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1 – 10 of 448Eirini Gallou and Kalliopi Fouseki
The purpose of this paper is to propose the use of social impact assessment (SIA) principles to evaluate the contribution of cultural heritage to social sustainability, supporting…
Abstract
Purpose
The purpose of this paper is to propose the use of social impact assessment (SIA) principles to evaluate the contribution of cultural heritage to social sustainability, supporting both a people-centered and socially responsible approach to heritage management.
Design/methodology/approach
Specifically, the paper explores SIA as a methodological tool for post-project evaluation, used to define projects’ contributions to aspects of social sustainability through analyzing impacts of participation in a rural context case study, that of the Scapa Flow landscape heritage scheme in Orkney Islands, Scotland, UK.
Findings
Based on research findings from the thematic analysis of 40 semi-structured interviews on impacts (with heritage managers, planners and participants in the scheme), the paper proposes a combination of heritage value assessment process with social impact identification to achieve a context-relevant assessment of social sustainability. Existing research around social capital and sense of place supports the analysis of relevant impacts and heritage values. Findings support overlaps between socio-environmental impacts, when looking at the role of heritage for community well-being in rural contexts.
Research limitations/implications
The qualitative approach allows for a context-relevant, bottom up impact assessment and allows for multiple stakeholders perceptions to be included.
Practical implications
The proposed methodological approach has greater implications for the work of institutions and professionals involved in project evaluations that can inform participatory heritage project planning, ensuring high social relevance.
Social implications
Application of SIA principles in heritage sector can increase social benefits of heritage projects and enable wider community participation in processes of heritage management.
Originality/value
Through this case study, the effectiveness of SIA principles when applied in cultural heritage project evaluation is discussed, reflecting on a novel methodology for impact assessment in heritage.
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Jinchan Liu, Yubo Guo, Igor Martek, Chuan Chen and Jiawei Tian
This study develops a phase-oriented evaluation mechanism based on the public–private partnership (PPP) project process and provides a preliminary framework for the promotion of…
Abstract
Purpose
This study develops a phase-oriented evaluation mechanism based on the public–private partnership (PPP) project process and provides a preliminary framework for the promotion of the phase-oriented evaluation of PPPs in China.
Design/methodology/approach
Through a literature review and survey interviews the success criteria for the implementation process of PPPs are documented. Process success criteria findings are used to populate the content of the phase-oriented evaluation. The result is then tested, revised and improved through follow-up expert interviews.
Findings
This paper identifies PPP project process success criteria. Using these criteria, a phase-oriented evaluation framework is developed. Moreover, in consultation with industry experts in the PPP field, eight evaluation aspects were determined: confirmation of project compliance and performance, confirmation of value for money, confirmation of financial affordability, trend analysis of annual performance appraisal, risk review and early warning, rebankability analysis, project externality analysis, benchmarking analysis of similar projects. These eight application aspects are analyzed in the light of the outcomes of the resulting phase-oriented evaluation framework.
Research limitations/implications
The results of the research can only provide researchers and practitioners with generic insights regarding inputs into a phase-oriented evaluation of PPP projects. For any specific PPP project, the focus and priority of the evaluative content will vary.
Practical implications
A phase-oriented evaluation of PPP projects is put forward. This will allow project stakeholders to better track the progress of projects throughout what can be a lengthy implementation stage.
Originality/value
This study can provide governments and stakeholders with a new, theoretical understanding as to factors required of an effective phased evaluation of China's PPP projects. In that regard it will be significant value in PPP project policy and decision-making.
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The purpose of this article is to promote an innovative approach to education development projects by the application of business modelling tools and methods.
Abstract
Purpose
The purpose of this article is to promote an innovative approach to education development projects by the application of business modelling tools and methods.
Design/methodology/approach
The proposed method is based on tools and methods from the business modelling area, such as stakeholder mapping, SWOT analysis, business modelling canvas and scenario analysis. The applicability of the approach is illustrated by a case study conducted on an engineering programme, where qualitative and quantitative data were gathered through interviews, surveys and workshops.
Findings
Utilising business modelling tools for development projects in higher education gives several benefits: (1) knowledge-informed decision making; the methods require good understanding of the current situation as well as possible strategies to be applied, that is data gathering is necessary before decision making; (2) structured decision making by applying a step-by-step approach for the development project; (3) including different stakeholder's perspectives in order to gain a holistic understanding and avoid sub optimisation.
Originality/value
The approach promotes innovation and action driven development rather than a bureaucratic and metric based improvement process. Tools and models from the business area have previously been applied for educational development. However, a holistic business modelling approach for educational development has not yet been applied.
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Ricardo Banuelas, Charles Tennant, Ian Tuersley and Shao Tang
The literature suggests that a key ingredient for the successful six sigma implementation is project prioritisation and selection. The purpose of this paper is to identify what…
Abstract
Purpose
The literature suggests that a key ingredient for the successful six sigma implementation is project prioritisation and selection. The purpose of this paper is to identify what criteria are considered for selecting six sigma projects and how six sigma projects are selected in organisations in the UK.
Design/methodology/approach
Using a survey as a method of investigation, respondents were asked what criteria are considered to select projects and how potential projects are identified, prioritised, selected and evaluated.
Findings
The results of the survey indicate that UK organisations tend to select projects based on criteria such as customer satisfaction, financial benefits, top management commitment and those projects integrated with the company's strategy. Several tools and techniques such as cost benefit analysis, cause and effect matrix, brainstorming, Pareto analysis are employed to identify and prioritise projects.
Research limitations/implications
This paper is limited to the selection of six sigma in the UK. Further, empirical studies using larger sample sizes and greater geographical diversity may be helpful in validating the results of this study.
Practical implications
The identification of the most commonly used criteria to select six sigma projects can aid practitioners to select projects based on multiple criteria and using tools and techniques identified in this survey.
Originality/value
The provision of empirical data on the criteria used to select six sigma projects and how six sigma projects are selected.
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Youcef J.-T. Zidane and Nils O.E. Olsson
This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of…
Abstract
Purpose
This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners.
Design/methodology/approach
The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields.
Findings
This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts.
Research limitations/implications
This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts.
Practical implications
This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators.
Originality/value
This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.
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Ann T.W. Yu, Qiping Shen, John Kelly and Kirsty Hunter
To describe a research project which seeks to establish a value management framework for project briefing to systematically identify and clarify client requirements, and represent…
Abstract
Purpose
To describe a research project which seeks to establish a value management framework for project briefing to systematically identify and clarify client requirements, and represent these requirements precisely and explicitly to facilitate the design process.
Design/methodology/approach
Two research instruments are used: structured questionnaire survey to validate the theoretical framework established; and experiments to test the proposed value management framework with real‐life projects, supported by case studies.
Findings
The primary research findings of this project are the identification of 13 variables that have an impact on the briefing process, which form the basis of the theoretical framework. It is revealed that the theoretical foundation of the research supports the use of value management to the briefing process. Further validation will be completed by conducting questionnaire survey and real‐life case studies.
Originality/value
This paper improves comprehension of the nature, characteristics and problems of the briefing process. It also introduces the theoretical foundation of the research project and describes the process for the development of the value management framework for project briefing.
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Miia Martinsuo, Petri Suomala and Juho Kanniainen
Evaluation of product development projects is quite intuitive and subjective. The purpose of this paper is to analyze decision makers' value perceptions of organizational impact…
Abstract
Purpose
Evaluation of product development projects is quite intuitive and subjective. The purpose of this paper is to analyze decision makers' value perceptions of organizational impact before and after a project to explain how post‐project value perceptions are formed.
Design/methodology/approach
The research approach is hypothetic‐deductive and uses questionnaire data from 126 risky product development projects.
Findings
Pre‐project value perceptions explain post‐project value perceptions at a significant level and in a different way for different value dimensions. The results reveal two moderating effects by using a product development control system, and different product types.
Research limitations/implications
The study was limited to risky product development projects with external funding and their retrospective cross‐sectional survey. The findings imply a strong relation between the early‐stage value estimates and the latter‐stage value estimates, which may make change decisions difficult in risky projects.
Practical implications
The initial value priorities of the managers have an important role in escalating commitment, and such value priorities can be reflected in the use of formal evaluation criteria.
Originality/value
Many studies express the need to understand the organizational impacts of projects better and take them into account in decision making. This empirical study on the perceptions of managers offers evidence on the formation and evolution of the perceived organizational impact during the project.
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Jane Broadbent, Jas Gill and Richard Laughlin
This paper seeks to develop a system of how to judge the merit and worth of Private Finance Initiative (PFI) projects in the UK National Health Service (NHS) once they are…
Abstract
This paper seeks to develop a system of how to judge the merit and worth of Private Finance Initiative (PFI) projects in the UK National Health Service (NHS) once they are operational. This concern is couched in relation to whether PFI can be seen to provide long‐term “value for money” (VFM) using a broad definition of this term. This paper does not attempt to further the debate that has focussed on the broader macro economic VFM arguments; rather, the focus is upon developing a model for evaluation at the organisational level where there is a paucity of direction and clarity. Whilst there are many VFM criteria available to guide whether PFI in the NHS should be pursued at the pre‐decision stage, there is little in the way of post‐project evaluation systems to judge VFM once decisions have been taken. Little thought has been given to the design of these post‐project evaluation systems let alone the experiences of how such systems may operate. This paper is addressing these lacunae but only in the sense of suggesting a design for a system for post‐project evaluation. This is drawn from PFI pre‐decision processes, post‐project intentions of some PFI schemes and evaluation theory. It is not about the judgements that come from the use of such a framework which the paper conclude will take some time to be forthcoming.
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John Kelly, Kirsty Hunter, Geoffrey Shen and Ann Yu
To identify the management tools and variables that impact briefing, assess the nature of current briefing practices, review the need for more structured techniques and determine…
Abstract
Purpose
To identify the management tools and variables that impact briefing, assess the nature of current briefing practices, review the need for more structured techniques and determine the place of facilities management in briefing.
Design/methodology/approach
A detailed literature review to analyse and critique the briefing process was followed by a brainstorming session to explore relevant technical frameworks. A questionnaire survey investigated opinions of structured approaches to briefing.
Findings
The facilities manager operating within the strategic framework of the client organisation and having the necessary skills is a natural choice as brief writer. Facilities managers’ involvement is not strongly reflected in this research, indicating perhaps that they do not consider briefing a natural role or that they do not possess the skills for its undertaking. It is concluded that while briefing remains an unstructured investigative process, the skills for which are learned through experience, then architects and project managers will continue to dominate the activity.
Practical implications
Currently, briefing is unstructured, iterative, and uses a variety of media for its exposition. More formalised processes recognising strategic and project briefing are advocated in the literature. Options for improvement include a structured approach to investigative briefing and facilitated value management.
Originality/value
The limited involvement of facilities managers in briefing prompted this research. This paper identifies the structure and variables impacting the briefing process and concludes with options for formalised approaches to briefing.
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Today enterprise resource planning (ERP) applications are a substantial proportion of many corporations' capital expenditure and the effective management of this pliable asset has…
Abstract
Purpose
Today enterprise resource planning (ERP) applications are a substantial proportion of many corporations' capital expenditure and the effective management of this pliable asset has significant consequence for business performance. The purpose of this paper is to examine the corporate strategy of a global corporation that, in pursuit of competitive advantage, deployed ERP applications.
Design/methodology/approach
This inductive case study research examines the corporate processes utilised to strategically manage ERP in a global corporation. The approach is explorative and method qualitative. Semi‐structured interviews were conducted over a period of a year with senior executives, IT directors, IT managers, financial controllers, country managers and end‐users.
Findings
The study found that devolving responsibility of ERP applications to subsidiary organisations increased cost and hindered corporate parenting. The considerable cost of centralising IS management and standardising ERP processes was found to be greatly exceeded by the numerous benefits. The primary benefits being reduced cycle time, the ability to benchmark subsidiary performance, improved customer satisfaction and increased market share.
Research limitations/implications
The research is limited by the analysis being of a single corporation. The major implication for future research is the need to understand the manner of ongoing management and control of ERP applications in different types of organisations. Particularly, their relationship with strategic management, how ERP enable and inhibit strategy, and ongoing management of operational ERP systems.
Practical implications
The dissemination of the management practices that have been employed to achieve a very successful ERP application‐based business strategy is helpful to the many organisations that have or intend to implement ERP applications. It is particularly noteworthy that centralised corporate objectives, when mandated and focused upon, provide benefits that could not be achieved in the ad hocracy that existed prior to the ERP implementation.
Originality/value
The dearth of theory about ongoing management of ERP and the plight of the many organisations that are having difficulty understanding how to strategically manage these ubiquitous systems in a rapidly changing business landscape makes the study significant to both theory and practice.
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