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The objective of this paper is to develop an efficient project management system to track and control construction activities for contractors and/or project managers.

The work package model is utilized to break down project data into activities and work tasks. The data structure of a project is represented using the entities‐relationship methodology. A relational database stores all of the project data. The earned value method calculates the cost and schedule variances. The internet‐based platform with three‐tier client‐server architecture is chosen for system implementation.

The developed project database stores all of the project data necessary to perform project control functions. The implementation of the project database management system is efficient. The developed system provides real‐time data sharing and a collaborating environment in support of project control.

Time and cost control are essential management functions for achieving successful delivery of engineering, procurement and construction (EPC) projects. The developed system can assist contractors and/or project managers in tracking and control of their construction projects in a real‐time manner.

This paper aims to examine the levers of control (LOC) framework in the context of managing projects. The authors explore the impact of diagnostic systems, interactive systems, beliefs systems and boundary systems on project performance and explore the association between control levers.

Using data gathered from 113 project managers representing 38 organizations, the authors used the partial least squares path modelling algorithm to analyse the data.

The analysis validates the LOC framework in the context of managing projects and reveals the interrelatedness of control systems and their impact on project performance.

The conclusions support the current emphasis on performance reporting and change control and highlight the need to consider the interdependencies between control levers.

This study re-conceptualizes project control by using the LOC framework in the context of managing projects as temporary organizations. This provides a model for investigating and understanding project management control systems that consider the interaction of control mechanisms. Furthermore, the associations between the four control systems and project performance are examined, rather than individual mechanisms in isolation.

The inherent variability on process times and demand are the factors that prevent the efficient application of lean philosophy in multi-project product development (PD) environments. Considering this variability, a hybrid push–pull project control system is developed, and value stream costing (VSC) analysis is performed to reflect the relation between project lead time, capacity and project cost. The assessment of the push/pull project control on lead time improvement and long-term savings on capacity have been aimed with the proposed complete design structure.

In a team-based structure, formed through clustering, push control techniques for planning tasks within cross-functional teams and pull control techniques for planning tasks between cross-functional teams are developed. The final step evaluates the proposed structure through VSC and long-term savings have been pointed out, especially in terms of freed-up capacity. For the validation of the proposed methodology, an office furniture manufacturing firm’s PD department has been considered and the performance of the hybrid system has been observed through simulation experiments and based on the simulation results, the lean system is evaluated by VSC.

The results of simulation experiments show a superior performance of the proposed hybrid push/pull project control mechanism under different settings of cycle time between projects or shortly project cycle time, dispatching rules within teams and variability levels. The results of the Box-Score (tool to apply VSC) indicate increased capacity in the long term to add extra projects during the planning period with the same project lead time and without additional cost.

Although extensive simulation experiments have been performed to quantify the effect of project control structure and positive results have been reported on lead time and cost, the proposed design structure has not been tested in all existing PD environments.

To the best of authors’ knowledge, the quantification of the effect of hybrid project control with VSC is the first attempt to be applied in lean PD projects.

This paper seeks to endorse the management control system taxonomy by Robert Simons to explore whether, how and why different approaches to management control are more intensely employed: in different phases of the radical innovation process; and in innovation projects showing different degrees of radicalness. Moreover, it aims to discuss the influence exerted by some contextual variables.

Case studies concerning four innovation projects (two radical in nature and two incremental) implemented by two companies operating in the home automation industry in Italy were conducted.

It is found that radical innovation projects, especially in the early stages of development, are characterized by a stronger reliance on flexible and social control management systems, while diagnostic control mainly emerges in late development and commercialization. Moreover, the moderating effect of the hypothesized contingent variables is widely discussed.

The work shows that Simons' taxonomy of the management control systems is a useful framework for exploring management control in radical projects at a strategic level, but also that it should be refined, as evidence shows a systematic hybridization of the systems adopted. An important implication is the great reliance on interactive systems, especially in the early stages. In this perspective, a deeper analysis on the nature and the proper management of interactivity could represent an interesting development of this study.

The recurrent features in the two cases provide practitioners with a useful benchmark about management control of radical innovation projects in two successful companies. Case histories suggest the great importance of information sharing among the functions, and the need to properly develop interface structures between the involved functions to favor it in radical innovation processes.

The paper is one of the first works on management control in radical innovation projects, and it contributes to the literature debate in two main ways: it tests Simons' taxonomy of management control systems for innovation projects, and it highlights the areas of improvement for analyzing “radicalness” in innovation processes.

The purpose of this paper is to identify control systems that give rise to better construction project performance; and develop and test project performance predictive models based on control systems adopted in the project.

Research design was questionnaire survey. Data were collected via Electronic mails. The sampling frame was Singapore-based construction firms.

In all, 16 control mechanisms are significantly correlated with project outcomes. The more important control mechanisms are: adequacy of project information to develop the project schedule; adequacy of float in the schedule; and quality of techniques used to support risk identification. Two relatively robust predictive models were constructed and validated to predict schedule and quality outcomes of construction projects. Schedule performance may be predicted by adequacy of float and stringency of criteria to select suppliers. Quality outcome is most significantly affected by competency of quality manager, rather than the hard systems adopted in the project.

The limitations include low response rate, and subjective nature of the five-point Likert scale used to rate project outcomes and extent to which control mechanisms were adopted in the project.

The implication of the findings is that merely having good project management practices and adequate resources are not sufficient to achieve good project outcomes. Instead, construction projects need to have control systems in place, as they play an important role in project outcomes.

The paper has shown empirically that control systems affect project outcomes. They are needed not just to control the project, but also help the project to achieve good outcomes. The research designed and tested two relatively robust models to predict schedule and quality outcomes of a project. These models may be used to make an initial assessment of the project's likely outcome, based on the control systems that contractors are going to adopt.

Our notion of project control is based on the five-by-five model and constitutes a comprehensive control model including control of results, time and work control, resource control, financial control, and contract management.

The task of project control is determined by uncertainty and complexity and calls for improvisation and ingenuity in order to be able to maneuver the project. The notion of forward-oriented follow-up is introduced.

This paper aims to unpack the relationship between the interactive use of project control systems (PCS) and project performance by examining the role of stakeholder analysis effectiveness in enacting this relationship. A conceptual framework was developed based on the stakeholder theory and the levers of control framework.

Partial least square-structural equation modelling analysis was conducted on the cross-sectional questionnaire data collected from 109 information technology (IT) projects.

The interactive use of PCS enables project managers to effectively deal with the stakeholders-related uncertainty, and stakeholder analysis effectiveness partially mediates the positive relationship between the interactive use of PCS and IT project performance.

This study extends the project control literature by explaining the positive relationship between the interactive use of PCS and project performance. The findings contribute to the stakeholder analysis literature by operationalizing the stakeholder analysis effectiveness construct and identifying it as a new mediator between the interactive use of PCS and project performance.

There is a growing debate and research stream on the influence of national culture on the type and nature of management control systems (MCSs) used by organizations in the country. A specific case is the management control of projects executed in a multicultural international environment. The purpose of this paper is to describe the findings of a study into the role of national cultures in controlling a project which a multinational undertook in four countries.

Based on project management control literature a theoretical MCS for international projects is developed. Subsequently, the influence of national culture on this system is discussed, using Hofstede’s cultural dimensions. Then the theoretical system is applied on the project the multinational case company executed in four countries (Austria, Finland, India, and Russia).

A key finding is that different national cultures do require different types of control, but that this effect is neutralized by the culture of the multinational which is the same all over the world and which supersedes national cultures. This makes it possible to implement a standardized project management control framework.

The research yielded a conceptual project management control framework which in practice seemed to be useful for controlling not only the process and progress but also the product (end result) of a project in a multicultural environment.

Examines the thirteenth published year of the ITCRR. Runs the whole gamut of textile innovation, research and testing, some of which investigates hitherto untouched aspects. Subjects discussed include cotton fabric processing, asbestos substitutes, textile adjuncts to cardiovascular surgery, wet textile processes, hand evaluation, nanotechnology, thermoplastic composites, robotic ironing, protective clothing (agricultural and industrial), ecological aspects of fibre properties – to name but a few! There would appear to be no limit to the future potential for textile applications.