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Journal Cover International Journal of Project Management
  [SJR: 1.497]   [H-I: 88]   [49 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3032 journals]
  • The role of the project manager in relationship management
    • Authors: Xianhai Meng; Paul Boyd
      Pages: 717 - 728
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Xianhai Meng, Paul Boyd
      Relationship management is recognized as a focus of the next generation of project management. As a major sector, the construction industry has increasingly embraced the concept of project-based relationship management. On the other hand, project managers have grown steadily in prominence. This research explores the contribution of construction project managers to relationship management through a combination of qualitative and quantitative methodologies. Project-based relationship management can be either internal or external. This research identifies 18 roles of project managers in internal relationship management (IRM) and 18 roles in external relationship management (ERM). As a result of data analysis, they are categorized into six internal role groups and five external role groups, respectively. In addition to role identification and categorization, this research provides evidence for the change in construction from traditional project management that concentrates on planning and control to new project management that highlights the importance of people and working relationships.

      PubDate: 2017-03-18T01:46:43Z
      DOI: 10.1016/j.ijproman.2017.03.001
  • The wisdom of conversations: Existential Hermeneutic Phenomenology (EHP)
           for project managers
    • Authors: Bradley Rolfe; Steven Segal; Svetlana Cicmil
      Pages: 739 - 748
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Bradley Rolfe, Steven Segal, Svetlana Cicmil
      This paper introduces Existential Hermeneutic Phenomenology (EHP) as an approach to reflecting on and studying the lived experience of project management practice. We argue that an EHP way of being is an effective approach for any practitioner confronted by significant existential disruptions to their practice. We develop our proposition of ‘the wisdom of conversations’ as an EHP enabled way for project managers' practical coping with otherwise potentially inhibiting existential disruptions. We understand EHP as a holistic philosophical practice which: 1. allows making the ‘lived experience’ of project management practice explicit for reflection, and 2. is available and useful to practitioners in the field. Heidegger provides the theoretical base through a language of existential categories, which are dimensions of being-in-the-world. Gendlin offers a practical method for accessing the states of being that Heidegger describes. Rorty offers promise, the ability to disclose new possibilities or ways of being-in-the-world through irony and practices of re-description.

      PubDate: 2017-03-25T17:08:33Z
      DOI: 10.1016/j.ijproman.2017.03.002
  • Something old, something new: Path dependence and path creation during the
           early stage of a project
    • Authors: Kirsi Aaltonen; Tuomas Ahola; Karlos Artto
      Pages: 749 - 762
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Kirsi Aaltonen, Tuomas Ahola, Karlos Artto
      Urban renewal projects involve several public and private stakeholders whose interaction during the project's early stage determines the scope of the project. Prior research has conveyed a somewhat ahistorical view of this early stage, based on the assumption that abundant design options are available to stakeholders. This study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden city of Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage. The findings show how a project and its stakeholders can be locked into a path that is affected by the stakeholders' shared history. The findings further reveal how external triggering events, emergent stakeholder dynamics, and active individual agency contribute to change in the project's goals, enabling breaking of the shared path and the gradual creation of a new path.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2017.03.004
  • IT benefits management in financial institutions: Practices and barriers
    • Authors: Marco Alexandre Terlizzi; Alberto Luiz Albertin; Heverton Roberto de Oliveira Cesar de Moraes
      Pages: 763 - 782
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Marco Alexandre Terlizzi, Alberto Luiz Albertin, Heverton Roberto de Oliveira Cesar de Moraes
      The adoption of Benefits Management (BM) is important to ensure that information technology (IT) projects add value to the organization; however, the literature still lacks empirical evidence about how organizations are adopting IT BM. The aim of this study is to further investigate how IT BM is adopted in Brazilian financial institutions. A multiple case study approach was implemented at four leading financial institutions in Brazil by means of interviews, document analysis and a survey of 186 IT professionals. The study identified six practices affecting the adoption of IT BM (bonuses are linked to benefits, PMO is responsible for developing an organisational BM process, Net Present Value is used for selecting projects, goals are set before approval, executive committee approves projects, benefits are measured after deployments) and seven barriers to its adoption (difficulty adopting BM in agile projects, benefits are difficult to quantify, process is slow and bureaucratic, controlling costs/benefits are non-mandatory activities, lack of knowledge of BM, difficulty using techniques, resistance to new controls), some of which are newly identified. Finally, an action plan to resolve these issues is presented.
      Graphical abstract image

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2017.03.006
  • Linking transformational leadership and work outcomes in temporary
           organizations: A social identity approach
    • Authors: Xiang Ding; Qian Li; Haibo Zhang; Zhaohan Sheng; Zeya Wang
      Pages: 543 - 556
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Xiang Ding, Qian Li, Haibo Zhang, Zhaohan Sheng, Zeya Wang
      Following the call to investigate whether the theory of leadership could be applicable in temporary organizations, this research examined the associations among transformational leadership (TFL), subordinate work engagement (WEG) and project turnover intention (PTI) in project settings. In addition, a subordinate's identification with the project is proposed as a social identity mechanism through which transformational project managers exert influence on subordinate work outcomes. The model is tested based on the data collected from a sample of 162 employees working in infrastructure projects located in China. Transformational leadership is found to positively relate to subordinates' work engagement and negatively relate to subordinates' project turnover intentions. Furthermore, project identification completely mediates the TFL-WEG relationship, whereas it partially mediates the TFL PTI relationship. These findings contribute to literature by extending the extant transformational leadership approaches in the context of temporary organization, and by broadening the leadership research in conjunction with social identity theory.

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2017.02.005
  • The role of project portfolio management in fostering both deliberate and
           emergent strategy
    • Authors: Julian Kopmann; Alexander Kock; Catherine P Killen; Hans Georg Gemünden
      Pages: 557 - 570
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Julian Kopmann, Alexander Kock, Catherine P Killen, Hans Georg Gemünden
      Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

      PubDate: 2017-03-05T02:40:13Z
      DOI: 10.1016/j.ijproman.2017.02.011
  • Organizational culture and knowledge transfer in project-based
           organizations: Theoretical insights from a Chinese construction firm
    • Authors: Yihui Wei; Stefano Miraglia
      Pages: 571 - 585
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Yihui Wei, Stefano Miraglia
      We conducted an empirical investigation of the impact that three main elements of organizational culture – artifacts, norms, and shared beliefs – have on the transfer of knowledge across projects in a project-based organization. Employing a single case study research design, we collected and analyzed rich and detailed information from documentation, archival data, and in-depth semistructured interviews with very experienced project managers of a Chinese construction firm. Our findings advance extant research on how the interplay between corporate-level organizational culture and cultural elements at lower organizational levels influences individual choices on (1) which types of knowledge are most important to transfer, (2) under which conditions knowledge may be shared or hoarded, and (3) the extent to which it is acceptable to share or hoard knowledge. The study also contributes to the literature on the legitimacy of knowledge by showing how organizational culture influences people's perceptions of “knowledge authority” and shapes their preferences for specific knowledge transfer mechanisms.

      PubDate: 2017-03-10T02:41:19Z
      DOI: 10.1016/j.ijproman.2017.02.010
  • Identifying and managing Drift-changes
    • Authors: Greg Usher; Stephen J. Whitty
      Pages: 586 - 603
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Greg Usher, Stephen J. Whitty
      This paper contributes to the body of knowledge regarding the project management of unexpected events by exploring a phenomenon which it terms Drift-changes. Drift-changes occur when external influences impact on a project causing it to deliver outcomes that were not originally requested or envisaged by the stakeholders. Using a Grounded Theory methodology, our research finds that Drift-changes are distinct from two previously identified change typologies, Plan-changes and Goal-changes. Our research provides clear criteria for the identification of Drift-changes and demonstrates that Drift-changes should be managed by using a Revision or Re-opening to shift the project to a goal-seeking mode, before establishing new project trajectories and shifting the project back to a goal-oriented mode.

      PubDate: 2017-03-10T02:41:19Z
      DOI: 10.1016/j.ijproman.2017.02.015
  • An empirical investigation into different stakeholder groups perception of
           project success
    • Authors: Kate Davis
      Pages: 604 - 617
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Kate Davis
      Organizations use projects to manage customized, one-off events across a wide range of functions. Project management is an essential operational tool and process that is utilized to effectively and efficiently manage resources, tasks and activities, and associated timelines. The purpose of this paper is to investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success by multiple stakeholder groups. Currently, there is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and shared use of success dimensions for a given project. This omission is the basis of the current work, which explores the impact of using all stakeholder views as opposed to a selected few to define project success. The research outcomes are important for informed managerial decision making that enables the minimization of major financial losses.

      PubDate: 2017-03-10T02:41:19Z
      DOI: 10.1016/j.ijproman.2017.02.004
  • Exploring the influence of external actors on the cooperation in
           public–private project organizations for constructing infrastructure
    • Authors: Leonie Koops; Marian Bosch-Rekveldt; Hans Bakker; Marcel Hertogh
      Pages: 618 - 632
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh
      Though different forms of public–private partnerships exist, in the organizational structure of most forms a public and a private project organization can be derived, resulting in two collaborating project organizations. The literature on project management however mostly considers one project organization. The literature on public–private partnerships considers the public part of the organization mostly as ‘the client’. This research focuses on the relationships between public and private organizations: the two collaborating project organizations, the relationship with their parent organizations, and with external actors. Exploratory interviews in three cases uncovered five mechanisms leading to tensions between project partners: ambiguity, conflict of interest, triangular relationships, unclear purpose and organizational context.
      Graphical abstract image

      PubDate: 2017-03-10T02:41:19Z
      DOI: 10.1016/j.ijproman.2017.02.012
  • Do prior interactions breed cooperation in construction projects? The
           mediating role of contracts
    • Authors: Yu Wang; Yongqiang Chen; Yongcheng Fu; Wenjing Zhang
      Pages: 633 - 646
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Yu Wang, Yongqiang Chen, Yongcheng Fu, Wenjing Zhang
      There has long been inconsistence on the relationship among prior interactions, contracts and cooperative behavior. This study aims to examine how prior interactions affect cooperative behavior, including the effects of prior interactions on cooperative behavior and the mediating role of the contract. We classify cooperative behavior as in-role and extra-role behavior, and contract as a three-dimensional construct, including control, coordination and adaptation. Collecting data from 200 contractors in Chinese construction industry, the empirical results demonstrate the significance of the effect of prior interactions, the relationship between contract and cooperative behavior, and the mediating role of contractual coordination. According to our result, increasing contractual coordination emerges from prior interactions, while contractual control and adaptation are not related to these repeated collaborations. The findings reflect the interconnectedness of real-life projects and provide a nuanced explanation to the complex relationships among prior interactions, contracts and cooperative behavior.

      PubDate: 2017-03-10T02:41:19Z
      DOI: 10.1016/j.ijproman.2017.02.019
  • Integrated management of on-site, coordination and off-site uncertainty:
           Theorizing risk analysis within a hybrid project setting
    • Authors: Mehrdad Arashpour; Babak Abbasi; Mohammadreza Arashpour; M. Reza Hosseini; Rebecca Yang
      Pages: 647 - 655
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Mehrdad Arashpour, Babak Abbasi, Mohammadreza Arashpour, M. Reza Hosseini, Rebecca Yang
      Hybrid infrastructure projects are defined as triads of on-site/coordination/off-site project dimensions. Interaction of uncertainties in such settings result in deviations from project objectives by causing time and cost overruns, safety issues, quality deficiencies, technical problems, and lack of client satisfaction. To address these, a holistic approach in identifying and analyzing risks in hybrid (multi-dimensional) projects is proposed. Towards this aim, three research hypotheses are developed and tested using data from seven projects in Melbourne, Perth and Adelaide, Australia. Practical implications of triadic risk analysis in hybrid infrastructure projects suggest executives and managers to put more emphasis on risks associated with coordination of on-site and off-site project dimensions. This approach significantly decreases the chance of deviations from project objectives.

      PubDate: 2017-03-18T01:46:43Z
      DOI: 10.1016/j.ijproman.2017.02.016
  • Identifying and contextualising the motivations for BIM implementation in
           construction projects: An empirical study in China
    • Authors: Dongping Cao; Heng Li; Guangbin Wang; Ting Huang
      Pages: 658 - 669
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Dongping Cao, Heng Li, Guangbin Wang, Ting Huang
      Grounded in institutional theory and the innovation diffusion literature, this paper identifies the motivations of designers and general contractors to implement BIM in construction projects, and investigates how different motivations are impacted by organisational BIM capability and other contextual factors. Results of factor analysis with survey data collected from China provide support for the theoretically developed motivation model which classifies BIM implementation motivations into four categories: image motives, reactive motives, project-based economic motives, cross-project economic motives. Hierarchical regression results suggest that although project participants will have stronger economic motivations to improve project performances as their BIM capability matures, this increase in economic motivations does not necessarily require a parallel decrease of desires to improve social image. Regression results also suggest that BIM implementation motivations relate to organisational ownership type and project characteristics. The findings contribute to a broadened understanding of the multi-dimensionality and dynamics of construction organisations' innovation implementation motivations.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2016.02.002
  • Mapping the managerial areas of Building Information Modeling (BIM) using
           scientometric analysis
    • Authors: Qinghua He; Ge Wang; Lan Luo; Qian Shi; Jianxun Xie; Xianhai Meng
      Pages: 670 - 685
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Qinghua He, Ge Wang, Lan Luo, Qian Shi, Jianxun Xie, Xianhai Meng
      The successful adoption of Building Information Modeling (BIM) leads to the subsequent need for improving management practices and stakeholders' relationships. Previous studies have attempted to explore solutions for non-technical issues; however, a systematic and quantitative review of the details of non-technical field, namely, the managerial areas of BIM (MA–BIM), seems to be missing. Hence, a scientometric approach is used to construct knowledge maps in MA–BIM, thereby allowing bibliometric data to provide an objective and accurate perspective in the field as a whole. Through keyword and abstract term analysis of 126 related papers published from 2007 to 2015, an integrated conceptual framework is proposed to summarize current status and structure future directions of MA–BIM based on five principal research areas. This study shows the transformation of MA–BIM from an individual approach to a wide-ranging organizational strategy. It provides new insights into managing BIM projects by referring to the accurate representation and analysis of previous research efforts.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2016.08.001
  • Understanding effects of BIM on collaborative design and construction: An
           empirical study in China
    • Authors: Yan Liu; Sander van Nederveen; Marcel Hertogh
      Pages: 686 - 698
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Yan Liu, Sander van Nederveen, Marcel Hertogh
      In construction projects, Building Information Modeling (BIM) influences on the common way of collaboration, including the roles of different participants. The goal of this research is to explore current practices and identify the critical effects of BIM on collaborative design and construction. Through a focus group discussion and interviews with BIM related participants, we explored project professions' understandings of BIM implementation on collaborative design and construction and adopted the grounded theory to analyze the qualitative data. Eight concepts influencing the development of BIM collaboration are identified and classified: (1) IT capacity, (2) technology management, (3) attitude and behavior, (4) role-taking, (5) trust, (6) communication, (7) leadership, (8) learning and experience. We discussed the taxonomy of BIM effects into three dimensions: technology, people and process. Our findings provide empirical insights into the collaborative nature of BIM construction projects and highlight the importance of collaboration within project teams in BIM project delivery.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2016.06.007
  • BIM-based idea bank for managing value engineering ideas
    • Authors: Chan-Sik Park; Ho-Jun Kim; Hee-Taek Park; Jong-Ho Goh; Akeem Pedro
      Pages: 699 - 713
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Chan-Sik Park, Ho-Jun Kim, Hee-Taek Park, Jong-Ho Goh, Akeem Pedro
      Value engineering is a proven management technique for generating benefits and improving the value of construction projects. However, due to kludgy and inconvenient past data and free-thinking techniques, idea generation during VE workshop is time-consuming and often relies on VE participants' experience. Although various studies have developed technical systems related to database management to overcome these limitations, the idea generation process is still recognized as an area to be improved. This study suggests a BIM-based VE Idea Bank to enable the systematic retrieval of past VE data, and efficient generation of new ideas. The system development includes: 1) Data model based on VE Idea Bank; 2) creating BIM objects; and 3) integrating BIM and VE Idea Bank. A prototype is developed and its effectiveness is assessed through system trials, interviews and questionnaires with 23 industry professionals. Interim results show that the proposed system has great potential to improve VE study efficiency.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2016.09.015
  • Erratum to ‘Success conditions for international development capacity
           building projects’ (Int. J. Proj. Manag. vol. 35, issue 1, 2017, pages
    • Authors: Lavagnon A. Ika; Jennifer Donnelly
      First page: 714
      Abstract: Publication date: May 2017
      Source:International Journal of Project Management, Volume 35, Issue 4
      Author(s): Lavagnon A. Ika, Jennifer Donnelly

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2017.01.015
  • Corruption in public projects and megaprojects: There is an elephant in
           the room!
    • Authors: Giorgio Locatelli; Giacomo Mariani; Tristano Sainati; Marco Greco
      Pages: 252 - 268
      Abstract: Publication date: April 2017
      Source:International Journal of Project Management, Volume 35, Issue 3
      Author(s): Giorgio Locatelli, Giacomo Mariani, Tristano Sainati, Marco Greco
      Despite the relevance of corruption in project selection, planning and delivery, the project management literature pays little attention to this crucial phenomenon. This paper sets the background to foster the discussion concerning how to select, plan and deliver infrastructure in corrupt project contexts. It presents the different types of corruptions and the characteristics of projects that are more likely to suffer from it. Corruption is particularly relevant for large and uncommon projects where the public sector acts as client/owner or even as the main contractor. Megaprojects are “large unique projects” where public actors play a key role and are very likely to be affected by corruption. Corruption worsens both cost and time performance, and the benefits delivered. This paper leverages the institutional theory to introduce the concept of “corrupt project context” and, using the case study of the Italian high-speed railways, shows the impact of a corrupt context on megaprojects.

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2016.09.010
  • Crafting an efficient bundle of property rights to determine the
           suitability of a Public‐Private Partnership: A new theoretical framework
    • Authors: Pauline Teo; Adrian J. Bridge
      Pages: 269 - 279
      Abstract: Publication date: April 2017
      Source:International Journal of Project Management, Volume 35, Issue 3
      Author(s): Pauline Teo, Adrian J. Bridge
      A Public–Private Partnership (PPP) procurement mode is poised to play a leading role in delivering global infrastructure. However, there is no fundamental microeconomic framework to determine whether a project or part/s of a project is a suitable PPP. This paper presents the development of a new theoretical framework that overarches and harnesses the application and integration of prominent microeconomic theories, namely, transaction cost and resource-based theories, property rights theory and principal-agent theory, to explain how an efficient bundle of property rights, associated with externalised project activities, is configured or crafted. This novel framework is developed to contribute significantly to advancing the rigour and transparency of PPP selection, as well as advancing theory of the firm. In turn, this change in current PPP thinking would appreciably increase the prospect of PPPs efficiently addressing the substantial appetite for this mode of procurement.

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2016.10.008
  • Knotting the net: From ‘design by deception’ to an object
           oriented politics
    • Authors: Silvana Revellino; Jan Mouritsen
      Pages: 296 - 306
      Abstract: Publication date: April 2017
      Source:International Journal of Project Management, Volume 35, Issue 3
      Author(s): Silvana Revellino, Jan Mouritsen
      Research on megaprojects points out the crucial role of politics in managing major infrastructure projects. Politics is often here presented as misrepresentation by the project maker who manipulates everyone else. This is where power is concentrated in the hands of the few. However, this approach may overlook another lateral version of politics by which power is plural and ubiquitous, and which, through Latour's notion of Dingpolitics, combines the questions ‘who has to be taken into account’ and ‘what has to be taken into account’. This brings the analysis further than stakeholder theory with its focus on abstract structural interests, towards articulated concerns about the objects that matter to people. Through analysis of the Italian system for stakeholder management—the so-called Conferenza di Servizi, which was organised according to stakeholder theory with an emphasis on representation of interested parties—this paper identifies the limitations of representation to predict the fate of a megaproject. Settlements based on interests are not able to capture all relevant actors and all relevant types of knowledge. In contrast to stakeholder theory, Dingpolitics explains project management as a process of finding out the multiple, evolving and sometimes indefinite contours of claims and concerns from many human and non-human actors by analysing both what actors are worried about and how their different concerns, ambitions and claims are composed.

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2016.10.006
  • Call for Short Papers for 5th IPMA Research Conference in Incheon, Korea,
           Nov 2-3, 2017
    • Authors: Yvonne Schoper
      Pages: 541 - 542
      Abstract: Publication date: April 2017
      Source:International Journal of Project Management, Volume 35, Issue 3
      Author(s): Yvonne Schoper

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2017.02.001
  • A dimensional model for describing and differentiating project teams
    • Abstract: Publication date: Available online 22 April 2017
      Source:International Journal of Project Management
      Author(s): Yaxian Zhou, Clara Man Cheung, Shu-Chien Hsu
      Most of the existing studies focus on using taxonomic structures to define different project team types; however, little consensus has been reached on the classification. This paper holds that greater consensus could be achieved by using a dimensional scaling approach to describe project teams. Based on the last 35years of project team research, a conceptual model is presented for describing and differentiating project teams according to seven dimensions: skill differentiation, interdependence, authority differentiation, team size, team longevity, virtuality, and sharedness. In addition, we illustrate the interrelationships among the dimensions. By using this model, we further explain how the 18 types of project teams discussed in the literature could be more effectively presented. Implications of the model as well as its limitations and possible future research directions are also explored.

      PubDate: 2017-04-23T03:02:36Z
  • Disaster recovery project management: A critical service
    • Authors: Yan Chang-Richards; Randy Rapp; Suzanne Wilkinson; Jason von Meding; Richard Haigh
      Abstract: Publication date: Available online 29 March 2017
      Source:International Journal of Project Management
      Author(s): Yan Chang-Richards, Randy Rapp, Suzanne Wilkinson, Jason von Meding, Richard Haigh

      PubDate: 2017-04-02T08:24:18Z
      DOI: 10.1016/j.ijproman.2017.03.003
  • Identifying combinations of control strategies in dwelling fit-out
           projects: A latent profile analysis
    • Authors: Yan Ning
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Yan Ning
      Despite a wealth of research examining the interplay between formal and social controls, the results still presented great contradictories thus far. One reason might be that these studies failed to recognize the existence of latent subgroups differing in the configuration of formal and social controls. To bridge this gap in knowledge, this study adopts a configurational approach to analyze how project control strategies configure in unobserved subgroups. A questionnaire-survey of dwelling fit-out projects was undertaken in China. Data was analyzed using latent profile analysis. Three latent subgroups are identified from the dataset. These are high control profile, moderate control profile and behavior-social control profile. It is also found that high control profile is associated with better project outcomes than the other two profiles. This study contributes a configurational approach to the project control literature. Implications for project controls are provided in the end.

      PubDate: 2017-03-25T17:08:33Z
  • Governing public–private partnerships for sustainability
    • Authors: Marlies Hueskes; Koen Verhoest; Thomas Block
      Abstract: Publication date: Available online 22 March 2017
      Source:International Journal of Project Management
      Author(s): Marlies Hueskes, Koen Verhoest, Thomas Block
      There is a recognized need to incorporate sustainability considerations in infrastructure projects delivered through public–private partnerships (PPPs). The aim of this study is to explore how such incorporation can be encouraged. The research is based on a documentary analysis of 25 Flemish PPP infrastructure projects and two follow-up single-case studies. The findings show that sustainability considerations currently play only a limited role, and that the social dimensions of sustainability are largely neglected. It seems likely that this neglect is due to the difficulties encountered in formulating measurable social sustainability criteria. Based on case studies, several governance instruments are presented that might stimulate more consideration for sustainability. This study should, therefore, be of value to practitioners who wish to procure sustainable PPP projects. However, it must be noted that a “strong” sustainability perspective seems inherently incompatible with the contractual PPP project structure, which requires measurable and enforceable performance indicators.

      PubDate: 2017-03-25T17:08:33Z
      DOI: 10.1016/j.ijproman.2017.02.020
  • Organisational complexity in infrastructure reconstruction – A case
           study of recovering land drainage functions in Christchurch
    • Authors: Kristen MacAskill; Peter Guthrie
      Abstract: Publication date: Available online 18 March 2017
      Source:International Journal of Project Management
      Author(s): Kristen MacAskill, Peter Guthrie
      This paper examines organisational arrangements in a case study of post-earthquake reconstruction in Christchurch, New Zealand. It explores, through qualitative research, the impact of organisational scope on shaping infrastructure reconstruction decisions and how this relates to project management. The study demonstrates how inter-organisational relationships and the remit of individual organisations had a significant bearing on decision-making in addressing land drainage issues in the Christchurch case. Restoring land drainage proved to be particularly challenging in the reconstruction due to issues related to organisational complexity. The study concludes that early recognition and active exploration of organisational scope provides the opportunity for representatives from the relevant organisations to identify possible means of collaboration and can help to overcome complexities presented by a reconstruction context. However, political agendas and different requirements placed on organisations may ultimately hamper the extent to which the intended collaboration occurs.

      PubDate: 2017-03-25T17:08:33Z
      DOI: 10.1016/j.ijproman.2017.02.013
  • Announcement of the IPMA Research Awards 2016
    • Authors: Helgi Thor Ingason
      Abstract: Publication date: Available online 22 February 2017
      Source:International Journal of Project Management
      Author(s): Helgi Thor Ingason

      PubDate: 2017-02-25T14:08:34Z
      DOI: 10.1016/j.ijproman.2017.02.007
  • 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
  • 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
    • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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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