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The purpose of this paper is to use survey data to rank the relative importance of perceived factors that inhibit the transfer of knowledge across projects and examine the statistical relationship between various “higher order” dimensions of project management competencies and project efficiency among a sample of project-based firms (PBFs).

The research philosophical approach adopted was post-positivism, a half-way house between positivism and phenomenological approaches. The author used a largely structured survey questionnaire with an inclusion of few open-ended items. The survey data collected were largely based on the “perceptions” of mostly experienced project management practitioners, whose perspectives on project processes and performance are likely to be more dependable. Because of budget limitations, a total of 260 questionnaires were mailed to randomly selected PBFs (with an enclosed self-addressed and stamped return envelope). Of the 260 questionnaires sent to PBFs, 58 questionnaires were returned, representing a return rate of just over 22 percent.

Results indicate that “high time pressures towards the end of the project,” “too much focus on short-term project deliverables,” and “fear of negative sanctions when disclosing project mistakes” were three top-ranked factors that inhibited knowledge transfer across projects. Some “higher order” project management competencies like “dynamic competencies” have relatively a greater impact on predicting project efficiency. Dynamic competencies will only continue to increase in importance as today’s project environments are characterized as continuously evolving, turbulent, and complex and require the need to be effective in dealing with various uncertainties. Once included in the regression equation, the “ownership variable” dominates all other explanatory variables in predicting project efficiency among a sample of PBFs in the United Arab Emirates (UAE), most likely driven by the project management competencies of multinational corporations (MNCs). However, the project efficiency of state-owned PBFs did not differ significantly from that of “international firms that were not MNCs.” Specific conditions may have led to such an outcome. The author shows that enhancing project efficiency requires the reinforcement of multiple but specific factors.

As the study was largely conducted on a limited budget and time frame, the author was not able to employ a multi-method approach. The inclusion of a few case studies would have facilitated triangulation of the current findings. In addition, the study captures “perceptions” and practical experiences of project management practitioners. Future studies could possibly develop what may be seen as “objective” measures of project learning and project management competencies. A larger survey supported by a larger budget would be one option in which some of the findings could be tested across PBFs located in different sectors and countries.

The author argues that the creation of a client-led “no-blame culture” within PBFs can ensure the development of a “safe” environment in which project team members can acknowledge project mistakes without the fear or danger(s) that may come with such admission. This may require changes in project organizational culture that reduces power distance, lowers sensitivity to hierarchal power relations, enhances team building efforts, and fosters a “learning climate” that tolerates “trial and error” experimentation. It may also require strengthening clients’ specific capabilities. Such change may require time and patience but could take advantage of “positive” aspects of participatory practices, personal relationships, and consensus decision-making approach that is prevalent in the UAE culture. One managerial implication points to the need to tailor scarce resources in building up multi-dimensional “higher order” competencies like “dynamic competencies” that have a relatively higher significant impact on enhancing project efficiency. Linking MNCs with local PBFs as collaborative mega project delivery partners may lead to enhancing project management competencies of the latter, conditional on their absorptive capacity.

The contribution of the paper is in providing survey-based empirical evidence that goes beyond case studies to highlight the importance of enhancing “higher order” project management competencies, such as “dynamic competencies,” that have a stronger predictive power of project efficiency in PBFs. The study also ranks the relative importance of various factors that inhibit the transfer of new knowledge across projects. To the author’s knowledge, this is the first study that has demonstrated the statistical relationship between “higher order” project management competencies and project efficiency. Project efficiency is a multi-faceted construct. Its strengthening is determined by a configuration of multiple but specific factors. A more “nuanced” understanding of the relationship between project management competencies and project efficiency in a particular context may be required.

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.

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.

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.

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.

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.

This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

Commercialization of research projects at the university, in particular, its efficiency and performance, have attracted little attention in the empirical literature to date. This despite the fact that commercialization of university knowledge is increasingly seen as a third task of universities and understanding of what enhances and what blocks the processes involved, is virtually lacking, particularly on the project level. The purpose of this chapter is therefore to identify factors that influence the performance of university-driven knowledge projects, including efficiency, in the context of commercialization of knowledge at universities. In this context, the study employs Data Envelop Analysis combined with Rough-Set Analysis on a sample of 42 projects in the Netherlands. The major factors influencing overall performance in commercialization turn out to be years of collaboration with large firms and efficiency in use of resources in the projects, but the affinity of the project managers at university with the market also plays a role. The best overall results in commercialization (introduction to market in a relatively short time) are gained with a longer period of collaboration with large firms (5–10 years) and a medium level of efficiency. There are also some contradictory trends. The chapter concludes with implications of the results, as well as some future research paths.

The purpose of this paper is to longitudinally assess the technical efficiency and productivity, considering investment projects and technological change, in a second-generation petrochemical company.

The study uses data envelopment analysis (DEA) together with the Malmquist index to measure efficiency during the analysis periods. The working method consists of four main phases, namely development of the conceptual model, construction of the mathematical model, application of model to the case, and analysis of the results. The study utilizes a quantitative approach with descriptive goals seeking to evaluate the impacts of technical changes on the operational efficiency and productivity of the production process.

The use of DEA associated with the Malmquist index proved to be viable for analyzing a single company and identifying efficiency improvements, as well as the impacts of the learning process and the implementation of improvement projects. However, the results of the improvement projects and learning process were not representative and had no statistical significance on the actual change in efficiency of the company during the periods analyzed. For the case in question, the learning process and continuous improvement were not observed during all study periods.

The proposition that the improvement projects and investments implemented increased the efficiency of the company was rejected. Hence, with this work, it was possible to determine that the company unnecessarily invested resources in projects to increase efficiency. Furthermore, the company could have explored more internal resources before making significant investments in increased efficiency.

As for the value of this research in the theoretical and academic scope, this paper advances knowledge on the application of DEA because it proposes to establish an internal reference benchmarking for comparison. The literature contains few studies that analyze organizations using continuous processes, such as petrochemical processes, in longitudinal studies as a function of time, especially with the use of DEA.

Improving energy efficiency is considered one of the most desirable and effective short‐term measures to address the issue of energy security, and also reduce the emission of greenhouse gases. However, lack of access to domestic finance is the major hindrance in achieving the potential in China and India. This paper aims to report the experience of a three‐country United Nations Environment Programme/World Bank Energy Efficiency Project (involving China, India and Brazil) that is set up to address the financial barrier and identifies the lessons that can be learnt from the project.

The paper follows the post‐completion review approach of a project and presents the activities undertaken and results obtained from the project.

The project seeks to remove the financial barrier through the development of a commercial banking window for energy efficiency, energy service company development and support, exploring the need for setting up guarantee facilities and need for facilitating equity financing to the sector. The project succeeds in creating awareness and better understanding among the financial institutions in both India and China on potential of energy efficiency and need to make financing available for this. The banks in India in created specialized schemes for energy efficiency financing, and in China, the project has a positive impact on the new initiatives with the on‐lending facility and the guarantee fund for energy management companies. Experience sharing on these issues through cross‐exchange workshops proves to be very useful. The project successfully creates a platform on which further energy efficiency work can be carried out in the participating countries.

By disseminating the experience of energy efficiency financing in two developing countries, the paper contributes to knowledge that can be helpful in a wider context.

The use of public-private partnerships (P3s) for infrastructure delivery, particularly for highway projects, has been increasing in the USA. The purpose of this paper is to empirically evaluate the difference of P3s and non-P3 highway projects, in terms of their costs and efficiency.

An empirical model of highway construction costs was estimated using a linear regression model that explicitly accounts for the cost differential between the contracts. The differences between efficiencies was also evaluated through a two-stage analysis, where projects’-specific technical efficiencies were first estimated using stochastic frontier analysis and data envelopment analysis, and then the difference in technical efficiencies between the two groups were evaluated through non-parametric tests of means.

Controlling for various project characteristics, the P3 highway projects in the USA showed higher initial costs than non-P3 projects. However, the efficiency scores showed no significant difference between the two groups. This inconsistency between initial costs and technical efficiency scores suggests the complexity involved in P3 projects, which are not captured in the efficiency analysis.

Limited availability of P3 project data due to their immaturity (in cases of P3 projects that include operation and management) and their complex engineering specifications may have caused biased results. Importantly, the study analyzed project costs as of financial close; post-financial close variations, such as change orders during construction, cost/schedule overruns, and renegotiation of contract terms, are beyond the scope of the analysis in this study.

The present study contributes to the literature as one of the earliest empirical analyses of the performance of highway P3s in the USA. Also, this is one of the first studies to employ frontier analysis methods that focus on the efficiency of highway project delivery.

The Russian Energy Service Company (ESCO) market emerges rapidly due to the new energy efficiency legislation that has been implemented since 2009. However, a clear identification of the Russian ESCOs, comparable to those operating on the basis of Energy Performance Contracting (EPC) in the Western markets, remains rather difficult. Hence, aside from the independent ESCOs identified, further energy service‐providing companies (ESPCs) are within the scope of this survey. This paper aims to address these issues.

Building on comprehensive qualitative research of the international and Russian academic and non‐academic literature on the ESCO concept and an expert interview, an explorative, questionnaire‐based survey among 161 Russian energy companies and organizations was conducted. A total of 28 usable responses were returned, corresponding to a response rate of 17 per cent. Non‐parametric exact tests are used for the statistical analysis.

The authors' findings show that only nine of the surveyed ESCOs have acquired energy performance‐based projects. In line with the new energy efficiency legislation, such projects are strongly supported in the state sector but much less so in the commercial sector. Most of the projects are financed either through ESCOs' own funds, direct loans to customers, or by the customers themselves. Russian banks, however, rarely provide direct loans for energy performance‐based projects of ESCOs, but rather prefer to offer financial leasing contracts. The contractual form “guaranteed savings”, which is generally more applicable in mature ESCO markets, is gaining in importance, while “shared savings” is barely used.

This paper delivers, to the best of the authors' knowledge, the first systematic empirical investigation of the Russian ESCO industry, taking into account experiences from the international ESCO markets.

The purpose of this paper is to suggest the usage of the project finance (PF) scheme as a suitable mechanism to fund energy efficiency projects at the urban scale and present its advantages and adoption barriers.

A case study is developed to renew the traffic lighting system of an Italian town via replacement of the old lamps with new light-emitting diode (LED) technology. Several partners are involved in the case project to construct a viable PF arrangement.

The case study presents the viability of the proposed PF scheme that provides for acceptable financial returns and bankability. However, it also shows that the need for short concession periods may call for a public contribution to the initial funding to make the project more attractive to private investors.

This case study is a useful guideline for governments and promoters to using the PF arrangement to fund energy efficiency investments in urban settings. It helps designing an appropriate PF scheme and understanding the advantages of PF to reduce risk and, consequently, increase the debt leverage and profitability of energy efficiency projects.

This paper contributes to bridging the gap about the lack of works addressing the implementation of the PF mechanism in the energy efficiency sector in urban areas. The importance of this paper is also associated with the shortage of traditional public finance faced by many cities that forces to seek for alternate forms of financing.

The evolution of six sigma has morphed from a method or set of techniques to a movement focused on business‐process improvement. Business processes are transformed through the successful selection and implementation of competing six sigma projects. However, the efforts to implement a six sigma process improvement initiative alone do not guarantee success. To meet aggressive schedules and tight budget constraints, a successful six sigma project needs to follow the proven define, measure, analyze, improve, and control methodology. Any slip in schedule or cost overrun is likely to offset the potential benefits achieved by implementing six sigma projects. The purpose of this paper is to focus on six sigma projects targeted at improving the overall customer satisfaction called Big Q projects. The aim is to develop a mathematical model to select one or more six sigma projects that result in the maximum benefit to the organization.

This research provides the identification of important inputs and outputs for six sigma projects that are then analyzed using data envelopment analysis (DEA) to identify projects, which result in maximum benefit. Maximum benefit here provides a Pareto optimal solution based on inputs and outputs directly related to the efficiency of the six sigma projects under study. A sensitivity analysis of efficiency measurement is also carried out to study the impact of variation in projects' inputs and outputs on project performance and to identify the critical inputs and outputs.

DEA, often used for relative efficiency analysis and productivity analysis, is now successfully constructed for six sigma project selection.

Provides a practical approach to guide the selection of six sigma projects for implementation, especially for companies with limited resources. The sensitivity analysis discussed in the paper helps to understand the uncertainties in project inputs and outputs.

This paper introduces DEA as a tool for six sigma project selection.

The purpose of this paper is to evaluate project activities' efficiency in different execution modes for the optimization of time–cost-quality and environmental impacts trade-off problem.

This paper presents a parallel Data Envelopment Analysis (DEA) method for evaluation of project activities with different execution modes to select the best execution mode and find a trade-off between objectives. Also, according to the nature of the project activities, outputs are categorized into desirable (quality) and undesirable (time, cost and environmental impacts) and analyzed based on the DEA model. In order to rank efficient execution modes, the ideal and anti-ideal virtual units method is used. The proposed model is implemented on a real case of a rural water supply construction project to demonstrate its validity.

The findings show that the use of the efficient execution mode in each activity leads to an optimal trade-off between the four project objectives (time, cost, quality and environmental impacts).

This study help project managers and practitioners with choosing the most efficient execution modes of project activities taking time–cost-quality-environmental impacts into account.

In this paper, in addition to time and cost optimization of construction projects, quality factors and environmental impacts are considered. Further to the authors' knowledge, there is no method for evaluating project activities' efficiency. The efficiency of different activity modes is also evaluated for the first time to select the most efficient modes. This research can assist project managers with choosing the most appropriate execution modes for the activities to ultimately accomplish the project with the lowest time, cost and environmental impacts along with the highest quality.