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1 – 10 of over 51000Titus Ebenezer Kwofie, Florence Yaa Akyiaa Ellis and Desmond Opoku
Inefficiencies in public-private partnership (PPP) has been attributed to deficient and poor governance practices and structures. It has been recognized that a veritable way to…
Abstract
Purpose
Inefficiencies in public-private partnership (PPP) has been attributed to deficient and poor governance practices and structures. It has been recognized that a veritable way to achieve efficiency in PPP governance is through gaining an understanding of the theoretical, practical and contextual factors that underline governance practices in PPP project delivery. The purpose of this study is to explore the significant governance factors in PPP project performance and delivery.
Design/methodology/approach
Using a questionnaire survey on major players in PPPs in policy, research, consultancy and professionals, the study sought to delineate the significant governance factors that impact PPP project delivery performance.
Findings
A step-wise multiple regression analysis revealed effective communication and openness in sharing project information systems, competent, responsible and effective project leadership, trust-building processes, systems and practices, best practice organizational and team norms, team culture, cohesion practices, effective relationship management practices, robust policy diffusion and transfer processes, friendly business environment and government support and contractual and renegotiation flexibility as the key contractual and non-contractual governance factors that can predict about 79% level of PPP project delivery performance.
Social implications
The findings offer support to improve PPP delivery in governance.
Originality/value
These findings are, thus, useful toward evolving regulatory quality governance mechanisms, flexible supervision and quality decisions that can enhance value for money in PPP projects in PPP project delivery.
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Darren McWhirt, Junyong Ahn, Jennifer S. Shane and Kelly C. Strong
Design‐build project delivery will likely yield benefits when it is a rational choice by a program director or owner's construction manager. It is not well understood whether…
Abstract
Purpose
Design‐build project delivery will likely yield benefits when it is a rational choice by a program director or owner's construction manager. It is not well understood whether those benefits translate to construction programs where design‐build is mandated for the vast majority of project types. Such a determination for military construction (MILCON) is the purpose of this paper.
Design/methodology/approach
The methodology for the research involved a comparison of mean performance metrics for design‐build and design‐bid‐build MILCON projects. Once an appropriate sample of projects was identified, project data were corrected for project location, size and time‐value‐of‐money.
Findings
Military design‐build projects did experience a lower total cost of change orders as well as a reduced change order cost associated with field changes. Also, statistical analysis demonstrated no significant difference in project performance metrics based on facility type. These results indicate that design‐build project delivery method can work equally well on all types of MILCON projects and is an effective system for cost and scope control, but that some of the expected schedule performance gains underlying the decision to use design‐build will be difficult to achieve on all MILCON projects.
Originality/value
The paper presents advantages and disadvantages of utilising design‐build to MILCON projects by facility types.
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Titus Ebenezer Kwofie, Michael Nii Addy, Alexander Boakye Marful, Clinton Ohis Aigbavboa, Samuel Amos-Abanyie and Ayisha Ida Baffoe-Ashun
The adaptive performance of architects as a key professional in project delivery teams has become important for developing strategies, skills and cognitive behaviours for…
Abstract
Purpose
The adaptive performance of architects as a key professional in project delivery teams has become important for developing strategies, skills and cognitive behaviours for sustainability of working systems. However, the understanding and knowledge of adaptive performance of architects is lacking in the current literature. Thus, this study fills this gap by primarily assessing the adaptive performance of architects in project teams in project delivery.
Design/methodology/approach
By adopting the widely used eight-dimension attributes of adaptive performance, a questionnaire survey was conducted among team participants and stakeholders who directly or indirectly work on projects with architects in the public and private sectors project delivery supply chain in Ghana. A total of 42 responses were subsequently used in a fuzzy set theory analysis being facilitated by a set of linguistic terms.
Findings
From the assessment, the overall adaptive performance of architects from the eight-dimension attributes emerged to be fairly high. Additionally, the architects’ performance in the individual eight-dimensions showed varied results. High performance was registered in architects’ ability to handling work stress and cultural adaptability. Also, architects demonstrated a fairly high performance in dealing with uncertain or unpredictable work situations. However, in the cases of learning work tasks, technologies and procedures, interpersonal adaptability and handling crisis and emergency situations, architects were deemed to have low and fairly low adaptive performance among project teams.
Originality/value
Given the vagueness and complexities in understanding adaptability among teams and its assessment, through the use of fuzzy set theory based on a suitable set of linguistics terms, the study presents a novel understanding of the level of architects’ adaptive performance in project teams in project delivery. The findings are extremely useful in helping architects adapt and cope with changing competitive work environment by developing the right cognitive behaviours for task functions and organizational roles, disruptions and aiding their ability to self-regulate.
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Eyad Aboseif and Awad S. Hanna
The exact process of construction projects performance assessment and benchmarking still remains subjective relying on qualitative techniques, which does not allow stakeholders to…
Abstract
Purpose
The exact process of construction projects performance assessment and benchmarking still remains subjective relying on qualitative techniques, which does not allow stakeholders to address the issues and the drawbacks of their respective projects as effectively as possible for performance improvement purposes. Hence, this research aims to establish a unified project performance score (PPS) for assessing and comparing projects performance.
Design/methodology/approach
Data were collected from Construction Industry Institute (CII) members and through University of Wisconsin active research projects. Exploratory data analysis was done to investigate the calculated performance metrics and the collected data characteristics. Data were converted into six performance metrics which were used as the independent variables in creating the PPS model. Logistic regression model was developed to generate the unified PPS equation in order to explain the variables that significantly affect construction projects successful post-completion performance. The PPS model was then applied on the collected dataset to benchmark projects in terms of project delivery systems, compensation types and project types in order to showcase the PPS capabilities and possible applications.
Findings
The model revealed that construction cost and schedule growth are the most important metrics in assessing projects performance, while RFIs’ processing time and change orders per million dollars were the features with the least effect on the PPS value. The authors found that integrated project delivery (IPD) and target value (TV) projects outperformed all other project delivery and compensation types. While, industrial projects showed the worst performance, as compared to commercial or institutional projects.
Originality/value
The PPS model can be used to assess the performance of any pool of executed projects, and introducing a novel addition to the field of construction business analytics which is a supplementary tool to successful decision making and performance improvement. Additionally, the bidding selection system can be revolutionized from a cost-based to a performance based one using the PPS model to improve the outcomes of the buyout process.
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Amir Naser Ghanbaripour, Craig Langston, Roksana Jahan Tumpa and Greg Skulmoski
Despite considerable research on the subject, there is still some misunderstanding about what characterizes successful project delivery in construction projects. Evaluating project…
Abstract
Purpose
Despite considerable research on the subject, there is still some misunderstanding about what characterizes successful project delivery in construction projects. Evaluating project delivery success is crucial for organizations since it enables them to prepare for future growth through more effective project management mechanisms and rank the organization's projects for continuous improvement. There is considerable disagreement over a set of success criteria that can be applied to all kinds of projects when evaluating project delivery success, making it a complicated procedure for practitioners and scholars. This research seeks to alleviate the problem by validating and testing a systematic project delivery success model (3D integration model) in the Australian construction industry. The aim is to establish a dependable approach built upon prior research and reliable in evaluating delivery success for any project type.
Design/methodology/approach
Based on a novel project delivery success model, this research applies a case study methodology to analyse 40 construction projects undertaken by a single Australian project management consultancy. The research utilizes a mixed-method research approach and triangulates three sets of data. First, the project delivery success (PDS) scores of the projects are calculated by the model. Second, a qualitative analysis targeting the performance of the same projects using a different system called the performance assessment review (PAR) scores was obtained. These culminate in two sets of ranking. The third step seeks validation of results from the head of the partnering organization that has undertaken the projects.
Findings
The findings of this study indicate that the 3D integration model is accurate and reliable in measuring the success of project delivery in construction projects of various sizes, locations and durations. While the model uses six key performance indicators (KPIs) to measure delivery success, it is evident that three of these may significantly improve the likelihood of PDS: value, speed and impact. Project managers should focus on these priority aspects of performance to generate better results.
Research limitations/implications
Restrictions inherent to the case study approach are identified for this mixed-method multiple-case study research. There is a limitation on the sample size in this study. Despite the researcher's best efforts, no other firm was willing to share such essential data; therefore, only 40 case studies could be analysed. Nonetheless, the number of case studies met the literature's requirements for adequate units for multiple-case research. This research only looked at Australian construction projects. Thus, the conclusions may not seem applicable to other countries or industries. The authors investigated testing the PDS in the construction sector. It can assist in improving efficiency and resource optimization in this area. Nonetheless, the same technique may be used to analyse and rank the success of non-construction projects.
Originality/value
Despite the research conducted previously on the PDS of construction projects, there is still confusion among researchers and practitioners about what constitutes a successful project delivery. Although several studies have attempted to address this confusion, no consensus on consistent performance metrics or a practical project success model has been formed. More importantly, (1) the ability to measure success across multiple project types, (2) the use of triple bottom line (TBL) to incorporate sustainability in evaluating delivery success and (3) the use of a complexity measurement tool to adjust delivery success scores set the 3D integration model apart from others.
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Elie Georges Andary, Caesar Abi Shdid, Arindam Chowdhury and Irtishad Ahmad
The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years…
Abstract
Purpose
The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue.
Design/methodology/approach
Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs.
Findings
Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance.
Practical implications
An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs.
Originality/value
This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.
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Tayyab Ahmad and Ajibade A. Aibinu
While the general trends in green building (GB) research are known, there is not yet a detailed review of studies on project delivery attributes (PDAs) influencing GB project…
Abstract
Purpose
While the general trends in green building (GB) research are known, there is not yet a detailed review of studies on project delivery attributes (PDAs) influencing GB project outcomes. The purpose of this paper is to review the literature to understand the contributions of existing research in this area and to identify the challenges, gaps, and lessons for the future research relating GB project delivery.
Design/methodology/approach
For the systematic review, specially developed coding based on Boolean operators is used to search for relevant studies in major databases, i.e. Web of Science and Scopus. The studies from the initial search (443) are subjected to two rounds of scrutiny for shortlisting only relevant publications. Using a qualitative review of the shortlisted studies (20), the research objectives and findings of the studies are synthesized and critically analyzed. The contributions and challenges facing research in this area are identified. Future research directions are proposed.
Findings
Studies in the area have established association between PDAs and various GB project success criteria. In the literature, some PDAs such as project delivery method have been given greater attention than others. Challenges facing PDA research in GB include: the limited number of GB project cases and the complexity of GB project delivery process involving an overwhelmingly large number of variables, thereby limiting scientific rigor and creating some gaps in knowledge. The interaction among PDAs and their cumulative effect on various project performance outcomes/metrics have not been studied, limiting the validity of the existing studies. Scope exists to apply a combination of non-linear, dynamic, probabilistic, explicit, and implicit modeling as well as inductive and deductive approaches to research in this area.
Research limitations/implications
Existing research findings have limited application in practice. Non-linear, dynamic, probabilistic, deductive, and inductive research techniques and approaches can substantially advance knowledge and lead to plausible findings that can be applied in practice.
Originality/value
Considering the critical role of PDAs in the successful delivery of GBs, the review provides clear directions for future research.
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Timo Ala‐Risku, Jari Collin, Jan Holmström and Juha‐Pekka Vuorinen
This paper aims to describe how performance in the project supply chain can be improved by implementing information technology solutions that track site installation and inventory.
Abstract
Purpose
This paper aims to describe how performance in the project supply chain can be improved by implementing information technology solutions that track site installation and inventory.
Design/methodology/approach
The case study was initiated after observing unexpected problems and subsequent performance improvement in a very large project delivery. Personnel involved in the project were interviewed and project documentation was analyzed to identify the reasons for initial poor performance and the changes that lead to the observed improvement.
Findings
As the scale and complexity of a delivery project increases the role of accurate and robust tracking of installation work and inventory increases. Alignment between participants breaks down in the absence of reliable inventory tracking with potentially very adverse effects on project delivery operations. Introducing reliable inventory tracking can very quickly re‐align participants and improve overall performance in a telecom delivery project.
Research limitations/implications
The findings are based on a case study, with particular characteristics: large number of dispersed installation sites, modular product, remote sensing. Topics for further research are suggested to assess the relevance of inventory tracking in different contexts.
Practical implications
The case shows how an original equipment manufacturer (OEM) can improve project delivery performance by investing in inventory tracking between inventory drop‐off and installation on the site.
Originality/value
Project delivery has received scarce attention in a supply chain management context. This paper contributes to the body of knowledge by showing how site inventory tracking affects performance and alignment of the whole project supply chain.
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Atle Engebø, Ole Jonny Klakegg, Jardar Lohne and Ola Lædre
To achieve the shift towards sustainable construction the industry must change the project delivery methods used. Therefore, this paper reports on a high-performance building…
Abstract
Purpose
To achieve the shift towards sustainable construction the industry must change the project delivery methods used. Therefore, this paper reports on a high-performance building project that implemented a collaborative project delivery method through the examination of the following research questions: RQ1: What were the most important contractual, cultural and organisational elements studied in the collaborative project delivery method? RQ2: What were the effects of the studied elements?
Design/methodology/approach
A longitudinal case study approach was adopted. As for means of data collection, a document review, semi-structured interviews, and observations was conducted. A total of 20 observations (App. 80 h, 175 pages of notes) and 12 interviews (App. 20 h, 100 pages of notes) with project participants was conducted.
Findings
The analysis indicates that if attention is paid to task, team and individual needs through contractual, cultural and organisational elements, this will affect the development of an integrated team.
Research limitations/implications
We demonstrate that the effects of the elements are shown through their achievement in creating and sustaining an integrated team of inter-organisational participants working in a collaborative environment.
Practical implications
It provides a better understanding of how a collaborative project delivery method for the design phase emphasises team integration. We demonstrate that while the principal sets the contractual boundaries by deciding the contractual elements, the agent should be intentional in the selection and use of organizational and cultural elements.
Originality/value
The paper suggests that it is not enough to just have contractual elements implemented. Consequently, this insight suggests that managers should be attentive to the untapped potential that lies within organisational and cultural elements.
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Luqman Oyekunle Oyewobi, Ojo Abiola-Falemu and Olajide Timothy Ibironke
It is generally accepted that organisational culture is capable of influencing how project organisation performs. It can also impact on how people set individual goals and…
Abstract
Purpose
It is generally accepted that organisational culture is capable of influencing how project organisation performs. It can also impact on how people set individual goals and objectives, perform their roles, tasks and deploy resources to achieve set objectives. The purpose of this paper is to examine the influence of organisational culture on the occurrence of rework in Nigerian construction industry.
Design/methodology/approach
The research adopted mixed method research using both quantitative and qualitative approaches to elicit information. Though, the result of the questionnaire survey was presented in this paper. Exploratory factor analysis was used to identify which variables measured attributes of the same underlying proportions, while descriptive statistics and multiple regression analysis were used to establish the influence of organisational culture on rework.
Findings
The study identifies 14 factors as causes of rework from the result of factor analysis. The outcome also indicates that leadership style, success criteria and management style are important organisational culture dimensions. Poor management practices and lack of teamwork are found to be largely responsible for poor project delivery due to rework occurrence.
Practical/implications
The research will be of significant benefit to both the academic and industry practitioners. The result of the research will provide academics with useful insights into the influence of organisational culture on project delivery by undertaking future research to inform better understanding. The research will also provide practitioners with good understanding of how culture within their organisations can influence the performance of their subordinates or employees. Further research is encouraged to investigate the influence of management and leadership style on project delivery in the context of Nigeria.
Originality/value
This study is the first attempt to investigate the influence of organisational culture on occurrence of rework empirically in the Nigerian construction industry. There is paucity of research focusing on this area as it affects project delivery.
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