Project ambidexterity: case of recovering schedule delay in a brownfield airport project in India

Open access

Abstract

Planning deficiencies and consequent execution delays are likely to persist in infrastructure development projects. However, recovery of schedule delay is a less researched area. This case research, using a two-stage inquiry modeled on the grounded theory, studied the schedule delay recovery during the execution phase of a brownfield airport construction project. The analyses generated contextual evidence and ambidexterity was found to be the key underlying phenomenon for successful recovery measures. The empirical learning was validated with literature and can be used by practitioners looking to institute schedule recovery measures.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Airport Council International. (2013). ACI World Airport Development News. 02. Momberger Airport Information Air Trans Source Inc. pp. 1-8

  • Atkinson R. (1999). Project management: Cost time and quality two best guesses and a phenomenon its time to accept other success criteria. International Journal of Project Management 17(6) pp. 337-342.

  • Barney J. B. & Arikan A. M. (2001). The resource-based view: Origins and implications. In: Hitt M. A. Freeman R. E. & Harrison J. S (eds.). The Blackwell Handbook of Strategic Management. Blackwell Publishers Ltd. Oxford UK pp. 124-188.

  • Barrett P. & Sutrisna M. (2009). Methodological strategies to gain insights into informality and emergence in construction project case studies. Construction Management and Economics 27(10) pp. 935-948.

  • Bassioni H. Price A. & Hassan T. M. (2004). Performance measurement in construction. Journal of Management in Engineering 20(2) pp. 42-50.

  • Benbasat I. Goldstein D. K. & Mead M. (1987). The case research strategy in studies of information systems. MIS Quarterly 11(September) pp. 369-386.

  • Brady T. & Davies A. (2010). From hero to hubris - Reconsidering the project management of Heathrow’s Terminal 5. International Journal of Project Management 28(2) pp. 151-157.

  • Cao Q. & Hoffman J. J. (2011). A case study approach for developing a project performance evaluation system. International Journal of Project Management 29(2) pp. 155-164.

  • Chan A. P. C. & Chan A. P. L. (2004). Key performance indicators for measuring construction success. Benchmarking: An International Journal 11(2) pp. 203-221.

  • Coakes E. & Elliman A. (2011). Developing organisational stories through grounded theory data analysis: A case example for studying is phenomena. International Journal of Sociotechnology and Knowledge Development 3(2) p. 16.

  • Cooke-Davies T. (2002). The “real” success factors on projects. International Journal of Project Management 20(3) pp. 185-190.

  • Dvir D. Lipovetsky S. Shenhar A. & Tishler A. (1998). In search of project classification: A non-universal approach to project success factors. Research Policy 27(9) pp. 915-935.

  • Dvir D. Raz T. & Shenhar A. J. (2003). An empirical analysis of the relationship between project planning and project success. International Journal of Project Management 21(2) pp. 89-95.

  • Eden C. Williams T. Ackermann F. & Howick S. (2000). The role of feedback dynamics in disruption and delay on the nature of disruption and delay (D&D) in major projects. Journal of the Operational Research Society 51(3) pp. 291-300.

  • Eisenhardt K. M. (1989). Building theories from case study research. Academy of Management Review 14(4) pp. 532-550.

  • Flyvbjerg B. (2008). Curbing optimism bias and strategic misrepresentation in planning: Reference class forecasting in practice. European Planning Studies 16(1) pp. 3-22.

  • Flyvbjerg B. Holm M. K. S. & Buhl S. L. (2003). How common and how large are cost overruns in transport infrastructure projects? Transport Reviews 23(1) pp. 71-88. Available at: http://www.ncbi.nlm.nih.gov/pubmed/10062493.

  • Frimpong Y. Oluwoye J. & Crawford L. (2003). Causes of delay and cost overruns in construction of groundwater projects in a developing countries; Ghana as a case study. International Journal of Project Management 21(5) pp. 321-326.

  • Garvin M. J. (2007). Rethinking mega-project development strategies: Case study of Central Artery/Tunnel Project. Structure and Infrastructure Engineering 3(2) pp. 147-157.

  • Gibson C. B. & Birkinshaw J. (2004). The antecedents consequences and mediating role of organizational ambidexterity. Academy of Management Journal 47(2) pp. 209-226.

  • Glaser B. G. & Strauss A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. AldineTransaction A Division of Transaction Publishers Rutgers p. 271.

  • Goldkuhl G. & Cronholm S. (2003). Adding theoretical grounding to grounded theory: Toward multi-grounded theory. In: 2nd European Conference on Research Methods in Business and Management Reading UK.

  • Han S. Love P. & Peña-Mora F. (2013). A system dynamics model for assessing the impacts of design errors in construction projects. Mathematical and Computer Modelling 57(9-10) pp. 2044-2053.

  • Harrell C. Hendrix K. Gremos A. Coad K. Arnold J. (2004). Elements of a successful Brownfields redevelopment. In: Proceedings of the Air and Waste Management Association’s 97th Annual Meeting and Exhibition [June 22-25 2004] Indianapolis Indiana. pp. 5915-5924.

  • Hwang B.-G. Thomas S. R. & Caldas C. H. (2010). Performance metric development for pharmaceutical construction projects. International Journal of Project Management 28(3) pp. 265-274.

  • Iyer K. C. & Banerjee P. S. (2015). Facilitators and inhibitors in sector wide technology transfer projects in developing economies: An empirical study. The Journal of Technology Transfer p. 26. doi:

    • Crossref
    • Export Citation
  • Iyer K. C. & Banerjee P. S. (2016). Measuring and benchmarking managerial efficiency of project execution schedule performance. International Journal of Project Management 34(2) pp. 219-236.

  • Iyer K. C. & Jha K. N. (2006). Critical factors affecting schedule performance: Evidence from Indian construction projects. Journal of Construction Engineering and Management 132(8) pp. 871-881.

  • Jha K. N. & Iyer K. C. (2007). Commitment coordination competence and the iron triangle. International Journal of Project Management 25(5) pp. 527-540.

  • Killen C. P. Jugdev K. Drouin N. & Petit Y. (2012). Advancing project and portfolio management research: Applying strategic management theories. International Journal of Project Management 30(5) pp. 525-538.

  • Krueger D. C. Parast M. M. & Adams S. (2014). Six Sigma implementation: A qualitative case study using grounded theory. Production Planning & Control: The Management of Operations 25(10) pp. 873-889.

  • Laufer A. Gordon D. R. & Shenhar A. J. (1996). Simultaneous management: The key to excellence in capital projects. International Journal of Project Management 14(4) pp. 189-199.

  • Lehmann H. (2010). Research method: Grounded theory for descriptive and exploratory case studies. In his book titled: “The Dynamics of International Information Systems Anatomy of a Grounded Theory investigation”. Springer pp. 53-65.

  • Liu L. Wang X. & Sheng Z. (2012). Achieving ambidexterity in large complex engineering projects: A case study of the Sutong Bridge project. Construction Management and Economics 30(5) pp. 399-409.

  • Luu V. Kim S. & Huynh T. (2008). Improving project management performance of large contractors using benchmarking approach. International Journal of Project Management 26(7) pp. 758-769.

  • March J. G. (1991). Exploration and exploitation in organizational learning. Organizational Science 2(1) pp. 71-87.

  • Ministry of Statistics and Programme Implementation Government of India. (2014). Report on Central Sector Projects Rs. 150 Crore and Above Fourth Quarter Year 2013-14 Ministry of Statistics and Programme Implementation Government of India. pp. 1-10.

  • Nyborg A. & Bjorlo A. (1997). Hibernia GBS: Construction schedule recovery applying total quality management principles. In: Proceedings of the 29th Annual Offshore Technology Conference [5-8 May 1997] Texas Houston USA Richardson Tex. p. 8399.

  • Pinto J. & Slevin D. (1987). Critical factors in successful project implementation. IEEE Transactions on Engineering Management EM-34(1) pp. 22-27.

  • Planning Commission Government of India. (2012). Twelfth Five Year Plan (2012-2017) - Economic Sector Vol II Planning Commission Government of India. pp. 1-438.

  • Project Management Institute. (2007). Construction Extension to the PMBOK Guide 3rd edn. Project Management Institute Pennsylvania USA.

  • Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBoK Guide) 5th edn. Project Management Institute Newtown Square PA.

  • Ruuska I. Ahola T. Artto K. Locatelli G. Mancini M. (2011). A new governance approach for multi-firm projects : Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects. International Journal of Project Management 29(6) pp. 647-660.

  • Shami M. & Kanafani A. (1997). Coping with construction in operational airports : SFIA case study. ASCE Journal of Transportation Engineering 123(6) pp. 417-428.

  • Shenhar A. J. Dvir D. Levy O. Maltz A. C. (2002). Project success : A multidimensional strategic concept. Long Range Planning 34(2001) pp. 699-725.

  • Siemiatycki M. (2008). Managing optimism biases in the delivery of large-infrastructure projects: A corporate performance benchmarking approach. In: First International Conference on Infrastructure Systems and Services: Building Networks for a Brighter Future. IEEE Rotterdam pp. 1-6.

  • Storvang P. & Clarke A. H. (2014). How to create a space for stakeholders’ involvement in construction. Construction Management and Economics 32(12) pp. 1166-1182.

  • Strauss A. L. & Corbin J. M. (1998). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. SAGE Publications Thousand Oaks CA.

  • Tarafdar M. & Gordon S. R. (2007). Understanding the influence of information systems competencies on process innovation: A resource-based view. The Journal of Strategic Information Systems 16(4) pp. 353-392.

  • Toor S.-R. & Ogunlana S. O. (2008). Problems causing delays in major construction projects in Thailand. Construction Management and Economics 26(4) pp. 395-408.

  • Toor S.-R. & Ogunlana S. O. (2010). Beyond the “iron triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management 28(3) pp. 228-236.

  • Walker D. H. T. & Shen Y. J. (2002). Project understanding planning flexibility of management action and construction time performance: Two Australian case studies. Construction Management and Economics 20(November) pp. 31-44.

  • Yin R. K. (2003). Case Study Research: Design and Methods 3rd edn. SAGE Publications Thousand Oaks CA.

  • Yin Y. & Du Y. (2008). Process evaluation of public project management performance based on benchmarking. In: 2008 4th International Conference on Wireless Communications Networking and Mobile Computing Dalian China pp. 1-6.

  • Young R. & Poon S. (2013). Top management support - almost always necessary and sometimes sufficient for success: Findings from a fuzzy set analysis. International Journal of Project Management 31(7) pp. 943-957.

  • Zhu G. Bard J. F. & Yu G. (2005). Disruption management for resource-constrained project scheduling. Journal of the Operational Research Society 56(4) pp. 365-381.

  • Zhu Y. Su H. & Guo P. (2009). Factor analysis based buildup of index system for evaluation of Brownfield redevelopment project. In: International Conference on Management and Service Science 20-22 Sept. 2009 Wuhan/Beijing China DOI 10.1109/ICMSS.2009.5301300 p. 4.

  • Zwikael O. & Globerson S. (2006). Benchmarking of project planning and success in selected industries. Benchmarking: An International Journal 13(6) pp. 688-700.

Search
Journal information
Metrics
All Time Past Year Past 30 Days
Abstract Views 0 0 0
Full Text Views 269 134 4
PDF Downloads 204 146 20