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Construction progress monitoring (CPM) is considered a difficult and tedious task in construction projects, which focuses on identifying discrepancies between the as-built product and the as-planned design. Computer vision (CV) technology is applied to automate the CPM process. However, the synergy between the CV and CPM in literature and industry practice is lacking. This study aims to fulfil this research gap.

A Delphi qualitative approach was used in this study by conducting two interview rounds. The collected data was analysed using manual content analysis.

This study identified seven stages of CPM; data acquisition, information retrieval, verification, progress estimation and comparison, visualisation of the results and schedule updating. Factors such as higher accuracy in data, less labourious process, efficiency and near real-time access are some of the significant enablers in instigating CV for CPM. Major challenges identified were occlusions and lighting issues in the site images and lack of support from the management. The challenges can be easily overcome by implementing suitable strategies such as familiarisation of the workforce with CV technology and application of CV research for the construction industry to grow with the technology in line with other industries.

This study addresses the gap pertaining to the synergy between the CV in CPM literature and the industry practice. This research contributes by enabling the construction personnel to identify the shortcomings and the opportunities to apply automated technologies concerning each stage in the progress monitoring process.

Recent research on construction project management (CPM) envisions addressing wider social good while delivering value to the funding organizations. It is complemented by a growing body of knowledge on social sustainability in construction projects. These two literature streams are currently scattered and there is a lack of holistic guidance on integrating social sustainability with CPM. The current study addresses this knowledge gap through a critical review of these two bodies of literature and thereby proposing a conceptual framework for socially sustainable CPM.

A conceptual modelling approach, involving sequential steps of knowledge acquisition, and knowledge abstraction and representation, has been used. Knowledge acquisition was based on a systematic search and short-listing of research articles and knowledge abstraction was performed through thematic analysis of the 81 shortlisted articles. The categories abstracted through thematic analysis were integrated and presented as the framework.

A framework for socially sustainable CPM, consisting of four social sustainability characteristics and six areas of social sustainability integration in CPM (SSI-CPM), has been proposed. It presents possibilities of integrating social concerns in CPM processes at various levels – ranging from permanent firms that provide resources to the temporary (project) organization that delivers value.

This study seeks to bridge the gap between theory and practice of realizing social good through construction projects. To this end, a conceptual framework has been proposed along with an agenda for future research encompassing social sustainability and CPM.

This article explores raters' understanding on the decision‐making process in the public service performance appraisal system (PAS) by looking at the cognitive processing models (CPM) steps involved. Presents the results of semi‐structured cognitive mapping interviews undertaken with novice raters in the Malaysia public service (MPS) context. Interviews were conducted using cognitive mapping protocol. The resultant causal cognitive maps explored findings from CPM applied in appraisal decision making. Explains the performance appraisal process and theoretical framework for the CPM. From the research findings, it is clear that raters recognised the CPM steps in their performance appraisal practice. The study also identifies individual differences in novice raters' CPM in terms of concepts and complexity. The findings are used to validate the CPM concepts suggested in related literature. Finally, the study discusses the implications of CPM in a broader context of performance appraisal decision‐making process.

Comparative performance measurement (CPM) is a tool that is increasingly advocated by both academics and practitioners yet its systematic implementation via consortium participation is rare. Using logistic regression and content analysis of survey results from Florida’s 297 city managers, the authors found support for performance measurement but limited belief in the utility and cost-effectiveness of CPM in their jurisdictions. Support for performance measurement as a management tool, organizational capacity, and belief in the Tiebout Hypothesis were found to be significant drivers of support for CPM. Graduate education was a significant predictor of assigning high priority to CPM, but community budget format was insignificant. These findings were consistent across both large and small cities. Respondents were skeptical regarding the benefits that might accrue to their jurisdictions relative to the time and resources needed for implementation.

This article aims to explore valuable insights into the construction progress monitoring (CPM) research domain, which include main research topics, knowledge gaps and future research themes. For a long time, CPM has been significantly researched with increasing enthusiasm. Although a few review studies have been carried out, there is non-existence of a quantitative review study that can deliver a holistic picture of CPM.

The science mapping-based scientometric analysis was systematically processed with 1,835 CPM-related journal articles retrieved from Scopus. The co-authorship analysis and direct citation analysis were carried out to identify the most influential researchers, countries and publishers of the knowledge domain. The co-occurrence analysis of keyword was assessed to reveal the most dominating research topics and research trend with the visual representation of the considered research domain.

This study reveals seven clusters of main research topics from the keyword co-occurrence analysis. The evolution of research confirms that CPM-related research studies were mainly focused on fundamental and traditional CPM research topics before 2007. The period between 2007 and 2020 has seen a shift of research efforts towards digitalization and automation. The result suggests Building Information Modelling (BIM) as the most common, growing and influential research topic in the CPM research domain. It has been used in combination with different data acquisition technologies (e.g. photogrammetry, videogrammetry, laser scanning, Internet of Things (IoT) sensors) and data analytics approaches (e.g. machine learning and computer vision).

This study provides the horizon of potential research in the research domain of CPM to researchers, policymakers and practitioners by availing of main research themes, current knowledge gaps and future research directions.

This paper represents the first scientometric study depicting the state-of-the-art of the research by assessing the current knowledge domain of CPM.

The purpose of this paper is to model the critical success factors of construction project management (CPM). Despite the emergence of construction project management as an academic discipline, existing instrument found in literature were for measuring the importance of Construction Managers and Project Managers skills or attributes yet the combined dual role of Construction Project Management as a discipline or profession remains under researched. After collecting 58 empirical observations from within the South African construction related organisations, the paper tests the theoretical relationships by using the structural equation modelling (SEM) technique. The research identifies six factors which are critical for the effectiveness of CPM. The study also highlights the benefits of modelling the factors using tradition methods such as bivariate correlation and multiple regression analysis techniques to extract factors of CPM. The results indicate that correlation between the “hard” and “soft” skills is necessary for the effective implementation of Construction Project Management. The proposed theoretical model not only has the potential to enhance competitive success but can act as a valuable diagnostic tool in addressing the effectiveness of construction project management.

This study aims to address the research gap about value in the holistic discourse of creative placemaking. It identifies and synthesises the often discounted social and environmental values of creative placemaking along with typically emphasised economic values.

This paper builds upon two research phases; first, a review and extraction of creative placemaking value indicators from relevant current urban, cultural and planning literature; and second, the identification of relevant, practice-based, value indicators through interviews with 23 placemaking experts including practitioners, urban planners, developers and place managers from the two largest cities of NSW, Australia; Sydney and Newcastle.

This study identifies three broad thematics for valuing creative placemaking along with several sub-categories of qualitative and quantitative indicators. These indicators reveal the holistic value of creative placemaking for its key stakeholders, including expert placemakers, designers, building developers, government and community groups. A key conclusion of the research is the need for tools that grasp the interconnected, and at times conflicting, nature of placemaking’s social, economic and environmental outcomes.

While a variety of value indicators exist to understand the need for ongoing resourcing of creative placemaking, stakeholders identified the limitations of current approaches to determine, represent and appraise the value of creative placemaking. The indicators of value proposed in this research consolidate and extend current discourse about the value of creative placemaking specifically. The indicators themselves have profound practical implications for how creative placemaking is conceived, executed and evaluated. Theoretically, the study builds on the deep relationships between values and practice in creative placemaking, as well as critiquing narrow forms of evaluation that entrench economic benefits over other outcomes.

The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process.

This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project.

Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process.

Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage.

This paper is a case study exploring the design of a new corporate performance management (CPM) system for a UK government agency. The UK Environment Agency employs 11,000 staff in more than 40 discrete management units (comprising hierarchical, geographic and functional divisions). It is pursuing a strongly devolved approach to the development of strategic and operational plans. This paper describes work done by the agency to introduce a novel corporate management system based on best practice third‐generation balanced scorecard processes. The case describes how this system was deployed at the corporate level and then within directorate, regional and area level units. The work in total involved the design and implementation of 44 balanced scorecards across the organisation. Within this framework, the new CPM system was positioned as the key mechanism of control for the entire organisation. The CPM is, however, taking different forms across the organisation, reflecting the differences in balance between management and strategic control priorities faced by different management groups. This paper explores the reasons the agency undertook the redesign of the CPM system, and looks at the design approach used to develop a system of control compatible with the needs of the organisation's devolved business units. The paper reports that the experience to date has been positive, and concludes with recommendations on future areas of research and ways to approach the issue of measure selection and use within complex devolved organisations.

The purpose of this paper is to evaluate privacy boundaries and explores employees’ reactions in employee monitoring.

The research used the metaphor of boundary turbulence in the Communication Privacy Management (CPM) theory to demonstrate the psychological effect on employees. The model comprised organizational culture, CPM, trust, and employee performance in employee monitoring to further investigated the influence exerted by organizational culture and how employees viewed their trust within the organization when implementing employee monitoring. Variables were measured empirically by administrating questionnaires to full-time employees in organizations that currently practice employee monitoring.

The findings showed that a control-oriented organizational culture raised communication privacy turbulence in CPM. The communication privacy turbulence in CPM mostly had negative effects on trust in employee monitoring policy, but not on trust in employee monitoring members. Both trust in employee monitoring policy and trust in employee monitoring members had positive effects on employee commitment and compliance to employee monitoring.

This research applied the CPM theory in workplace privacy to explore the relationship between employees’ privacy and trust. The results provide insights of why employees feel psychological resistance when they are forced to accept the practice of employee monitoring. In addition, this study explored the relationship between CPM and trust, and offer support and verification to prior studies.

For practitioners, the findings help organizations to improve the performance of their employees and to design a more effective environment for employee monitoring.

A research model was proposed to study the impacts of CPM on employee monitoring, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by organization managers and decision makers to make favorable tactics for achieving their goals of implementing employee monitoring.