The literature illustrates an interest in the difference between the practice of project managing and strategizing as the two practices are difficult to combine owing to their different focus.
In the theoretical articles, Clegg et al. (2018) set out to provide an agenda for further practice-based research in project portfolio management. Biesenthal et al . (2018) suggest a value in studying the institutional differences in megaproject and doing this by “taking a cue” from the strategy-as-practice approach. Flood and Issa (2010) suggest that the research practitioner should use strategizing as a step in developing an empirical model. Finally, the use of sensemaking, to create scenarios and narratives as a mean of strategizing, is addressed by ( Wright, 2005 ). He stresses that practitioners working at the periphery of the firm (project manager) tend to construct their strategy by induction rather than the rational strategists at the center of the firm.
This is an indication of how the project can shape the strategizing process of project managers. Several of the empirical articles also discuss the role of the firm. Sage et al. (2012) note in their study (on lean construction strategizing) that concepts are continuously translated and transformed during their journey through different contextual settings – and so are people. A group of practitioners working mainly in the firm will thus be working under the influence of the organizational context of the firm, while the practitioners working in projects will be working under the institutional influence of both the firm and the project.
Also, Löwsted et al. (2018) and Koch et al. (2015) discuss how “project actualities” and “nature of the situated practices which surround” operational strategizing afford project actors’ legitimacy and shape practices. Their findings suggest that the traditional PM focusses on principles of project fulfillment, and a narrow focus on how the project performs according to these, is insufficient and can benefit from a more nuanced perspective of the contextual factors that influence project practices. This is also noted by Vit (2011 ) who suggests that technical rationality is overridden in certain contexts. Davies et al. (2016) illustrate how specific dynamic capabilities, including strategic behaviors and collaborative processes, that are required to deliver complex projects, are based on the ability to balance routine and innovative action in changing and uncertain project environments.
The SAP perspective may thus also offer some insights into the opportunities for building construction project teams. In SAP, practitioners are those involved in doing strategy. The strategy practitioner may refer to an individual or a group of individuals ( Jarzabkowski and Spee, 2009 ). This group of practitioners will often be joined in communities of actors or project teams. As Baiden et al. (2006) argue, a failure to collaborate effectively in the project teams has been seen as a major cause behind the productivity issue, stressing the need for effective PM.
In the construction industry, a belief in clearly planned and defined project roles and responsibilities as a basis for PM exists. This is, however, contrary to Whittington et al. ’s (2006) claim that strategizing and organizing run together as a smooth simultaneous activity.
The industry needs to ask itself if the deterministic PM approach focusing on stability could cause a loss of opportunity to develop practices toward better productivity. One way to address this issue may be with the introduction of new organization forms in guise of, e.g. integrated project delivery or strategic partnerships ( Gottlieb et al. , 2018 ).
Another approach is that of knotworking, a new form of collaboration which shows promising results ( Buhl et al . 2017 ). Results, which offer a more fluid, approach to the matter. Finally, a developing practice, which may link PM and strategizing, is the use of facilitation for changing existing routines to develop practices ( Klitgaard et al ., 2017 )
In this paper, we investigated the link between strategizing practices and project management practices. This literature study shows that the role of SAP in the construction industry is an area of increasing interest and that the literature is sensitive to the practioners’ double obligation; toward their firm and toward the project in which they are involved.
The dominant logic concept suggests that awareness of the primary perspective on practice is necessary. It seems that as long as the determinisitic approach toward PM is so dominant in the industry, it may hinder strategizing practices. Strategizing and project management practice are clearly distinct practices although there is a clear co-dependency between them. We argue that a focus on both may offer insights into how the construction industry could improve its productivity by developing more robust management practices.
This literature study is based on a limited number of articles so further studies are necessary.
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Dear Colleagues,
The construction industry makes a significant contribution to the global economy. The output of the global construction industry was over USD 10.7 trillion in 2020; approximately 13% of the global gross domestic product. However, it is still the second least digitalised sector in the world, with productivity stagnating around 2%. Construction projects require the coordination of many specialists and suppliers of products, components, and sub-elements to construct a building or a structure. Therefore, effective management of construction projects is essential to ensure timely completion that meets quality standards within the prescribed scope and budget. Furthermore, assuring sustainability is crucial to reduce the impact of construction on the environment. The construction industry is also affected by globalisation and increasing susceptability to disasters highlighting the need for resilience in the industry, especially after global pandemics and natural disasters.
Digitalisation and industrialisation pave the way to solve or mitigate numerous issues in the construction industry by transforming business operations, improving productivity and safety, ensuring quality and compliance to standards, increasing sustainability, among others. It is imperative for project managers and other construction stakeholders to be digitally oriented.
This article collection in construction and project management aims to explore advances in digital, sustainable, and industrialised construction solutions for prevalent issues in construction and project management. It will also investigate the impacts of globalisation and the need for resilience in the construction industry. Potential research topics include, but are not limited to, applications of blockchain technology, Building Information Modelling (BIM), the Internet of Things (IoT), Design for Manufacture and Assembly (DfMA), industrialised construction, circular economy, sustainable construction, building resilience and safety in the construction industry, and impacts of globalisation.
Prof. Dr. Srinath Perera Prof. Dr. Albert P. C. Chan Prof. Dr. Dilanthi Amaratunga Prof. Dr. Makarand Hastak Prof. Dr. Patrizia Lombardi Dr. Sepani Senaratne Dr. Xiaohua Jin Dr. Anil Sawhney Topic Editors
Construction project management – construction management, productivity and scheduling; risk management; lean construction; stakeholder management; procurement; quality management; Infrastructure management, profitability and International construction, globalisation
Digitalisation – Building Information Modeling (BIM); blockchain and smart contracts; Artificial Intelligence (AI), Machine Learning (ML) and Deep Learning (DL); barriers and challenges; Big data and data analytics; cloud computing; enterprise systems; Virtual Reality (VR), Augmented Reality (AR), and Digital twin; multicriteria spatial decision support systems (GIS-based)
Industrialisation – automation; robotics; offsite construction; Industrialisation 4.0; 3D printing; drones; Internet of Things (IoT) and sensors; smart cities; supply chain management; Design for Manufacture and Assembly (DfMA)
Sustainability – waste management; life cycle carbon management; environment sustainability; social sustainability; circular economy; energy management; green buildings; climate change
Resilience – disaster management, building resilience, improving social, environmental and economic resilience
Health & Safety – occupational health and safety; environmental hazards; toxic waste; risk assessment (including hazard prevention, control and management); human factors and machine interaction; mental health; disability management
Journal Name | Impact Factor | CiteScore | Launched Year | First Decision (median) | APC |
---|---|---|---|---|---|
applsci | 2011 | 17.8 Days | CHF 2400 | ||
automation | - | 2020 | 20.6 Days | CHF 1000 | |
buildings | 2011 | 17.2 Days | CHF 2600 | ||
informatics | 2014 | 33 Days | CHF 1800 | ||
safety | 2015 | 27.3 Days | CHF 1800 | ||
sustainability | 2009 | 20 Days | CHF 2400 |
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This paper studies the business process known as project management. This process has exhibited a remarkable growth in business interest over the last 15 years, as demonstrated by a 1000% increase in membership in the Project Management Institute since 1996. This growth is largely attributable to the emergence of many new diverse business applications that can be successfully managed as projects. The new applications for project management include IT implementations, research and development, new product and service development, corporate change management, and software development. The characteristics of modern projects are typically very different from those of traditional projects such as construction and engineering, which necessitates the development of new project management techniques. We discuss these recent practical developments. The history of project management methodology is reviewed, from CPM and PERT to the influential modern directions of critical chain project management and agile methods. We identify one important application area for future methodological change as new product and service development. A list of specific research topics within project management is discussed. The conclusions suggest the existence of significant research opportunities within project management.
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Correspondence to Nicholas G. Hall .
Nicholas G. Hall is Professor of Management Sciences in the Fisher College of Business at The Ohio State University. He holds B.A., M.A. degrees in economics from the University of Cambridge, a professional qualification in accounting, and a Ph.D. (1986) from the University of California at Berkeley. His main research interests are in tactical operations issues, especially project management, scheduling and pricing, public policy and sports management problems. He is the author of over 70 refereed publications, and has given over 260 academic presentations, including 88 invited presentations in 20 countries, 6 conference keynote presentations and 6 INFORMS tutorials. A 2008 citation study ranked him 13th among 1,376 scholars in the operations management field. He is a Fellow of the Institute for Decision Making under Uncertainty of the Chinese Academy of Sciences. He won the Faculty Outstanding Research Award of the Fisher College of Business in 1998 and 2005.
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Hall, N.G. Project management: Recent developments and research opportunities. J. Syst. Sci. Syst. Eng. 21 , 129–143 (2012). https://doi.org/10.1007/s11518-012-5190-5
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ew, recent p. actical developments, opportunities for research 1. IntroductionA project is conventionally defined as a "temporary endeavor undertaken to create. unique product or service" (Project Management Institute 2008). Alternatively, a project can be thought of as a well defined set of tasks that must all.
The quality as a concept has a deep root in the history, anyway the quality profession greatly evolved after World War II when suddenly people's lives could be destroyed by poor quality products (1) . Edwards Deming one of the famous quality expert and scholar emphasized that the keys to quality are in management's hand. According to him 85 percent of the quality problems are due to the ...
Academia.edu is a platform for academics to share research papers. Journal of Construction Project management and Innovation ... Download Free PDF. ... Civil Construction Project Management has been so relevant in the actualizing of Civil Projects which in turn expands development in societies. Innovation in construction techniques has also ...
Construction material is a critical element in the construction project as it contributes a major portion to the cost of projects. Construction material constitutes a major cost component in any construction project. The cost of material may be 50% to 70% of the total construction cost depending on type of project.
This paper focuses on future research and the use of project management software in the construction industry. Data are drawn from an empirical study of project management professionals that ...
There are many strategies for scheduling construction projects; they incl ude critical path. method, Gantt chart, Work Breakdown Structure, time-scaled arrow diagram, line of balance. chart, S ...
BIM and Construction Law. The writing consists of main issues of adoption on BIM and covers the solutions provided by standard forms and protocols and discuss future solutions. Download. by Fatih Kaya. 4. Construction Management , Construction Law , Building Information Modeling (BIM) (Architecture) , BIM Procurement.
Jan-2024. The role of Material handling and wastage management for project success: the case of in Addis Ababa Housing Agency Ayat branch 2 low cost housing. Samuel, Hiruy. Jan-2024. Assessment of Project Quality management Practices: the Case of Oromia Engineering Corporation (ECO) Beyene, Geda. Feb-2024.