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Project management scholars and practitioners have long debated how best to harness social interactions to optimise knowledge exchange and enhance stakeholder alignment and value. This study aims to assist project managers to understand and manage fuzziness and create enduring front-end value. It views the project life cycle as a potential source of co-created value. The paper uses a social capital lens to provide a deeper understanding of the project front-end; it uses a three-dimensional view (structural, relational, cognitive) to explore how stakeholder social capital can overcome front-end fuzziness to enhance decision-making and, thus, value creation.

Semi-structured interviews were conducted with senior managers from teleconnections companies, which, when combined with secondary data, established the impact, nature and dimensions of social capital within a project management setting.

The research found that social capital can help to reduce complexity, uncertainty and equivocality in the early stages of projects, making them more clearly defined and thus helping to create greater stakeholder value in the later stages of the project. A surprising finding was that some project team members engaged in intentional equivocality to try to promote their own benefits rather than those of the organisation.

This paper reconceptualises the impact of social capital on stakeholder value creation in the front-end of projects. The paper contributes to a more holistic view of the front-end of project management, focusing social capital to reduce the sources of front-end fuzziness.

Urban communities can be faced with many destructive events that can disrupt the daily functioning of activities and livelihood of people living in the communities. In this regard, during the last couple of years, many governments have put a lot of efforts into building resilient urban communities. Essentially, a resilient urban community has the capacity to anticipate future disasters, prepare for and recover timely from adverse effects of disasters and unexpected circumstances. Considering this, it is therefore important for the need to continuously review the existing urban community resilience indicators, in order to identify emerging ones to enable comprehensive evaluation of urban communities in the future against unexpected events. This study therefore aims to conduct a systematic review to develop and critically analyse the emerging and leading urban community resilience indicators.

Following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRSIMA) protocol, 53 journal articles were selected using Scopus. The selected papers were subjected to thorough content analysis.

From the review, 45 urban community resilience indicators were identified. These indicators were grouped into eight broad categories namely, Socio-demographic, Economic, Institutional Resilience, Infrastructure and Housing Resilience, Collaboration, Community Capital, Risk Data Accumulation and Geographical and Spatial characteristics of community. Further, the results indicated that the U.S had the highest number of publications, followed by Australia, China, New Zealand and Taiwan. In fact, very few studies emanated from developing economies.

The outputs of this study will inform policymakers, practitioners and researchers on the new and emerging indicators that should be considered when evaluating the resilience level of urban communities. The findings will also serve as a theoretical foundation for further detailed empirical investigation.

This paper aims to design a hybrid model of knowledge-based performance management system (KBPMS) for facilitating Lean Six-Sigma (L6s) application to increase contractor productivity without compromising human safety in Indonesian upstream oil field operations that manage ageing and life extension (ALE) facilities.

The research design applies a pragmatic paradigm by employing action research strategy with qualitative-quantitative methodology involving 385 of 1,533 workers. The KBPMS-L6s conceptual framework is developed and enriched with the Analytical Hierarchy Process (AHP) to prioritize fit-for-purpose Key Performance Indicators. The application of L6s with Human Performance Modes analysis is used to provide a statistical baseline approach for pre-assessment of the contractor’s organizational capabilities. A comprehensive literature review is given for the main pillars of the contextual framework.

The KBPMS-L6s concept has given an improved hierarchy for strategic and operational levels to achieve a performance benchmark to manage ALE facilities in Indonesian upstream oil field operations. To increase quality management practices in managing ALE facilities, the L6s application requires an assessment of the organizational capability of contractors and an analysis of Human Performance Modes (HPM) to identify levels of construction workers’ productivity based on human competency and safety awareness that have never been done in this field.

The action research will only focus on the contractors’ productivity and safety performances that are managed by infrastructure maintenance programs for managing integrity of ALE facilities in Indonesian upstream of oil field operations. Future research could go toward validating this approach in other sectors.

This paper discusses the implications of developing the hybrid KBPMS- L6s enriched with AHP methodology and the application of HPM analysis to achieve a 14% reduction in inefficient working time, a 28% reduction in supervision costs, a 15% reduction in schedule completion delays, and a 78% reduction in safety incident rates of Total Recordable Incident Rate (TRIR), Days Away Restricted or Job Transfer (DART) and Motor Vehicle Crash (MVC), as evidence of achieving fit-for-purpose KPIs with safer, better, faster, and at lower costs.

This paper does not discuss social implications

This paper successfully demonstrates a novel use of Knowledge-Based system with the integration AHP and HPM analysis to develop a hybrid KBPMS-L6s concept that successfully increases contractor productivity without compromising human safety performance while implementing ALE facility infrastructure maintenance program in upstream oil field operations.