A decision matrix approach to green project management processes

2016 ◽  
Vol 13 (3) ◽  
pp. 174-189 ◽  
Author(s):  
Mustafa Sahban Al-Tekreeti ◽  
Salwa Mamoun Beheiry
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Design Methodology ◽  
Ahp Method ◽  
Decision Matrix ◽  
Content Type ◽  
Process Index ◽  
Management Processes ◽  
Green Practices ◽  
Project Management Processes

Purpose – The purpose of this paper is to develop a decision matrix for green project management processes (GPMPs) in commercial construction projects. GPMPs can assist in decoding all of the information required to make green-conscious decisions at various stages of a project. Design/methodology/approach – Integrate the environmental factors into the traditional project management processes (PMPs) of major construction projects. The integrated product is worked into a process index, and the analytical hierarchy processes (AHP) method is used to prioritize the GPMPs according to pre-set criteria. Findings – Research established the theoretical backing of green practices integration in the traditional PMPs, by creating an AHP weighted GPMP index that is linked to usable decision matrix. Originality/value – Develops a fresh methodology to facilitate green decision-making in the project management of commercial construction projects.

Engineering and Construction Projects Characteristics

2018 ◽  
pp. 1-6
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Construction Project ◽  
Complex Projects ◽  
Management Processes ◽  
Project Management Processes

Companies try to use better techniques to deal with complex projects. The maturity of companies to apply these better techniques can guarantee project success or not. The environment, where the engineering and construction project is developed, also has influence over the success. The maturity of a company's project management processes is also a factor of success. This chapter aims to talk about concepts related to engineering and construction initiatives.

Optimisation of resource management in construction projects: a big data approach

2019 ◽  
Vol 16 (2) ◽  
pp. 82-93 ◽  
Author(s):  
Habeeb Kusimo ◽  
Lukumon Oyedele ◽  
Olugbenga Akinade ◽  
Ahmed Oyedele ◽  
Sofiat Abioye ◽  
...  
Keyword(s):  
Big Data ◽  
Resource Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Design Methodology ◽  
Key Factors ◽  
Content Type ◽  
Management Processes ◽  
Qualitative Research Methodology ◽  
The Uk

Purpose The purpose of this paper is to identify challenges faced in resource management in the UK construction industry and to propose some solutions to these problems. Design/methodology/approach Based on a qualitative research methodology, 14 experts from the UK construction industry were chosen to be participants in the study. The participants were equally divided into two focus groups to discuss resource management using five projects as case studies. Thematic analysis of the discussion reveals seven key factors that affect resource management. Findings The results show that most of the problems identified are due to poor data management processes and the practice of having data in silos. Overcoming this challenge requires the adoption of big data approaches for resource management to allow the integration of large and different forms of data. Originality/value This study seeks to bring to the fore challenges faced in resource management by the UK construction industry and to outline some solutions to address them.

Mobile BIM implementation and lean interaction on construction site

2018 ◽  
Vol 25 (10) ◽  
pp. 1298-1321 ◽  
Author(s):  
Ozan Koseoglu ◽  
Elif Tugce Nurtan-Gunes
Keyword(s):  
Project Management ◽  
Real Life ◽  
Lean Construction ◽  
Information Modeling ◽  
Construction Site ◽  
Content Type ◽  
Lean Principles ◽  
Implementation Challenges ◽  
Management Processes ◽  
Project Management Processes

Purpose Building information modeling (BIM) and lean construction are two practices that are developed in order to increase productivity, efficiency and quality in construction by implementing various procedures. However, the practical execution of both BIM and lean is mostly limited with the tasks performed in the office environments in the design phase. The purpose of this paper is to examine the benefit realizations in terms of lean interactions resulting from mobile BIM processes through a framework by focusing on digital transformations performed on the construction site. Design/methodology/approach This paper examines the benefit realizations in terms of lean interactions resulting from mobile BIM processes through a framework by focusing on digital transformations performed on the construction site. To describe the case, BIM project management processes during construction phase have been explained by a participatory research. With a comprehensive literature review, interactions between site BIM processes and lean principles have been defined and the case has been evaluated accordingly. Findings By focusing on the mobile BIM delivery of project information via tablets to construction site, it has been identified that through the use of technology enabled by BIM practices, lean construction principles are also simultaneously accomplished. This achievement is not only realized with technology but also with the strategic implementation and transformation of organization with the proper BIM practices. Research limitations/implications The research is focused on mobile BIM processes applied on-site to enhance traditional project management processes. With the findings of this paper, practitioners may identify research questions to resolve real-life implementation challenges. Practical implications This research will enlighten construction practitioners regarding site BIM application capabilities and lean achievements with the utilization of improved project management processes enabled by BIM. Originality/value Through the implementation of project management processes enabled by BIM practices on construction site, lean principles are achieved and bottlenecks are identified.

Project management processes in the adoption of smart building technologies: a systematic review of constraints

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Ato Ghansah ◽  
De-Graft Owusu-Manu ◽  
Joshua Ayarkwa
Keyword(s):  
Systematic Review ◽  
Project Management ◽  
Empirical Studies ◽  
Relevant Literature ◽  
Adoption Of Technology ◽  
Content Type ◽  
Smart Building ◽  
Management Processes ◽  
Project Management Processes ◽  
Conference Papers

PurposeThe necessity for sustainable development and high building performance has led to the adoption of smart building technologies (SBTs) in the construction community. The SBTs adoption has been hindered in many different parts of the world due to several constraints underpinning the project management processes to help adopt SBTs. This paper presents a systematic review of relevant literature on barriers underpinning the project management processes on the adoption of SBTs.Design/methodology/approachThis paper presents a systematic review of relevant literature on barriers to technology adoption published in academic peer-reviewed journals and conference papers. The study adopted a systematic review technique on 56 relevant articles and conference papers in relation to barriers to adoption of technology, and barrier frequency was employed to select the most reported barriers.FindingsThe study revealed the most reported barriers underpinning project management process towards SBTs adoption, which include lengthy approval process for new SBTs, structure and organization of the construction industry, higher cost for smart construction practices and materials, unfamiliarity with smart building technology and technical difficulty during construction process.Practical implicationsTo both the industry practitioners and policymakers, this review provides a valuable reference during implementation. Also, to the academic scholars on embarking on further empirical studies, the developed checklist of SBTs barriers could be important and useful.Originality/valueThis study has contributed to the knowledge of barriers underpinning the project management processes on SBTs adoption by identifying the most reported barriers in literature.

Enhancing client-agency relationship quality in the advertising industry – an application of project management

2019 ◽  
Vol 34 (2) ◽  
pp. 463-473 ◽  
Author(s):  
Elizabeth Levin ◽  
Thu Nguyen Quach ◽  
Park Thaichon
Keyword(s):  
Project Management ◽  
Service Quality ◽  
Relationship Quality ◽  
Interpersonal Relationships ◽  
Online Survey ◽  
Customer Relationship ◽  
Content Type ◽  
Management Processes ◽  
Project Management Processes ◽  
Database Service

Purpose This paper aims to determine the dimensions of service quality of advertising agencies and their effects on relationship quality between an advertising agency and their clients through the social and economic exchange. Design/methodology/approach The intention was to target firms which use the services of an advertising or marketing solutions agency; hence, participants were recruited from a business database service providing details for key decision makers in Australia and New Zealand. An online survey was used in this study. Findings Creative competence, project management processes and project outcome influenced relationship quality through value and interpersonal relationships. However, only creativity had a significant direct relationship with relationship quality. Practical implications Although creativity plays a major role in relationship development, agencies must have efficient and effective project management processes in place to ensure successful project completion within timeline and budget to be able to maintain ongoing relationships with their clients. Originality/value The research draws upon literature from three key disciplines, service quality, relationship marketing and project management, to address the gaps in the current literature related to customer relationship management in the B2B client–agency context.

scholarly journals Ameliorating time and cost control with project learning and communication management

2020 ◽  
Vol 13 (4) ◽  
pp. 767-792 ◽  
Author(s):  
Jeffrey Boon Hui Yap ◽  
Martin Skitmore
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Design Methodology ◽  
Cost Control ◽  
Building Construction ◽  
Communication Management ◽  
Two Phase ◽  
Content Type ◽  
Body Of Knowledge ◽  
Depth Interviews

PurposeLegions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of insufficient communication and working experience. One of the key reasons why this occurs is that managers are unaware of what knowledge needs to be retained. In contrast with knowledge management research, which mostly focuses on the systems and processes for capturing, storing, and retrieval of knowledge, this paper investigates the nature of project communication and learning and their role on project time and cost control.Design/methodology/approachA stratified proportional purposive sampling approach was adopted in choosing the interview participants for the study. They are experienced industry practitioners working on building construction projects in Malaysia. Content analysis was then performed on the interview data. The identified variables were further validated by 11 industry experts from the three primary construction stakeholders.FindingsThe results of a series of 12 in-depth interviews with industry practitioners are provided to reveal the effective communication tools for sharing and learning in a project-based environment, the learning inducing situations involved, and the use of reusable project experiences to improve project time and cost control.Research limitations/implicationsA possible limitation of the study is its focus on a small group of Malaysian practitioners delimits the generalizability of the findings.Originality/valueA two-phase model with three-step project management process of input, tools, and output is developed from the Project Management Body of Knowledge (PMBOK) Guide as an aid for more effective knowledge reuse in project time and cost control in the future.

scholarly journals Exploration of latent barriers inhibiting project management processes in adopting smart building technologies (SBTs) in the developing countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Ato Ghansah ◽  
De-Graft Owusu-Manu ◽  
Joshua Ayarkwa ◽  
David John Edwards ◽  
M. Reza Hosseini
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Project Managers ◽  
Design Teams ◽  
Content Type ◽  
Smart Building ◽  
Management Processes ◽  
Sustainable Materials ◽  
Project Management Processes ◽  
Analytical Tools

Purpose While smart building technologies (SBTs) implementation ensures sustainability, their adoption is hampered by latent barriers, especially in project management processes. These latent barriers must be addressed to facilitate the successful and widespread adoption of SBTs. Therefore, this study aims to explore the significant latent barriers inhibiting the project management processes in adopting SBTs in developing countries. Design/methodology/approach A positivist research philosophy couched within a deductive approach was adopted to undertake a quantitative questionnaire survey of 227 project management and design team participants. Descriptive and inferential analytical tools (including a one sample T-test and exploratory factor analysis) were then adopted to interpret data collected. Findings The results reveal that the “high cost of smart sustainable materials and equipment” is the major significant barrier hindering the adoption of SBTs in developing countries. Latent barriers were: “structure and time-related barriers,” “construction-related barriers” and “human, policy and cost-related barriers”. Originality/value The study contributes novel insights into the prevailing nascent discourse on SBTs from the perspectives of construction project managers and design teams in developing countries, particularly. Furthermore, to the best of the authors’ knowledge, this is the first study that ascertains the significant barriers inhibiting project management processes in adopting SBTs in developing countries.

How Can Sustainable Development Redefine Project Management Processes?

2013 ◽  
pp. 1183-1202
Author(s):  
Mohamed Eid
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Great Influence ◽  
Incremental Change ◽  
Leverage Point ◽  
Management Processes ◽  
Project Management Processes

The relationship between Project Management (PM) and Sustainable Development (SD) is tested in this chapter through its application on the construction industry. When PM is embedded in construction projects, it has the capacity to be a significant leverage point of great influence, and it becomes one of the cornerstones for rethinking the relationships between PM, SD, and the Construction Industry. The work presented discusses the need for integrating sustainable development into project management processes to ensure a better outcome for the construction industry, which is directly related to the degradation of our quality of life on the economic, social, and environmental levels. The author explores the origins and philosophies behind sustainability, the core of project management processes, the strategic implications of the construction industry practices, and puts forward the “systems thinking and points of leverage” approach to facilitate an efficient environment of integration. Thinking and acting sustainably requires not only incremental change but also a revolution in approach, a shift of perspective; sustainable project management processes are possible to achieve.

How Can Sustainable Development Redefine Project Management Processes?

2013 ◽  
pp. 76-94 ◽  
Author(s):  
Mohamed Eid
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Great Influence ◽  
Incremental Change ◽  
Leverage Point ◽  
Management Processes ◽  
Project Management Processes

The relationship between Project Management (PM) and Sustainable Development (SD) is tested in this chapter through its application on the construction industry. When PM is embedded in construction projects, it has the capacity to be a significant leverage point of great influence, and it becomes one of the cornerstones for rethinking the relationships between PM, SD, and the Construction Industry. The work presented discusses the need for integrating sustainable development into project management processes to ensure a better outcome for the construction industry, which is directly related to the degradation of our quality of life on the economic, social, and environmental levels. The author explores the origins and philosophies behind sustainability, the core of project management processes, the strategic implications of the construction industry practices, and puts forward the “systems thinking and points of leverage” approach to facilitate an efficient environment of integration. Thinking and acting sustainably requires not only incremental change but also a revolution in approach, a shift of perspective; sustainable project management processes are possible to achieve.

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