scholarly journals Boosting project outcomes through goal alignment: a case study of Vietnam

2014 ◽  
Vol 14 (2) ◽  
pp. 73-86 ◽  
Author(s):  
Florence Yean Yng Ling ◽  
Mai Bich Tram Hien
Keyword(s):  
Construction Industry ◽  
Client Satisfaction ◽  
Effective Communication ◽  
Project Team ◽  
Goal Alignment ◽  
Team Members ◽  
Performance Quality ◽  
Project Outcomes ◽  
Goals And Objectives

Goal alignment among members of a project team is important so that individual team members can work towards common project outcomes.  This study aims to identify effective goal alignment practices to improve construction project outcomes in Vietnam. With the aid of a survey questionnaire, data were collected from practitioners in Vietnam’s construction industry. The overall results show that although there is significant schedule overrun, projects in Vietnam are generally completed within budget.  These projects also have significantly good quality and client satisfaction.  The results show that goal alignment practices relating to having shared objectives, effective communication, flexibility, and fairness are significantly correlated with schedule performance, quality, and client satisfaction.  It is recommended that project team members share, align and adjust their goals and objectives in order to achieve a better schedule outcome.  Effective communication of problems pertaining to delivery and quality may lead to better client satisfaction.  It is also recommended that consultants and contractors make adjustments and customize their products to derive higher quality and client satisfaction.  Clients should also be fair in sharing project benefits and valuing variations.  

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

scholarly journals 4D visualization to bridge the knowing-doing gap in megaprojects: an Australian case study

2020 ◽  
Vol 20 (4) ◽  
Author(s):  
Abhijnan Datta ◽  
Johan Ninan ◽  
Shankar Sankaran
Keyword(s):  
Construction Industry ◽  
Project Team ◽  
Decision Makers ◽  
Construction Process ◽  
Critical Part ◽  
Safety Program ◽  
Performance Improvements ◽  
Australian Case

The literature on megaprojects are oriented towards ‘knowing’ the problems and ‘knowing’ the solutions, and there is a dearth in literature aimed at explaining strategies adopted in ‘doing’ or implementing that knowledge. Particularly, the literature highlights communication as important as part of the ‘knowing,’ while there is a gap in ‘doing,’ as performance improvements are still not evident. This research aims to explore how this knowing-doing gap in the communication of risk information was addressed by using 4D visualization. This article discusses the vent facility of a megaproject in Australia as a case study to illustrate the innovation. The 4D model developed for the facility helped the project team to visualize the construction of a critical part of the project, discuss the construction methodology, identify the risks in the construction process and persuade the non-technical decision-makers of the project to take appropriate action. The risks identified through the visualization covered safety, program, and interface risks. This study offers insights into the role of visualization in bridging the knowing-doing gap in the construction industry in the context of a megaproject.

scholarly journals 3d/4d Visualization Framework for Modelling Off-Site Productivity of Modular Construction Housing

2016 ◽  
Author(s):  
Jad Jureidini ◽  
Mona Afifi ◽  
Rita Zhang ◽  
Mohamed Al-Hussein
Keyword(s):  
Information Sharing ◽  
Construction Industry ◽  
3D Visualization ◽  
Project Team ◽  
Modular Construction ◽  
Site Productivity ◽  
Diverse Range ◽  
Manufacturing Facility ◽  
Production Improvement

Construction, as the process of constructing a building, has diverse range of available software tools which have been developed to support modelling operations, tasks, and processes in the construction industry. 3D visualization as a modelling tool has been widely used to improve modular and off-site construction activities; it allows for seamless information sharing and collaboration among project stakeholders, and also provides opportunities for improvements suggested by the project team. This paper presents a framework for modelling the off-site modular construction of housing at the Kent Homes manufacturing facility through 3D/4D visualization. A case study is represented to illustrate the potential for production improvement.

scholarly journals Effect of project team integration on the performance of Indian construction project: SMART PLS Structural Equation Approach

2021 ◽  
Vol 11 (1) ◽  
pp. 1-20
Author(s):  
Vijayabanu Chidambaram ◽  
◽  
Karthikeyan Shanmugam ◽  
Balamurugan Sivamani ◽  
◽  
...  
Keyword(s):  
Structural Equation ◽  
Construction Projects ◽  
Tamil Nadu ◽  
Construction Project ◽  
Equation Model ◽  
Project Team ◽  
Primary Data ◽  
Survey Method ◽  
Team Members ◽  
Project Outcomes

Due to competition and high expectations of customers, the construction sector is faced with several challenges while pursuing project outcomes. Generally, construction firms consist of various project teams with multipurpose, which necessitates participation and involvement of team members in an organised manner to complete the project effectively. The current research aimed to understand the essential factors that contribute to Effective Teamwork in the construction industry. The study is based on primary data via a questionnaire-based survey method. The data collected from 72 respondents comprises various construction team members like Engineers, Contractors, Owners, Architects from various parts of Tamil Nadu. The data collected were processed using the Structural Equation Model (SEM), which was employed in this research to understand the relationship among the successful outcomes and the factors determining the team's success. The analysis of the results and the model show that the integration between the project team brings about a uniquely positive effect on construction project outcomes at a R2 value of 0.733. This study provides empirical evidence that a successful construction project team will positively influence the outcome of construction projects.

To Coerce or to Enable? Exercising Formal Control in a Large Information Systems Project

2015 ◽  
Vol 30 (4) ◽  
pp. 337-351 ◽  
Author(s):  
Jakob Heumann ◽  
Martin Wiener ◽  
Ulrich Remus ◽  
Magnus Mähring
Keyword(s):  
Information Systems ◽  
Project Team ◽  
Team Leaders ◽  
Project Control ◽  
Senior Managers ◽  
Team Members ◽  
Management Level ◽  
Hierarchical Levels ◽  
Traditional Mode

In virtually every information systems (IS) project, control is exercised on multiple hierarchical project levels. For example, senior managers exercise control over project team leaders, who in turn exercise control over distinct groups of project team members. Most prior studies have exclusively focused on one specific controller-controllee dyad. As a result, there is little understanding of how IS project control is exercised across different hierarchical levels. To close this research gap, we conducted a case study of a large IS project at a major engineering firm. Our study helps enrich the traditional mode-based typology of control with the dimension of control style, that is, the distinction between enabling and coercive control. Our research contributes novel insights to the IS control literature in three ways: (1) we find that the senior management level and the project management level differ in the use of control style but not in the use of control modes, (2) we identify several factors that influence the choice of a particular control style, and (3) we find that senior managers can influence project activities on lower levels by implementing controls that can be readily emulated by project leaders as well as transmitted through hierarchical levels with little distortion.

scholarly journals Nigeria’s construction industry: barriers to effective communication

2017 ◽  
Vol 24 (4) ◽  
pp. 652-667 ◽  
Author(s):  
Obuks Augustine Ejohwomu ◽  
Olalekan Shamsideen Oshodi ◽  
Ka Chi Lam
Keyword(s):  
Factor Analysis ◽  
Construction Industry ◽  
Attribution Theory ◽  
Construction Projects ◽  
Effective Communication ◽  
Content Type ◽  
Team Members ◽  
Research Outcome ◽  
Past Experiences ◽  
Project Objectives

Purpose Communication plays an important role in the quality of the relationship, trust and collaboration among construction project teams. Literature suggests that effective communication is vital for achieving improved project performance. The purpose of this paper is to identify and assess the barriers to effective communication in the Nigerian construction industry, using attribution theory paradigm. Design/methodology/approach Questionnaires detailing 15 barriers to effective communication were administered to consultants and contractors engaged in the Nigerian construction sector. In total, 100 valid responses were analysed using mean score, factor analysis and factor score. Findings Unclear project objectives, ineffective reporting systems and poor leadership were ranked as the most significant barriers to effective communication. Factor analysis uncovered that the principal reasons responsible for ineffective communication include: managerial and technical barriers and credibility and background barriers. Practical implications The results provide information on barriers which needs to be addressed in order to improve communication in construction projects in Nigeria. There is a need to conduct post-completion reviews of construction projects so that project team members can learn and share knowledge on past experiences. Although the present study was conducted in the Nigerian context, it is envisaged that the research outcome will be widely applicable to other developing countries. Originality/value The study provides insights on the perceived barriers to effective communication in Nigerian construction projects. The paper presents the direction for further research aimed at improving communication in construction projects in Nigeria.

scholarly journals Critical Success Factors of Project Management in Nepalese Hydropower Projects

2018 ◽  
Vol 4 ◽  
pp. 105-109
Author(s):  
Raju Thapa ◽  
Santosh Kumar Shrestha
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Project Team ◽  
Success Factor ◽  
Team Members ◽  
Critical Success

The delay in the construction industry is a global phenomenon and the construction industry in Nepal can!t be the exception. To deliver the project product on time, within the budget, of quality in the safest manner is the goal of project management. Even potentially good projects are failing because of the weak project management performance in Nepalese construction projects. Due to the lack of research based findings in these areas, the new project managers are facing problems about in which areas they need to focus for successful delivery of the project. The purpose of this research is to find out the critical success  factors  of  project management  that  help  the  project  parties  reach  their  goal  as  planned  in Nepalese  hydropower projects. In this study, general success factors of project management were collected from various literatures and the pilot survey, rank them based on relative importance index (RII), and found top seven success factors as critical success factor. Based on the 85 responses from project managers and experts working in hydropower projects in the first stage study, top seven  success  factors  of  project  management  were  Effective  communication  between  project  team  members  (S1),  Job satisfaction  of  project  team  members  (S2),  Timely  decision  by  client  (S3),  Competence  of  the  project  manager  (S4), Effective coordination between stakeholders, public institutions (S5), Competence of the project team members (S6), Proper and timely supervision (S7).  

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