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The inherent risks and their interactive impacts in megaproject development have been found in numerous cases worldwide. Although risk management standards have been recommended for the best practice in engineering construction projects, there is still a lack of systematic approaches to describing the interactions. Interactions such as social, technical, economic, ecological and political (STEEP) risks have complex and dynamic implications for megaproject construction. For a better understanding and effective management of megaprojects such as the Edinburgh Tram project, the dynamic interaction of concomitant risks must be studied.

A systems dynamic methodology was adopted following the comprehensive literature review. Documentary data were gathered from the case study on Tram Network Project in Edinburgh.

A casual loop of typical evolution of key indicators of risks was then developed. A hypothesised model of social and ecological (SE) risks was derived using the system dynamics (SD) modelling technique. The model was set up following British Standards on risk management to provide a generic tool for risk management in megaproject development. The study reveals that cost and time overruns at the developmental stage of the case project are caused mainly by the effects of interactions of risk factors from the external macro project environment on a timely basis.

This article presented a model for simulating the socio-ecological risk confronting the management and construction of megaprojects. The use of SD provided the opportunity to explain the nature of all risks, particularly the SE risks in the past stages of project development.

This study aimed to address a gap in subcontractor management by focusing on previously unexplored complexities surrounding subcontractor management in developing countries. While past studies concentrated on selection and relationships, this study delved into how effective subcontractor management impacts project success.

This study used the Bayesian Network analysis approach, through a meticulously developed questionnaire survey refined through a piloting stage involving experienced industry professionals. The survey was ultimately distributed among participants based in Accra, Ghana, resulting in a response rate of approximately 63%.

The research identified diverse components contributing to subcontractor disruptions, highlighted the necessity of a clear regulatory framework, emphasized the impact of financial and leadership assessments on performance, and underscored the crucial role of main contractors in Integrated Project and Labour Cost Management with Subcontractor Oversight and Coordination.

Previous studies have not considered the challenges subcontractors face in projects. This investigation bridges this gap from multiple perspectives, using Bayesian network analysis to enhance subcontractor management, thereby contributing to the successful completion of construction projects.

The purpose of this paper is to present a capability maturity model (CMM) developed to implement continuous improvement in small and medium scale construction companies (SMSCC) in Nigeria.

A multi-strategy approach involving qualitative studies of SMSCC in Nigeria was conducted. Semi-structured interviews were conducted with purposively selected construction experts in Nigeria to identify variables essential for continuous improvement in SMSCC. Data collected were thematically analysed using NVIVO. Subsequently, a system thinking approach is employed to design and develop the CMM for implementing continuous improvement SMSCC, by exploring possible relationships between the variables established.

CMM provided a five-level approach for the inclusion of investigated variables such as team performance; culture; structure; post-project reviews, financial risk management, waste management policy and cost control. These variables are factors leading to continuous improvement in SMSCC, implementable within a six to seven and a half years’ timeline.

The system thinking model revealed cogent archetypes in the form of reinforcing loops that can be applied in developing the performance of SMSCC. Continuous improvement is feasible. However, it takes time to implement. Further longitudinal studies on the cost of implementing continuous improvement through CMM a knowledge transfer project can be initiated.

A methodical strategy for enhancing the effectiveness and operations of SMSCC in developing countries can be extracted from the causal loop diagram and the CMM.

Continual cost reduction of overhead costs of building projects can realign the concept of post-contract cost control towards value-driven construction projects and stakeholders’ satisfaction. This study synthesised and analysed the viable continuous improvement measures critical for waste reduction during the execution phase of a building project.

A review of existing literature facilitated a list of continuous improvement measures. This literature review findings enabled a Likert-scale questionnaire which was administered to two-hundred and fifty (250) small- and medium-scale construction companies (SMSCC) in Nigeria. Multiple linear regression statistical tests deduced the significant cost reduction measure from which a causal loop diagram was designed to indicate continuous improvement measures during the execution phase of a building project.

Cogent construction activities associated with overhead costs were deduced from the statistical tests as being payment of suppliers and sub-contractors and purchase orders. An all-inclusive casual loop model for cost reduction through waste minimisation in construction projects as a viable oriented mechanism for meeting clients' requirements was developed.

The causal loop continuous improvement model recognised external and internal factors which are crucial for SMSCC to focus on for their organisational growth and performance enhancement.

A focus on non-physical waste in construction organisations potentially addresses behavioural challenges for continuous improvement.