BIM Performance, Project Complexity, and User Satisfaction: A QCA Study of 39 Cases

Although the realization of building information modeling (BIM) performance is the basis for the generation of user’s satisfaction, few studies have explored the influence path between BIM performance and BIM user’s satisfaction in recent years. Therefore, to enrich the research results of BIM user’s satisfaction and provide reference schemes for engineering practice, this study adopts the fsQCA (fuzzy-set qualitative comparative analysis) method, taking 39 project cases using BIM technology as the base sample to analyze the influence path between BIM performance and user’s satisfaction. Moreover, this study is based on the configuration theory, examining four elements of BIM performance: BIM accuracy, information integration, functional advantages and manager support, and the complexity of the project. Finally, this study identifies three types of configuration results: performance type, support type, and comprehensive type. The performance type can achieve high user satisfaction in relatively complex projects; the support type requires executive support to improve user satisfaction in less complex projects, and the comprehensive type improves satisfaction through multiple BIM performances without considering project complexity.

The Conceptual Design of a Smart Wrist Orthosis and Functional Performance - Project Overview

The idea of the project was to find a conceptual design of a multi-functional smart orthosis for wrist fixation. The application of additive technologies presents the potential in designing a customised orthosis for every patient individually. By using pre-generated 3d models of various hand shapes it is possible to prepare models for several shapes and sizes of forearms and hands. The conceptual design provides a possible solution for a two-part orthosis bound around the forearm and a modular extension to stabilize the wrist without additional compression. The multi-functionality occurs with the development of a small pre-defined electronic plate located in the bottom part of the orthosis. The temperature and heart rate are constantly monitored and displayed wirelessly on a smartphone. The target group are the patients active in sports or patients with minor injuries. Moreover, the orthosis can be used for body temperature and heart function monitoring during recovery period.

Panarchy 3: River of the Sea

The article reflects critically on Panarchy 3: River of the Sea, a learning-disabled-led ecological performance project that evolved in connection with the River Clyde from 2018 to 2019. River of the Sea was a collaboration between The Panarchy Projects at the University of Glasgow and the Friday Club at the Citizens’ Theatre in Glasgow. The Friday Club is a learning-disabled theatre group with fifteen members that meets once a week to socialize and develop performance skills, and The Panarchy Projects are an ongoing series of neurodivergent-led, ecological, and theatre-based research projects. The article introduces the exploratory praxis of the River of the Sea project, which combines theatre practice as research method with participatory action research methods within an expanded ecological field. It then analyses the findings, insights, and accounts of experience which were generated through this praxis and shared in two very different performance events. The article ends by discussing these findings, suggesting that learning-disabled-led ecological performance practices, such as those explored in the River of the Sea project, can support aesthetic experimentation, and nurture solidarity. The article hopes to contribute to the development of what Alison Kafer has called a “cripped environmentalism” (131), and to the building of a bridge between learning disability and environmental discourses.

Impact of Economic and Financial, Construction Technology and Resources, and Project Organizational Culture on Project Performance Studies at PT. PLN UPP Kitring, Centre Part Borneo-1

Project construction is a dynamic and complex system that involves many parties from the planning stage to the project handover stage. The problems that arise are varied and generally vary from one project to another, but these problems affect project performance. Project performance is assessed from the time of project execution, the quality or quality of the project and the costs used in the construction project. Problems that arise in a project often lead to an extension of the project implementation time, additional project costs and work results that do not match the quality of the agreement. This study aims to determine the influence of the internal and external environment on project performance, especially the electricity system development project in Borneo. Internal and external environmental factors are taken from related studies as well as previous research that has been carried out in various countries and regions. It can be concluded that economic and financial factors (X1), technology factors and construction resources (X2) and project organizational culture factors (X3) are the factors causing project performance problems (Y).

Tailor Made, Skylarking, and Making in the Humanities

Reacting to the symbolic features and historical artefacts that invite institutional self-reflection at the Royal Military College (RMC), I created a performance project leading to two storytelling events. Everyday campus life at RMC already offers opportunities for cultivating a meta-perspective—a higher-order awareness—of the institution, and the storytelling events called attention to such opportunities. I argue that, likewise, art-based projects in the humanities call attention to the creativity—the making—involved in the humanities more broadly. The first storytelling event, Tailor Made (2017), comprised stories focused on the uniform as a model and the body wearing it as an actual bearing out that model. Social and cultural life is made of the difference between models and actuals, and each story engaged the ways that rules, systems, and practices meet with individuals in hurtful, inconvenient, funny or messy ways. The second event, Skylarking (2018), included stories of the institutionally condoned pranks called “skylarks” and coincidentally occurred against the backdrop of a campus-wide punishment that elicited a skylark response. This event and its context showed that marking disruption with more disruption (marking failure with punishment and marking punishment with prank) is a recursion that invites higher-order thinking about existing orders.

Tailor Made, Skylarking, and Making in the Humanities

Reacting to the symbolic features and historical artefacts that invite institutional self-reflection at the Royal Military College (RMC), I created a performance project leading to two storytelling events. Everyday campus life at RMC already offers opportunities for cultivating a meta-perspective – a higher-order awareness – of the institution, and the storytelling events called attention to such opportunities. I argue that, likewise, art-based projects in the humanities call attention to the creativity – the making – involved in the humanities more broadly. The first storytelling event, Tailor Made (2017), comprised stories focused on the uniform as a model and the body wearing it as an actual bearing out that model. Social and cultural life is made of the difference between models and actuals, and each story engaged the ways in which rules, systems, and practices meet with individuals in hurtful, inconvenient, funny, or messy ways. The second event, Skylarking (2018), included stories of the institutionally condoned pranks called “skylarks” and coincidentally occurred against the backdrop of a campus-wide punishment that elicited a skylark response. This event and its context showed that marking disruption with more disruption (marking failure with punishment and marking punishment with prank) is a recursion that invites higher-order thinking about existing orders.

Team composition in relational contracting (RC) in large infrastructure projects: a Belbin’s team roles model approach

PurposeThe aim of this study is to broaden the understanding of the set of knowledge, skills, attributes and experience (KSAE) that teams should demonstrate and the necessary roles they need to play within the team in Relational Contracting (RC). This research seeks to answer three questions: first, what KSAEs are required in a team operating under RC, second, which of the identified KSAEs are more important to enable an integrated team to perform effectively and third, how do these required KSAEs correspond to the major role clusters identified in Belbin’s team role model?Design/methodology/approachIn-depth interviews with 25 experts and key management representatives in infrastructure construction in Australia were conducted to enable detailed discussion of the research questions.FindingsSixteen behavioural traits and four knowledge and experience areas were identified. The findings highlight that in RC, team members and especially leaders and managers need to be competent in people-oriented roles, above all others.Research limitations/implicationsThis research mainly captured the perspectives of personnel working in state government infrastructure departments. Further research is recommended to explore the perceptions of employees in private construction companies.Practical implicationsBy aligning the roles required for RC with the team role clusters of the Belbin’s team roles assessment tool, this study will be useful for identifying suitable members to form high-performance project teams.Originality/valueThe findings of this paper can inform government infrastructure organisations and construction companies as to which roles are more critical when selecting fit-for-purpose teams to successfully deliver large infrastructure projects procured under the RC method.

The Impact of Project Performance on Customer Satisfaction

Project management performance, which means the overall capability of the performing project team to deliver the project to satisfy the customer’s requirements, has always been considered as one major key in achieving customer satisfaction, especially in a business-to-business organizational relationship. In this research, the researchers tried to find out how project performance actually impacts upon customer satisfaction. The project performance consisted of variables project scope management performance, project schedule management performance, project cost management performance, project human resource management performance, project risk management performance, project quality management performance, project communication management performance and project stakeholders management performance. Method. This research used quantitative approach. Data is collected through questionnaire distribution to companies in Jakarta and Bandung. Samples are respondent’s representative of companies, hold managerial position or decision maker. From around 400 distrubuted questionnaire, this researched managed to collect 112 valid response from 112 companies. Data is analyzed its validity and reliability and hypotheses testing employ regression analysis with SPSS software. Findings The research found that, In Indonesia, especially for the private sectors (93% of the respondents came from the private sectors, and only 7% come from public sectors), only four variables, which were project schedule, cost, human resources and risk management performance that significantly affected customer satisfaction. When the researcher interviewed 20 of the respondents most of them were the upper management in their organization, and most of them agreed on these findings. One of the most acknowledged reason for this is because most of the projects in the respondents’ projects were triggered by senior management decisions rather than fulfilling the organizations’ needs or the project deliverables’ users. These users were the ones who actually would use the project deliverables either in the form of products, applications, SOPs or even services. It was a very interesting finding, that many organizations actually conducted projects without actually needing the project’s outcomes. An organization should create a project to support its program, portfolio, vision and mission.

EXAMINING THE DIFFERENT FACTORS OF THE MID-TERM PERFORMANCE OF DEVELOPMENT PROJECTS IN VERY POOR COUNTRIES

The main purpose of this paper is to examine the factors of performance in the development projects of the very poor countries in general and in particular in the context of Burkina Faso. It is about the identification of the internal and external factors that explain the level of mid-term performance of the development projects. The methodology is focused on a quantitative approach with a limited sample of 35 respondents due to some professional and technical problems. The research results show, first, that there are two internal factors to project management namely the planning variable and the Human resources management variable that positively and significantly influence mid-term performance of development projects in Burkina Faso. Second, with con identified external factors, the variable environment or area of project intervention influences positively and significantly the mid-term performance of development projects in Burkina Faso. The recommendation is that these factors should be considered by development project managers and governmental authorities. Keywords: Mid-term performance, Project, Development Project, World Bank, Burkina Faso.

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22