uncertainty: Assessing the value of risk sharing and
           determining the optimal risk-sharing rule for agents with pre-existing
           business and diverging risk attitudes
    • Authors: Yeshambel Melese; Sara Lumbreras; Andrés Ramos; Rob Stikkelman; Paulien Herder
      Abstract: Publication date: Available online 14 December 2016
      Source:International Journal of Project Management
      Author(s): Yeshambel Melese, Sara Lumbreras, Andrés Ramos, Rob Stikkelman, Paulien Herder
      The allocation of risk among the cooperating parties in a shared project is an important decision. This is especially true in the case of large infrastructure investments. Existing risk allocation methods are either simplistic or do not consider the effect of the agents' pre-existing businesses. In this paper, we model and analyse the effect of risk sharing when two agents want to co-develop an energy infrastructure project in an uncertain environment. The cooperating agents have a pre-existing risky business, and the new common project has a deterministic initial cost but random revenue potential. Our analysis shows that the optimal risk-sharing rule depends not only on the agents' risk aversions but also on the volatility of the common project profit, the volatilities of the agents' pre-existing businesses and the correlation of each agent's pre-existing business with the common project. An illustrative example based on energy infrastructure is used to show the implications of the sharing rule for partners.

      PubDate: 2017-02-06T14:45:07Z
      DOI: 10.1016/j.ijproman.2016.11.007
       
  • The effect of inter-organizational justice perceptions on organizational
           citizenship behaviors in construction projects
    • Authors: Benson T.H. Lim; Martin Loosemore
      Pages: 95 - 106
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Benson T.H. Lim, Martin Loosemore
      Project management literature has long argued that inter-organizational justice is a key driver of successful construction project delivery. It is argued that when people believe business transactions are fair, they are more likely to exhibit positive organizational citizenship behaviors such as working harmoniously, giving discretionary effort, respecting others, and collaborating to resolve problems. However, there has been little empirical evidence to support these assertions. To address this knowledge gap, an online survey of 135 consultants, contractors, subcontractors, and suppliers from across the construction project supply chain was undertaken. The results show that project participants' organizational citizenship behaviors are influenced by their perceived interpersonal justice in business transactions. However, the findings also offer a more nuanced understanding of the complexities and inter-connectedness of these relationships in showing how one type of inter-organizational justice acts on another in influencing project organizational citizenship behaviors. The results indicate that interpersonal justice is a key ingredient in bringing about positive organizational citizenship behaviors in construction projects and that project performance can be enhanced if project managers treat project participants with politeness, respect, and dignity.

      PubDate: 2016-11-16T22:24:07Z
      DOI: 10.1016/j.ijproman.2016.10.016
       
  • Addressing individual perceptions: An application of the unified theory of
           acceptance and use of technology to building information modelling
    • Authors: Robert Howard; Luis Restrepo; Chen-Yu Chang
      Pages: 107 - 120
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Robert Howard, Luis Restrepo, Chen-Yu Chang
      Building Information Modelling (BIM) is a technology with the potential to transform the construction industry, yet its proliferation remains stagnant. Existing research on BIM diffusion focuses on the industry, company, and project levels while disregarding the impact of perceptions at the individual level. This research aims to extend the Unified Theory of Acceptance and Use Technology (UTAUT) model to understand the perceptions that individuals have towards working with BIM. A survey was completed by 84 industry stakeholders and the results analysed against a modified UTAUT model that adds the variable of Attitude and employs moderators of Experience and Voluntariness. The results reveal that Performance Expectancy does not directly affect Behavioural Intention, signifying that BIM is perceived as an unrewarded addition to existing work processes. These findings evince the need to redefine strategies, policies, and incentive schemes in order to advance the acceptance of BIM in the U.K. and worldwide.

      PubDate: 2016-11-16T22:24:07Z
      DOI: 10.1016/j.ijproman.2016.10.012
       
  • Errors, lies and misunderstandings: Systematic review on behavioural
           decision making in projects
    • Authors: Verena Stingl; Joana Geraldi
      Pages: 121 - 135
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Verena Stingl, Joana Geraldi
      This paper provides a systematic review of the literature on behavioural decision making in projects. The field is blooming, and given the relevance of decisions in projects and the strong theoretical foundations of behavioural decision making, it offers to contribute to practice and theory in projects and beyond. However, the literature is fragmented and draws only on a fraction of the recent, insightful, and relevant developments on behavioural decision making. This paper organizes current research in a conceptual framework rooted in three schools of thinking—reductionist (on cognitive limitations—errors), pluralist (on political behaviour—lies), and contextualist (on social and organizational sensemaking—misunderstandings). Our review suggests avenues for future research with a wider coverage of theories in cognitive and social psychology and critical and mindful integration of findings and concepts across three schools.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.009
       
  • Effect of organizational culture on delay in construction
    • Authors: David Arditi; Shruti Nayak; Atilla Damci
      Pages: 136 - 147
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): David Arditi, Shruti Nayak, Atilla Damci
      Delay is one of the most common problems in the construction industry. This study aims to explore the relationship between a construction company's organizational culture and delay. A questionnaire survey was administered to construction companies located in the U.S. and India in order to collect data on their organizational culture and the amount of delay that they experienced in their projects. The results of this study show that construction organizations in the U.S. are dominated by “clan” culture whereas those in India are dominated by “market” culture. The study also shows that the percentage of delay relative to project duration is lower in the U.S. compared to India. Despite the fact that delays are caused by a multitude of reasons often mentioned in the literature, statistical analysis indicates that there is also a significant relationship between organizational culture and the magnitude of delays. This relationship could be useful for a construction company in cultivating an organizational culture that is expected to reduce project delay. It could also be of benefit to international contractors relative to their expectations vis-à-vis time performance in projects undertaken in different countries.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.018
       
  • Extensions of earned value management: Using the earned incentive metric
           to improve signal quality
    • Authors: L.-P. Kerkhove; M. Vanhoucke
      Pages: 148 - 168
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): L.-P. Kerkhove, M. Vanhoucke
      This research introduces novel control metrics for projects that use cost and/or time incentives. The proposed technique extends the traditional earned value management (EV M) methodology for project control. This is done by measuring the deviation in the accrual of incentives, rather than the time and cost performance relative to the planned schedule. The proposed dedicated approach avoids two key issues when controlling incentivized projects using traditional earned value management. Firstly, the impact of variations in the cost and time dimensions are adequately weighted in the control signals. Secondly, the technique is capable of monitoring the potential non-linear accrual of incentive amounts throughout the project. The performance of the proposed technique is tested by means of a computational experiment on 4200 projects of varying size, structure and type of incentive contract. The results show that the proposed technique improves signal quality when compared to traditional EV M metrics.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.014
       
  • Strategic planning characteristics applied to project management
    • Authors: Karen E Papke-Shields; Kathleen M. Boyer-Wright
      Pages: 169 - 179
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Karen E Papke-Shields, Kathleen M. Boyer-Wright
      This paper examines the application of strategic planning characteristics from prior strategic planning research to project management. Drawing from prior research in strategic planning, strategic information systems planning and strategic manufacturing planning, this research combines strategic planning characteristics derived from a rational approach with a second set of adaptive characteristics to create a comprehensive model. The resulting “rational adaptive” approach is then assessed empirically to evaluate its relevance to PM and whether it is associated with increased project success. In addition, the “rational adaptive” approach is mapped to established PM tools/techniques. Findings indicate that PM is captured by varying degrees of a rational adaptive approach, which is positively correlated with PM success and use of PM tools/techniques. These results suggest that strategic planning characteristics can be effectively incorporated into a generalized PM framework, yielding potentially useful insights regarding the relationship of PM behaviors to eventual project success.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.015
       
  • Coping with uncertainty and ambiguity through team collaboration in
           infrastructure projects
    • Authors: Derek H.T. Walker; Peter R. Davis; Andrew Stevenson
      Pages: 180 - 190
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Derek H.T. Walker, Peter R. Davis, Andrew Stevenson
      Managing risks and uncertainty are terms that are used interchangeably by project teams. Research on project procurement shows unexpected events in project delivery are often distinguished by these terms. This raises questions concerning how collaboration and coping ability help deal with inherent uncertainty and ambiguity. Using Weick's sense-making process of reflection and re-analysis a novel methodological approach was developed. A project database and contemporary literature was mined using the perspective of Snowden's Cynefin ambiguity framework. Two industry sourced examples provided support to the arguments made. The findings suggest that collaboration may lead to reduced people and process ambiguities and where ambiguity is revealed in projects it is often unrecognised, residing in a disordered zone. Observing ambiguity in this way provides a better understanding of ambiguity and advanced coping strategies. Having these perspectives is useful for identifying ambiguity where it may otherwise be missed or subsumed into risk and uncertainty.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.11.001
       
  • Theories for classification vs. classification as theory: Implications of
           classification and typology for the development of project management
           theories
    • Authors: Pooria Niknazar; Mario Bourgault
      Pages: 191 - 203
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Pooria Niknazar, Mario Bourgault
      Although ordering and classification schemes play a crucial role in the project management field, classification as a topic of study has been undervalued in the literature. Accordingly, there is a semantic confusion and lack of uniformity about the definitions and theoretical implications of two commonly used terms in project management: classification and typology. We argue that this issue hinders project management field from developing middle-range theories and flourishing theoretically compared to other fields of research. In this paper, we clarify the definitions and theoretical implications of project classification and typology so they can be fully used in theory development. We argue that typology – although it involves classification – is different than simple classification schemes. We also explain how theories for classification can be used to delimit project types in homogeneous project categories and develop middle-range theories; however, a typology itself is a unique form of theory that can capture the complex nature of projects. By clarifying these concepts, this paper points to promising directions for future development of theories in project management.

      PubDate: 2016-12-01T05:35:37Z
      DOI: 10.1016/j.ijproman.2016.11.002
       
  • Improving risk assessment in financial feasibility of international
           engineering projects: A risk driver perspective
    • Authors: Junying Liu; Feng Jin; Qunxia Xie; Martin Skitmore
      Pages: 204 - 211
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Junying Liu, Feng Jin, Qunxia Xie, Martin Skitmore
      Major engineering projects characterized by intensive technologies and high investment are becoming more complex with increasing risks in a global market. Because incorrect investment decision-making can cause great losses to investors, quantitative risk assessment is widely used in establishing the financial feasibility of projects. However, existing methods focus on the impact of uncertain parameters, such as income, on decision variables of investment, neglecting assessing the impact of risk events, such as the sales of products falling short of expectations. In the context of international engineering projects from a risk driver perspective, this paper presents an improved quantitative risk assessment model to help risk managers identify the direct relationships between specific risk events and decision variables of investment. Stress testing is also introduced to assess the negative impact of extreme risks. The new model is applied to an on-going international petrochemical project to demonstrate its use and validate its applicability and effectiveness.

      PubDate: 2016-12-07T15:45:07Z
      DOI: 10.1016/j.ijproman.2016.11.004
       
  • Discovering complexity and emergent properties in project systems: A new
           approach to understanding project performance
    • Authors: Jin Zhu; Ali Mostafavi
      Pages: 1 - 12
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Jin Zhu, Ali Mostafavi
      An integrated performance assessment framework based on consideration of complexity and emergent properties in project systems is proposed in this study. The fundamental premise of the proposed Complexity and Emergent Property Congruence (CEPC) framework is that a greater level of congruence between project emergent properties and complexity can potentially increase the possibility of achieving performance goals in construction projects. Two dimensions of project complexity (i.e., detail and dynamic complexity) and three dimensions of project emergent properties (i.e., absorptive, adaptive, and restorative capacities) in the proposed CEPC framework were verified through information collected from in-depth interviews with nineteen senior project managers. In addition, contributing factors to different dimensions of project complexity and emergent properties were identified from the interviews. The results highlight the significance of the CEPC framework in understanding complexity and emergent properties in project systems and providing a new theoretical lens for project performance assessment.

      PubDate: 2016-10-27T21:45:45Z
      DOI: 10.1016/j.ijproman.2016.10.004
       
  • Excessive software development: Practices and penalties
    • Authors: Ofira Shmueli; Boaz Ronen
      Pages: 13 - 27
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Ofira Shmueli, Boaz Ronen
      This study focuses on the tendency to develop software excessively, above and beyond need or available development resources. The literature pays little attention to this issue, overlooking its crucial impact and penalties. Terms used in reference to excessive software development practices include over-requirement, over-specification, over-design, gold-plating, bells-and-whistles, feature creep, scope creep, requirements creep, featuritis, scope overload and over-scoping. Some of these terms share the same meaning, some overlap, some refer to the development phase, and some to the final system. Via a systematic literature search, we first demonstrate the poor state of research about excessive software development practices in the information systems and project management areas. Then, we suggest a framework consolidating the problems associated with excessive software development in three ‘beyond’ categories (beyond needs, beyond resources, beyond plans), describe and analyze their causes, consequences, boundaries and overlapping zones. Finally, we discuss the findings and present directions for future research.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.002
       
  • Improving project forecast accuracy by integrating earned value management
           with exponential smoothing and reference class forecasting
    • Authors: Jordy Batselier; Mario Vanhoucke
      Pages: 28 - 43
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Jordy Batselier, Mario Vanhoucke
      In this paper, the earned value management (EVM) project control methodology is integrated with the exponential smoothing forecasting approach. This results in an extension of the known EVM and earned schedule (ES) cost and time forecasting formulas. A clear correspondence between the established approaches and the newly introduced method – called the XSM – is identified, which could facilitate future implementation. More specifically, only one smoothing parameter is needed to calculate the enhanced EVM performance factor. Moreover, this parameter can be dynamically adjusted during project progress based on information of past performance and/or anticipated management actions. Additionally, the reference class forecasting (RCF) technique can be incorporated into the XSM. Results from 23 real-life projects show that, for both time and cost forecasting, the XSM exhibits a considerable overall performance improvement with respect to the most accurate project forecasting methods identified by previous research, especially when incorporating the RCF concept.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.003
       
  • Success conditions for international development capacity building
           projects
    • Authors: Lavagnon A. Ika; Jennifer Donnelly
      Pages: 44 - 63
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Lavagnon A. Ika, Jennifer Donnelly
      Current research on success factors fails to adequately explain why development projects will achieve success in one setting yet not in others, thus making improvements to project management practice difficult. By examining the underlying conditions enabling project success, we provide additional context and practical meaning for success factors. Through a case-study and a qualitative analysis of twenty interviews with project practitioners, we look into four capacity building projects in Ghana, Indonesia, Sri Lanka and Vietnam and draw out structural, institutional, and managerial success conditions, whether they are initial or emergent. We further propose a hypothesis that high levels of multi-stakeholder commitment, collaboration, alignment, and adaptation are necessary for projects to succeed. Thus, we put the ability of projects to deliver development into context and call on practitioners to harness their ability to trigger development through a better understanding of enabling success conditions or the right circumstances under which projects thrive.

      PubDate: 2016-11-03T10:21:30Z
      DOI: 10.1016/j.ijproman.2016.10.005
       
  • PMO managers' self-determined participation in a purposeful virtual
           community-of-practice
    • Authors: Liz Lee-Kelley; Neil Turner
      Pages: 64 - 77
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Liz Lee-Kelley, Neil Turner
      Communities-of-practice (CoPs) have received significant attention within a variety of literatures but we remain largely ignorant of the potential of purposefully-created CoPs in global organisations. In this context, the challenge is likely to be convincing ‘masters’ (Wenger, 1998) on the merits of joining the conversation on practice at a distance, thus making the willingness for exchange a key to the quality and longevity of the community. We posed the question “Why would busy, dispersed, knowledgeable professionals want to join and participate in a deliberately-organised CoP?” Our 2-year collaborative action study allowed us to observe the CoP and its membership at close range. We conclude that autonomy, competence and belonging underscore participation, co-production and diffusion of innovative problem-solving and practice beyond the CoP. The study will inform organisations contemplating similar interventions and also serves as a basis for further investigation and theory building on organized CoPs by the research community.

      PubDate: 2016-11-09T15:34:46Z
      DOI: 10.1016/j.ijproman.2016.09.014
       
  • Investigating key challenges in major public engineering projects by a
           network-theory based analysis of stakeholder concerns: A case study
    • Authors: Ka Yan Mok; Geoffrey Qiping Shen; Rebecca J. Yang; Clyde Zhengdao Li
      Pages: 78 - 94
      Abstract: Publication date: January 2017
      Source:International Journal of Project Management, Volume 35, Issue 1
      Author(s): Ka Yan Mok, Geoffrey Qiping Shen, Rebecca J. Yang, Clyde Zhengdao Li
      The diversities of stakeholder concerns and intricate interdependencies between stakeholder concerns are important factors adding complexities to major public engineering projects (MEPs). Using case study and network-theory based analysis in a large reclamation project, this paper investigated the key stakeholder concerns and concern interdependencies of MEPs, and how they bring major challenges confronted by stakeholders. The network analysis identifies five major challenges of the case: “applying highly advanced and complex construction technology”, “mitigating project disruptions to the environment and marine ecology”, “conducting public and community consultation during construction phase”, “site constraints due to nearby air and marine traffic”, and “meeting government standard on the quality of new materials and equipment”. Recommendations are provided to alleviate these problems for future MEPs. This paper contributes to a new angle, the network perspective, of analyzing stakeholder concern interdependencies and their practical implications on MEPs. The findings provide useful insights on common pitfalls of MEPs.

      PubDate: 2016-11-09T15:34:46Z
      DOI: 10.1016/j.ijproman.2016.10.017
       
  • Cultural sense-making integration into risk mitigation strategies towards
           megaproject success
    • Authors: Ronald Dyer
      Abstract: Publication date: Available online 9 December 2016
      Source:International Journal of Project Management
      Author(s): Ronald Dyer
      Megaprojects have been described as extremely large-scale infrastructure projects typically costing over $1billion (Brookes, 2015). They are complex, take many years to develop and involve a multiplicity of stakeholders (public and private) to effect the proposed transformational benefits which impact millions of people (Flyberg, 2014). The nature of megaprojects depending on their management have either positive or negative impact on stakeholders and strongly influence megaproject success within the context of the iron triangle (cost, quality & time) (Atkinson, 1999). Consequently, social responsibility initiatives to better manage stakeholder risk and support successful execution of projects are often deployed. However, such initiatives often backfire and further challenge project delivery resulting in stereotyping and utilization of one size fits all approaches. This paper explores the implementation of megaprojects and their risk associated with social responsibilities (SR) in megaprojects through the lens of cultural sense-making. The paper propositions that a requisite understanding of the socio-cultural context of stakeholders through sense-making can act as a lever in stereotyping reduction thus improving risk management associated with megaproject success. The paper applies a problematization (Alvesson and Sandberg, 2011) perspective challenging underlying assumptions regarding existing risk management approaches in megaproject management and closely examining existing gaps as it relates to successful implementation.

      PubDate: 2016-12-14T03:39:51Z
      DOI: 10.1016/j.ijproman.2016.11.005
       
  • Selecting client's project control strategies in person-to-organization
           transactions
    • Authors: Yan Ning
      Abstract: Publication date: February 2017
      Source:International Journal of Project Management, Volume 35, Issue 2
      Author(s): Yan Ning
      Selection of inter-personal and inter-organizational control strategies has been widely examined. However, it is not known whether the findings could be generalized to the person-to-organization relationship setting. Taking dwelling fit-out projects as the empirical setting, this study aims to investigate client's project control strategy selection in person-to-organization transactions. A questionnaire-survey of clients who had completed a dwelling fit-out project before was carried out in China. This study re-affirms that project quality ambiguity would decrease outcome control; project-related knowledge facilitates behavior control. Additional insights are obtained that perceived legal enforceability has positive impacts, whereas quality performance ambiguity has negative impacts, on social controls. Perceived legal enforceability is positively associated with outcome and behavior controls. This study contributes to the literature of project control strategy selection by adding a new antecedent of perceived legal enforceability and extends the findings to the person-to-organization transactions. Implications for project controls are provided in the end.

      PubDate: 2016-12-07T15:45:07Z
       
  • Concentration risk and internal rate of return: Evidence from the
           infrastructure equity market
    • Authors: Martina Santandrea; Andrea Sironi; Laura Grassi; Marco Giorgino
      Abstract: Publication date: Available online 24 November 2016
      Source:International Journal of Project Management
      Author(s): Martina Santandrea, Andrea Sironi, Laura Grassi, Marco Giorgino
      Although an adequate risk sharing is considered essential for the value for money of Private Finance Initiatives (PFIs), research has not yet considered if the market concentration of equity holders influences the return of projects in which they invest. Basing on a comprehensive dataset of 706 UK PFIs, our analysis suggests that the equity market concentration influences the return on projects and, therefore, the price paid by the public sector to remunerate its private partners. Furthermore, the return on PFIs is correlated to the power exercised by the central lobby investors, mainly financial ones. Since the recent evolution of the PFI policy requires a greater involvement of equity holders, policymakers should take into consideration the market concentration risk that can significantly impact on the value for money of such projects.

      PubDate: 2016-12-01T05:35:37Z
      DOI: 10.1016/j.ijproman.2016.10.011
       
  • Knowledge transfers and project-based learning in large scale
           infrastructure development projects: an exploratory and comparative
           ex-post analysis
    • Authors: Geoffrey Aerts; Michaël Dooms; Elvira Haezendonck
      Abstract: Publication date: Available online 19 November 2016
      Source:International Journal of Project Management
      Author(s): Geoffrey Aerts, Michaël Dooms, Elvira Haezendonck
      In order to apprehend how employees (managers and engineers) active in state-owned enterprises (SOE) learn from and share working experience in large-scale infrastructure development projects, this research analyses the project-based knowledge transfer and learning that occurred in two complex infrastructure (PPP) projects. Using face-to-face interviews with both internal and external project participants, an ex-post comparative analysis is made of two large-scale Belgian rail infrastructure projects. The results indicate that transferring the public sector project teams from one project to another allows for inter-project learning to take place. The knowledge transfers from the project setting to the state-owned enterprise are mainly the transfer of individual and tacit knowledge focussing more on (inter-) personal and individual learning, than on organisational learning. The latter is caused by the limited perceived strategic value of the researched projects, because of their public–private partnership (PPP) finance structure. As such, project-based organisational learning for these large-scale infrastructure (LSI) projects remains underdeveloped.

      PubDate: 2016-11-23T10:55:57Z
      DOI: 10.1016/j.ijproman.2016.10.010
       
 
 
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