This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.
Jaydeep Balakrishnan and Chun Hung Cheng
Given the creation of different types of knowledge propositions in project and production management, we discuss what we call ‘evangelical’ propositions and what as knowledge intermediaries our role should be in its dissemination. We examine both proposition accuracy as well as the process by which the proposition was arrived at. We suggest strategies for knowledge intermediaries to adopt in order to achieve balance in evaluating these developments. Further, we support our suggestions by examining the development of the Theory of Constraints (TOC) and Critical Chain Project Management (CCPM) and the debate that has accompanied these, as a case study. The debate relates to how much of the knowledge proposition in these is really new and whether the method of developing the proposition was lacking in some sense. Knowledge intermediaries, those who are expected to play an important role in disseminating knowledge, will be better prepared to deal with similar innovations in a balanced manner, by analyzing the case of TOC/CCPM.
Chien-Ho Ko and Jiun-De Kuo
Traditional formwork design processes entail considerable waste, increasing non-value-adding manpower costs and operational time. The purpose of this research is to use lean thinking in formwork design so as to enhance design correctness and eliminate waste through establishing a Lean Formwork Design Process. In the design process, the concurrent design concept is adopted to provide a visual communication platform for design team members using Building Information Modeling (BIM). Industry Foundation Classes (IFC) are used as a protocol for sharing design artifacts. Design correctness is established to review and correct design errors, thus allowing for the construction of an organizational learning environment. Finally, the Lean Formwork Design Process is conceptualized using stock-flow diagrams. A real case is used to validate the applicability of the proposed approach. Application results show that the proposed method can enhance design correctness and reduce manpower waste and operational time in formwork engineering. This study is one of the first to apply lean thinking to improve practices in formwork design.
Luli Hoxha and Cheryl McMahan
The world population is aging rapidly. The United Nations listed aging as one of the main social transformations of the twenty-first century. Aging impacts project managers as well. The most prevalent form of discrimination in workplaces is age discrimination. This study evaluated how project managers’ age influences project success. The population was 108 active or former project managers working in Albania or Kosovo. By using quantitative analysis, it was demonstrated that project managers’ age did not significantly predict project success. Therefore, there is a need to increase awareness among employers, so older project managers are not discriminated based on age.
R. S. Abdulrahman, A. D. Ibrahim and P. G. Chindo
For organizations to be successful, they should be committed in managing risk proactively and consistently throughout the project and equally important is the determination of the Risk Management Maturity (RMM) of organizations because it is the commencing point in the review of the current RM systems, practices, and culture of construction organisations. It was reported that construction organisations lack the knowledge of their capability to manage risk and as a result, JV projects continue to fail. Studies have identified, categorised and assessed risk associated with JV projects in their local and international context but no study has assessed the RMM of construction organisations in JV projects. Therefore, this study assessed the RMM of construction organisations in JV projects. The attributes and dimensions used to assess the RMM of construction organisations were identified from literature and used in the survey to collect data from respondents and subsequently analysed using the Fuzzy synthetic evaluation technique. Findings revealed that construction organisations undertaking JV projects are at the “defined maturity level” which means that these organisations only practice informal risk management and uses only qualitative risk assessment technique. The study recommends that further studies should focus on how to improve and move from the current RMM level of construction organisations to the next maturity level (managed and optimised).
Zahra Kahvandi, Ehsan Saghatforoush, Mohammad Mahoud and Christopher Preece
The right selection of implementation system for projects in the construction industry is critical to achieve success. Integrated Project Delivery (IPD), is a comprehensive implementation system which has in recent years been seen to play an effective role in projects improved efficiency. Implementing an IPD system to resolve various problems of traditional systems is very important; however there are several barriers to its implementation. In addition, rooting and classifying the barriers is very significant in being able to resolve them. The aim of this study is the identification of barriers to IPD basically extracted from existing case studies. In this research, the meta-synthesis qualitative method is used for identifying and classifying the IPD barriers. The results are presented in a comprehensive table, and then are illustrated as a pattern by using macro concepts. This pattern is useful for presenting barriers to IPD. Identifying the barriers and resolving them are as important as identifying the benefits of IPD in creating motivation for construction industry owners. They also serve to provide the context for required predictions in implementing this approach in the construction industry.