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1 – 10 of over 41000Nils O.E. Olsson, Agnar Johansen, Jan Alexander Langlo and Olav Torp
The purpose of this paper is to discuss measurement of project success in an ownership perspective.
Abstract
Purpose
The purpose of this paper is to discuss measurement of project success in an ownership perspective.
Design/methodology/approach
The research is based on a case study of owner structures in 11 projects. For each case, an analysis was made of which stakeholder that held six different roles related to project ownership. Multiple sources of information are used, including archives, interviews and observations.
Findings
Results from the study indicate that owner responsibilities are not always concentrated to one individual stakeholder in a project. While a traditional owner can be identified for some projects, it is a more complex picture for many other projects.
Research implications/limitations
This paper has primarily analysed project ownership on a macro level, between organisations. Challenges related to identifying owners can to a certain extent also be found on a micro level, within the most involved organisations, but this has not been the aim of the research.
Practical implications
Measurement of project success in a project owner perspective needs to be adjusted to fit the projects in question. While the question “Who owns a project” is easy to answer in some cases, it requires a more differentiated answer in other cases.
Originality/value
Most literature on project ownership focuses on one owner who has all the characteristics of the owner. It is based on one stakeholder who takes the risk related to the cost and future value of the project. The study shows that owner responsibilities are not necessarily concentrated to one individual stakeholder in a project.
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Md. Mohaimenul Islam Sourav, Mohammed Russedul Islam, Sheikh Mohibur Rahman and Md. Istiak Jahan
In Bangladesh (BD), delays in infrastructure are common. Many previous studies have explored the causes of infrastructure delays. However, this study investigated the causes of…
Abstract
Purpose
In Bangladesh (BD), delays in infrastructure are common. Many previous studies have explored the causes of infrastructure delays. However, this study investigated the causes of delays by taking responses from the stakeholders who are responsible for planning, design, funding, approval and implementation. There are few studies that have related infrastructure project delays to heterogeneity in stakeholders’ perceptions.
Design/methodology/approach
A structural equation (SE) model is developed with 350 normally distributed data points to understand the heterogeneity in stakeholders’ perceptions regarding delays in infrastructure projects in BD. Additionally, the relative importance index (RII) approach is used to assess the responses, validating the SE model.
Findings
The study finds that among the three latent variables, “Project itself related delay” has more influence on delays in infrastructure projects. Among the observed variables under the “project itself related delay” latent variable, “DPP approval process” has the most significance. From the heterogeneity analysis, the study found differences in responses among the stakeholders from “the Engineering Department,” “the Planning Office” and “the Construction Firm/Industry.” An important class of stakeholders believes that their stage is not being delayed and that other stages require attention.
Research limitations/implications
The data sample is 350. More data can improve the accuracy of the findings. Most of the respondents are civil engineers (74%) and represent the owner of the project. Sample data from more stakeholders’ will enhance the accuracy of the result.
Practical implications
This study addresses the requirements of Bangladeshi project stakeholders and how their interactions cause delays in projects. Furthermore, the opinions of other stakeholders are taken into consideration when determining the specific factors of individual stakeholders that are causing delays. Practically, the distance between stakeholders should be reduced. A project manager can play a role in this regard. Initiatives should be taken on how to complete the project quickly by eliminating the requirements discussed among the stakeholders and bureaucratic complications. Instead of placing blame on one another, stakeholders should take the initiative to figure out how to work together to finish the project on schedule. The Planning Commission’s approval of the Development Project Proposal (DPP) and Revised Development Project Proposal (RDPP) should be obtained as soon as possible by owner stakeholders. In order to avoid frequently changing the DPP, owners should also exercise greater caution when choosing contractors. Contractor stakeholders should use efficient and proper manpower and equipment so that unexpected delays are not created during the execution of work. Since the role of the contractor stakeholder is the most important among the three types of stakeholders, the contractor should raise awareness and urge the owners to get the RDPP approved quickly.
Originality/value
The findings from the study can help mitigate delays in infrastructure projects in BD, taking into account the perceptions of various stakeholders.
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Pengcheng Pan, Yu Wang, Yumiao Yang and Sujuan Zhang
Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in…
Abstract
Purpose
Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in the architectural, engineering, construction, and operation industry. However, limited research has focused on a project owner organization perspective to investigate owner BIM capabilities that are required to ensure effective project management and delivery. This present study aims to propose an indicator framework to evaluate owner BIM capabilities at the organizational level.
Design/methodology/approach
Leveraging the existing literature on BIM capabilities and synthesizing insights from the resource-based view and information technology capabilities research, this study conceptualizes the BIM capabilities of project owner organizations and offers a framework of indicators for measurement. Semi-structured interviews with BIM experts and a questionnaire survey were conducted to identify key indicators affecting owner BIM capabilities. A six-dimensional structural equation model with 29 indicators was then established.
Findings
The findings highlight the multidimensionality of owner BIM capabilities and show that process capabilities play a crucial role in enhancing owner BIM capabilities, while technical capabilities are considered as the least important aspect.
Research limitations/implications
The study sheds light on the key role of project owner organizations in ensuring BIM value and suggests that project owners focus more on the organizational processes of introducing BIM in managing projects.
Originality/value
This study reconceptualizes owner BIM capabilities drawing on the idea of resource-based view and information technology capabilities and highlights the important dimensions and indicators of owner BIM capabilities at the organizational level.
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Jayesh Prakash Gupta, Hongxiu Li, Hannu Kärkkäinen and Raghava Rao Mukkamala
In this study, the authors sought to investigate how the implicit social ties of both project owners and potential backers are associated with crowdfunding project success.
Abstract
Purpose
In this study, the authors sought to investigate how the implicit social ties of both project owners and potential backers are associated with crowdfunding project success.
Design/methodology/approach
Drawing on social ties theory and factors that affect crowdfunding success, in this research, the authors developed a model to study how project owners' and potential backers' implicit social ties are associated with crowdfunding projects' degrees of success. The proposed model was empirically tested with crowdfunding data collected from Kickstarter and social media data collected from Twitter. The authors performed the test using an ordinary least squares (OLS) regression model with fixed effects.
Findings
The authors found that project owners' implicit social ties (specifically, their social media activities, degree centrality and betweenness centrality) are significantly and positively associated with crowdfunding projects' degrees of success. Meanwhile, potential project backers' implicit social ties (their social media activities and degree centrality) are negatively associated with crowdfunding projects' degrees of success. The authors also found that project size moderates the effects of project owners' social media activities on projects' degrees of success.
Originality/value
This work contributes to the literature on crowdfunding by investigating how the implicit social ties of both potential backers and project owners on social media are associated with crowdfunding project success. This study extends the previous research on social ties' roles in explaining crowdfunding project success by including implicit social ties, while the literature explored only explicit social ties.
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Yibo Hu, Jinbo Song and Tingting Zhao
The development of China's solar photovoltaic (PV) industry is in a transition period from pursuing scale and speed to focusing on efficiency and quality. “Smart PV projects”…
Abstract
Purpose
The development of China's solar photovoltaic (PV) industry is in a transition period from pursuing scale and speed to focusing on efficiency and quality. “Smart PV projects” (SPVPs) were proposed by the ministries of the Chinese government in 2018 to encourage intelligent upgrading and to fill the gaps in traditional PV projects. However, only a small number of PV enterprises are in progress, and only a few SPVPs have been built. The intelligence level of China's PV projects needs to be improved. The purpose of this study is to analyze the willingness of the main participants to be involved in the intelligent upgrading of PV projects by establishing an evolutionary game model that includes three parties.
Design/methodology/approach
A tripartite evolutionary game model is constructed that considers PV enterprises, project owners and the government. The evolutionary stability strategies of each party and the corresponding stable conditions are obtained. The parameters that affect the decision behaviors are also analyzed.
Findings
The four stages of the intelligent upgrade of PV projects and the effects of the government subsidy strategies are examined. At different stages, adopting different measures to promote cooperation among the three parties involved is necessary. Government subsidies should be provided to PV enterprises during the initial stage and should be biased toward project owners during the intermediate stage. During the peak stage, PV enterprises constantly need to decrease project costs and improve quality and service, thus helping project owners reduce their initial investments and obtain additional gains. The government's reputation drives it to continually adopt incentive strategies.
Originality/value
This research focuses on the interactions among the three parties. Based on evolutionary game analysis, several conditions that facilitate the intelligent upgrading of PV projects are illustrated. Implications for different developing stages are proposed from the perspectives of each party for the decision-makers of SPVPs.
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The paper aims to investigate the communication of uncertainty information and knowledge between the project manager, owner and steering group. The purpose of the project is to…
Abstract
Purpose
The paper aims to investigate the communication of uncertainty information and knowledge between the project manager, owner and steering group. The purpose of the project is to identify the effects of project owner and steering group involvement in the process of uncertainty management.
Design/methodology/approach
The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. The building of new frigates, a project in the Royal Norwegian Navy, is studied. This is a large public technology project, with a great deal of media and public attention from Norwegian society.
Findings
The project owner and steering group involvement in the project's uncertainty management process were identified. The interviews revealed that uncertainty information and knowledge have frequently been communicated and shared. The results indicate that this has reduced the asymmetric information problem between the parties. This involvement has also contributed to building a collaborative, respectful, professional and trusting relationship between the parties. Another effect that was found is that the project owner has learned about uncertainty management and developed uncertainty consciousness. Moreover, the data indicate that the uncertainty information has helped the project owner develop a holistic view for improved decisions.
Research limitations/implications
Future research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.
Practical implications
The paper concludes that project owner involvement and communicating uncertainty information are important for the effective management of uncertainties and achieving project success.
Originality/value
The involvement of the project owner and the communication of uncertainty information between the project manager and the owner are studied in this research paper.
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The purpose of this paper is to explore the governance in project organising where owner organisations interface with the temporary project organisations that they initiate. This…
Abstract
Purpose
The purpose of this paper is to explore the governance in project organising where owner organisations interface with the temporary project organisations that they initiate. This interface between the two types of organisation represents an opportunity for innovation.
Design/methodology/approach
In total, 25 narrative interviews were conducted with managers who work in permanent owner and operator organisations and temporary project organisations. It is combined with the analysis of textual narratives represented in institutional reports (APM, IPA, PMI).
Findings
The findings show that it is the flexible and balanced approach to governance that allows innovation to emerge. Strong capable innovative owners play crucial role in creating the corporate governance framework to allow innovation in projects.
Research limitations/implications
The current research presents narratives voiced by senior managers in permanent owner and operator organisations and temporary project organisations. The ways governance can be adjusted through the life cycle of major programmes require further a more longitudinal research investigation.
Practical implications
The practical benefits for the project management community is a better understanding of corporate governance in owner and operator organisations, the role of leadership and their narratives in governing processes, and the impact of strong governance on organisational performance and project deliverables.
Social implications
Senior managers socially constructed the meaning of governance through narratives. The author learn about practices of governance through the perspectives of those involved in decision making.
Originality/value
This paper contributes to project management theory in two ways: it provides insight into the practice of corporate governance; and it develops the application of narrative enquiry to project management research.
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Ofer Zwikael, Jack R. Meredith and John Smyrk
Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the…
Abstract
Purpose
Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the literature of this role – in particular, the specific responsibilities of the project owner that can enhance benefits realization and operations performance. The paper aims to discuss this issue.
Design/methodology/approach
The paper identifies these responsibilities in practice through two studies – a qualitative study, which includes interviews with senior executives who fund projects, and an in-depth longitudinal case study, which describes a company that continuously realizes the benefits from its projects.
Findings
The results suggest that a project owner should have 22 key responsibilities across four project phases and that an operations manager is often the most suitable candidate to fulfill this role in operations improvement projects. When performing these project responsibilities effectively, operations managers enhance benefits realization and operations improvement. Finally, the paper proposes five hypotheses for future research.
Originality/value
Based on agency theory, the paper increases our knowledge of the role of the project owner in practice. This new knowledge can enhance the realization of target benefits from projects and ensure a smooth transition from the project to the operations environment.
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Jonghyuk Cha, Mike Newman and Graham Winch
This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The…
Abstract
Purpose
This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.
Design/methodology/approach
As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.
Findings
A new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.
Originality/value
The advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
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Maria Luz Gulino, Natalya Sergeeva and Graham Winch
The project organising literature has increasingly paid attention to the dynamic capabilities required for the development of projects. The current research aims to expand the…
Abstract
Purpose
The project organising literature has increasingly paid attention to the dynamic capabilities required for the development of projects. The current research aims to expand the dynamic capabilities framework by including owner capabilities required throughout the whole project life cycle.
Design/methodology/approach
The research uses an interpretive qualitative research approach. Nineteen semi-structured interviews were conducted with the key actors of a social infrastructure project.
Findings
The findings suggest that the expansion of the dynamic capabilities framework to include owner capabilities required throughout a project life cycle could positively impact the success of a project. “Transformational capabilities” are recommended to enable the owner to overcome challenges and lead the evolution towards project organisations that are capable of transforming its outputs into beneficial use.
Originality/value
Existing research on dynamic capabilities does not address the particular challenges of social infrastructure projects such as housing. The current research fills this gap by exposing the challenges experienced by owners in the development of certain capabilities and their impact on the performance of a project.
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