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For construction and management, the existing codes of practice of international organizations such as US Army Corps of Engineers, the Asian Development Bank, the World Bank, the United Nations Office for Project Services, etc., often prove ineffective when applied in post-war countries like Afghanistan. Domestic contractors faced maximum challenges in contractual scope management, which was implemented by such organizations based on their existing codes of practice. The purpose of this paper is to understand these barriers in scope management as faced by the domestic contractors of Afghanistan.

The research employs a mixed methodology to cater to its objectives. Face-to-face structured interviews of 14 industry experts and extensive literature review were conducted to identify unique barriers pertaining to Afghanistan construction industry. Further, quantitative assessment of these barriers through the statistical tools of “mean score ranking,” “Kendall’s test” and “independent sample t-test” was carried out to understand the severity of the barriers.

In total, 39 unique barriers were identified under the groups of “scope formulation,” “scope completeness,” “scope pricing,” “scope implementation” and “scope change control.” The consequential impacts of these barriers and their existence at different stages of the project were illustrated. The most severe barriers were identified as the “inadequacy of site investigation reports” and the “unavailability of resources in local markets.”

The understanding of the challenges faced by local stakeholders, as highlighted by this study, can be utilized by these international organizations in their strategy and planning to ensure successful projects while also propagating the adoption of sustainable construction practices.

The purpose of this paper is to explore the different views of major project stakeholders about the factors that contribute to poor project scope leading to project scope creep.

Major factors of project scope creep are identified using commonality analysis of stakeholders’ views. An interview-based industry research method is applied to collect data from different projects in the United Arab Emirates.

Relying on stakeholders’ theory, the study proposes a framework for managing project scope creep. Results indicate that communication is among the major causes of project scope creep, as reported by all project stakeholder groups in this study.

The study is expected to support the assessment of the causes of project scope creep, simultaneously expanding knowledge on the topic for both researchers and practitioners.

This study is among the first few to explore the commonality of various stakeholder views in the factors that hinder project success.

Strategy research has long understood that reconfiguration of the scope of the activities a firm engages in over time is critical to its long-run success, while under-emphasizing differences in redeployment strategy that underlie apparently similar scope and changes in scope. In this paper, we build on the idea that a firm’s number of activities (scope) and change in activities (turnover) arise from two fundamental rates of redeployment: the rate at which activities are added and the rate at which activities are subtracted. In net, the turnover rate reflects how actively a firm reconfigures its resource base by redeploying resources via addition and subtraction of activities. We develop a model that links addition and subtraction with the composition of a firm’s activities and then provide an empirical illustration using data from the U.S. Patents and Trademarks Office. As an example of one extension, the model can be generalized to incorporate elements of absorptive capacity. The analysis contributes to our understanding of how firms reconfigure their activities and provide managers with a clearer understanding of tools that guide redeployment of existing resources.

The purpose of this paper is to study the use of potential scope reductions in major construction projects for special-purpose buildings. Scope reductions may result in buildings that are less fit for purpose; this will be negative according to a facilities management perspective. The paper discuses to what extent this is the case. Potential reductions of project scope have been a tool for cost control of governmental investments in Norway since 2001.

The study is based on lists of possible reductions that were identified in the early phase of the projects. Information about the outcome of these possible reductions is collected from eleven public building projects.

In the studied projects, reduction lists were equivalent to 2.7 per cent of projects budgets, ranging from 0 to 9 per cent. Contingencies for these projects were 9.5 per cent on average, ranging from 5 to 13 per cent. The reduction lists were typically smaller than the contingencies’ lists. Seven of 11 studied projects had reduction lists established during the front-end phase. Only two projects implemented some of the reductions. These reductions were general reductions of the quality of spaces.

Empirical research results are based on Norwegian experiences. Results are compared to international practices. Future research can include comparisons between facilities projects and other types of investments.

The Norwegian reduction lists can be seen as a type of value engineering. The studied potential reductions are based on an unusually high degree of specification of the potential actions for cost control. International best practice is more concerned with general approaches. The practice of identifying specific potential reductions has little use as an active tool for controlling costs. General reduction options work better than specific reductions. The potential scope reductions do not appear to be a threat in a facilities management perspective.

This is the first study of how potential reductions have been used in public building projects. The findings are of interest related to cost control of major investments in facilities.

The purpose of this paper is to investigate the causes of scope creep on project completion in the real estate development industry in Ghana.

Both simple random sampling and convenience sampling techniques were used in selecting the respondents for the study. The respondents were experts working in the real estate development industry in Ghana.

Results from the study showed that the most critical factors that cause scope creep in the Ghanaian real estate development industry are client changes, unforeseen risks and unclear scope. Mitigating measures for addressing these factors were proposed.

This paper is limited to causes of scope creep in the real estate development industry in Ghana based on data collected from only real estate development firms in Accra. Due to geographic constraints, the researcher was unable to sample real estate development companies across the entire country. The finding of this study may not be generalised since causes of scope creep can be unique to individual country contexts.

This paper has documented the critical causes of scope creep and its major impacts on project completion in the real estate development industry in Ghana. The results will help project managers in the industry to appreciate the causes of scope creep and its effect on project completion as well as increase the quality of economics on real estate management and reduce the costs and risks of housing of delivery in the country.

The paper examined the causes and mitigation of project scope creep in the Ghanaian context.

To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.

This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.

Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.

While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.

This paper aims to deal with the development of a risk management application for the modelling, optimal adaptation and implementation of an ERP system.

This paper presented a risk management application for the modeling, optimal adaptation and implementation of an ERP system. The application was tested with the operations and capabilities of the ERP commercial package “SINGULAR Enterprise (SEn)” of the Greek Software House DELTA‐SINGULAR S.A.

The functional result of this application was proved to support considerably the management of risk within the implementation of the ERP system.

To the best knowledge of the authors there is no other current generic research in this technological field concerning small or medium‐sized enterprises. With the development of this application, the goals mentioned in the conclusions were achieved.

Enterprise resource planning (ERP) projects failing to meet user expectations is a cause for concern as it often leads to considerable time and money losses. The purpose of this paper is to understand the causal factors for such failures in the Indian context.

A scientific case study research methodology was followed. The unit of analysis: a failed ERP project followed by a successful one in the same organization. Data were collected through interviews, observation and study of archival documents. Analysis was methodical and validated through a triangulation approach.

The results suggest that it is the manner in which key critical success factors (CSFs) such as top management support are operationalized; good project management; a smaller scope and a hybrid approach of integrating the legacy system with the ERP that facilitates adoption and leads to a succesful implementation.

The study extends the work of earlier researchers in a new market – India. It identifies important constructs, composites of existing CSFs, which future research could measure as ex ante predictors of ERP project success.

The authors offer several guidelines related to the role of top management, the importance of simplicity of scope, change management steps – all of which would help implementation teams better manage projects.

The two case methodology of a failed implementation followed by a successful one in the same organization is unique, in the Indian context. This is the closest to a controlled experiment one can have in case study research. The findings pave the way for the development of predictive instruments of ERP project outcomes.

The Chinese civilization is an important part of the history of mankind. The purpose of this paper is to show that there are project management lessons to be learned from Chinese history, including that relating to the management of the building process in ancient China.

Through a review of the literature, this paper discusses the key management and economic practices in the building process of ancient China and highlights these practices from an important document, the Yingzao Fashi or (“Treatise on Architectural Methods”), that was compared with the modern‐day project management framework.

This paper explains the official systems instituted for public projects; the management of labour, design and planning of construction works; quantity surveying practices; the use, control and recycling of building materials; and inspection of building elements in ancient China.

The study suggests that lessons in the principles of construction project management in ancient China bear many similarities with the nine areas of modern‐day project management body of knowledge relating to integration, scope, time, cost, quality, human resource, communications, risk, and procurement management. An area for future research would be to compare the Yingzao Fashi with modern‐day codes of practice for building works to determine which of its “ancient” provisions relating to quality management are still relevant today.

It was found that much emphasis was placed by the ancient Chinese on the quality aspects of prominent building projects. This is one facet from which modern‐day project managers and clients can draw lessons.

More and more governmental organizations are switching to information systems to enhance their operations and reduce cost but the development of these systems involves a lot of challenges. This paper aims to find out the challenges that project managers have to face during the development of such systems and the practices they can adopt to address these challenges.

To identify the challenges, data have been gathered across six key project management areas. The six targeted key areas are project integration management, project scope management, project time management, project cost management, project human resource management and project communications management. The authors have coordinated with 11 managerial-level IT professionals using semi-structured interviews and have gone through their communication archives.

Findings prove that practices such as focusing on cost reduction, informal congregations, trainings and frequent communication between vendor and client help in addressing the challenges. Furthermore, learning from management experiences of the managers can assist managers in similar role to create a pattern of success while working with governmental projects.

The authors peek into the development life cycle of a public sector project named as prison information management system. The project has encountered numerous challenges and has been accomplished in significantly delayed time than designated.