Project Management Knowledge Research Articles

Evaluation of using building information modelling in green building in Saudi Arabia construction contracts

Building Information Modelling (BIM) enables, faster development, real-time monitoring of project performance, clash detection, knowledge management, more effective and efficient operation and maintenance, and provide more reliable and timely exchange of information to support the decision-making process. Despite the worldwide adoption of BIM, its implementation is the Kingdom of Saudi Arabia is not mature, especially when it comes to green buildings. The goal of this research is to investigate the use of BIM in green buildings in KSA and provide insights on the factors that need to be considered for optimal attainment of BIM outcomes. First, BIM implementation is analyzed in international contracts such as FIDIC and NEC4. Second, the local implementation of BIM in KSA is investigated through analysing the public works contract and the contract of case study of a mega project. Finally, a survey was conducted to identify and rate the (1) obstacles, and (2) benefits of BIM implementation in green building in KSA. Among the significant results was the fact that the strongest barrier to BIM implementation is the lack of support from the management to accept changing the current practices, and the weakest barrier is actually the costs of BIM implementation. The findings shed the light on significant aspects (such as increasing awareness about BIM and fostering flexibility in managers) that will enable successful implementation of BIM in green buildings in KSA; which in turn will result in cost and schedule savings.

An exploratory investigation on the determinants of successful collaborative projects in the Malaysian construction industry

Background: Project management is a critical business discipline for an organization to create a competitive edge as well as a prominent tool to delivering successful projects. The changes in the current societal, environmental, economic, and technological horizons prompt a more collaborative engagement in managing projects. Therefore, the traditionally accepted ways of managing projects need to be revisited. Methods: This research employs an empirical approach to identify the determinants of successful collaborative project management in the construction industry. The exploratory stage of this research aims to identify the variables of collaborative projects and to understand the relationships among the variables. The research uses qualitative methods to understand factors of project success by conducting interviews with project practitioners in the construction industry. Data from the interviews was transcribed word-by-word and the content was analyzed manually using a thematic content analysis. Results: The findings show that project management maturity, decision-making process, knowledge management, and coordination can contribute to the success of managing a collaborative project. Conclusions: The results of the study can be applied in managing a construction project. It also contributes to the body of knowledge regarding project management.

Organizational Aspects and Practices for Enhancing Organizational Project Management Maturity

An organization’s performance in a project is determined by its ability to implement project management knowledge and practices. This ability reflects the organization’s level of project management maturity (PMM). PMM is premised on the belief that the higher the PMM level, the higher the ability to successfully deliver a project. With this in mind, the current paper aims to determine the type of organizational aspects and practices that could influence the success of PMM implementation in organizations. For this purpose, a systematic literature review (SLR) was performed on 23 articles published between 2011 and 2021 that studied PMM. The findings showed that most articles stressed organizational culture and integration with strategic organizational initiatives. Among all the studied industries, the information technology industry stood out. Content analysis was used for analyzing data, which were thematized using ATLAS.ti. Ten sub-themes emerged, with six sub-themes under organizational aspects and four sub-themes under organizational practices. These sub-themes, which were intertwined with the implementation and growth of PMM in organizations, positively impact project delivery performance. Based on this, several future research opportunities were proposed.

Identifying Enablers and Obstacles for Knowledge Management in a Police Organization: Case Study of Abu Dhabi Police

Abstract Knowledge management and its effectiveness may be a potential catalyst for achieving project goals for optimum success and speed, or it may be a major cause of project failure when knowledge is inadequately managed. Recent scientific research has touched on the failure to facilitate the application of knowledge management mechanisms in all project phases due to the temporary status of projects as well as deficiencies in applying the concept of accountability among specialists. This paper reports on one element of a wider research project undertaken with Abu Dhabi Police to identify enablers and barriers to knowledge management in police projects. The research was qualitative in nature and focused directly on addressing mechanisms and methods of integrating management knowledge to improve project success and develop the capability of human capital in policing. The results of the research identified nine enablers that support successful knowledge management in policing projects: A policy for the management of knowledge, institutional leadership in support of open communication and motivation, highlighting the value of knowledge management, linking knowledge management content with job descriptions, establishment of specific channels for communicating with project stakeholders, adequate technology resources, communication systems to manage knowledge between teams in separate locations, enable social interaction to facilitate the process of knowledge management in daily operations, and apply processes for assessment and measurement in the use of social networks for knowledge management.

A novel framework of knowledge transfer system for construction projects based on knowledge graph and transfer learning

For construction enterprises, efficient knowledge sharing among projects not only effectively improves enterprise technology, level of management and competitiveness, but also promotes their sustainable development. Given the many benefits of knowledge management, enterprises have an urgent need for project knowledge sharing methods and tools. In this study, we build an automated and intelligent framework for a construction project knowledge transfer system based on knowledge graph and transfer learning. This framework aims to solve the problem of ineffective knowledge transfer that is encountered in the management of construction project knowledge sharing. First, to discover the relationship among knowledge and further obtain the relationships among projects, we design a domain knowledge graph ontology for construction projects and build an example. Then, based on this domain knowledge graph and combining construction data distance distribution with construction project knowledge background, we design a new construction project similarity measurement algorithm (PBG-MMD), which can guide the selection of the knowledge transfer source domain. Finally, a new transfer learning method is developed to automatically select the transfer source domain according to the domain context. The framework provides an effective answer for the problem of “what to transfer” in transfer learning and provides an effective solution to address the problem of “how to transfer” during knowledge transfer. Through the verification of practical case data, the proposed framework successfully realizes knowledge transfer among construction projects and provides an automated and intelligent knowledge sharing approach for construction enterprises.

Planning and executing a research project using the PMBOK guide

The concern with the sustainability of agricultural production has encouraged the search for alternative management of soil fertility, reducing the use of mineral fertilizers and increasing the use of organic materials. The use of filter cake as a fertilizer has expanded in the sugarcane fields. However, despite some studies confirming its technical viability, it is not verified the widespread used. The aim of this work was to plan and execute a research project to obtain an overview of the perception of researchers and rural producers about the use of filter cake in the fertilization of sugarcane culture, using the PMBOK guide. The planning and execution of the study project addressed two areas of knowledge in project management: scope and time. A questionnaire was made on the Google Forms platform for the main project stakeholders (rural producers, researchers and employees in the sugar and alcohol sector). The participants understand that the search for sustainability in the cultivation of sugarcane is not only a market trend, but also a strategy for their business and / or research, and that they are up-to-date on the trends in the sector in which they work and are in agreement with their aim of achieving a more sustainable production system. We concluded that the perception of stakeholders about the use of filter cake as a fertilizer in the cultivation of sugarcane is positive, however, actions are necessary to reconcile both the interests of users and those of the suppliers of filter cake.

Discussions on Project Management and Its Success: A Comprehensive Theoretical Review

A project is commonly understood as a temporary endeavor to develop an original product or service over a specific period. Lately, a vast majority of people have recognized the importance of project management, which helps stakeholders execute project tasks effectively. This paper aims to discuss about project failure based on a case study of Titanic and also analyze the importance of triple constraint as well as leadership style. Qualitative methodologies are used to explore the definition of modern project management and critical elements contributing to project success. The referenced sources are various, including but not limited to peer-reviewed articles, professional online videos, and university lecture notes. This research paper finds that a successful linear project should focus on significant management knowledge areas under the triple constraint. In complex project management, effective leadership style also plays an indispensable role as strict management ability. This paper can be adopted as a typical case study for students who have just begun venturing into project management knowledge areas. Further research is recommended for collecting first-hand research data to support the current investigations, such as formal questionnaire surveys.

Knowledge transfer among members within cross-cultural teams of international construction projects

PurposeThis paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.Design/methodology/approachA conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.FindingsThe findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.Research limitations/implicationsOn the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.Practical implicationsThis study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.Originality/valueThis study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.

The Expectations of Project Managers from Artificial Intelligence: A Delphi Study

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices.

Incorporating Competencies Related to Project Management into the Joint Taskforce Core Competency Framework for Clinical Research Professionals.

In 2014, the Joint Task Force for Clinical Trial Competency (JTF) published its Core Competency Framework. The Framework has been utilized internationally by academic institutions, corporate entities, professional associations, educational and training programs, and regulatory agencies and integrated into their activities. The JTF has continually updated and expanded the scope of the Framework to reflect changes in the scientific understanding and methodology utilized in conducting clinical research. In 2019, representatives from the Drug Information Association Professional Development and Project Management Leadership Communities approached the JTF reflecting the importance of clinical project managers and the project management skill set to the clinical research enterprise. In response, the JTF created a Project Management Competency Task Force to define and document these core competencies with recommendations for their inclusion as a revision to the Framework 3.0. Two new specific competencies with related examples were incorporated into Revision 3.1 and expressed at the Basic, Skilled and Advanced levels. In addition, the wording of several existing competencies was modified, and related examples added to reflect the knowledge, skills, and attitudes of clinical project managers.

Synergy between Traditional, Agile and Lean management approaches in construction projects: bibliometric analysis

This research aims to contribute to the development of knowledge in project management, by searching for management approaches that can be useful in construction projects. A bibliometric approach based on quantitative analysis methods was applied to investigate the synergy between Traditional, Agile, and Lean management approaches. This study also evaluates the status of the three different approaches using a visualization analysis of journal articles. The bibliometric study was developed with a portfolio of 200 papers around “synergy between Traditional, Agile and Lean approaches” collected at the Web of Science database, covering the evolution of this topic over the last ten years (from 2011 to 2020). The retrieved records were analyzed in terms of year of publication, country, subject, and keywords. The analysis of the original articles revealed that the total number of publications has continuously increased over the last few years. The country producing more papers on this theme was the United States followed by England and Germany. Few studies in the literature have discussed this theme in the construction industry, which means that the concept of combining Traditional, Agile, and Lean approaches is a new concept in construction projects.

ОЦІНКА ЯКОСТІ ПРОЦЕСІВ УПРАВЛІННЯ ПРОЄКТАМИ НА БАЗІ ЕНТРОПИЙНОЇ КОНЦЕПЦІЇ

Quality management is one of the areas of knowledge in project management and implies two components - the quality of the product and the project management processes quality. In modern literature, considerable attention is paid to the first component - the quality of the product. It is explained by the fact that this direction is connected both ideologically and methodically with quality management system (QMS), international quality standards, which is well represented in various modern research. The project management processes quality is a property of the management system and reflects its ability to successfully control and implement a project. Since the success of a project is the achievement of the project's goals and intended results in a timely manner within the established budget constraints, the management processes quality is associated precisely with ensuring the project success. This understanding of the management processes quality is considered as the basis in this study. Naturally, the presence and degree of such a property as the management processes quality should be assessed both at the beginning and throughout the entire project life cycle. This allows, on the one hand, to assess and monitor the project success; on the other hand, to identify problems in order to take adequate corrective actions. In this study, entropy is considered as an integral indicator for the project management processes quality, characterizing the project "manageability" and "confidence" in certain project results. This is a new approach essence to the information entropy use, which does not contradict existing theories and approaches, but complements and develops them. In this research, taking into account the entropic concept, it is proposed to use the information entropy as an indicator of project management processes quality, which is considered as the management system ability to minimize, through preventive or adaptive measures, uncertainty or negative external and internal impact on the project to ensure the project success.

The influence of project managers competencies on project success with the project knowledge management as a mediator

The influence of project managers competencies on project success with the project knowledge management as a mediator

ПРОЄКТНО-ОРІЄНТОВАНИЙ ПІДХІД В СИСТЕМІ МЕНЕДЖМЕНТУ ОРГАНІЗАЦІЇ

Crisis phenomena in the economy of Ukraine lead to the search for new approaches to enterprise management, as the application of traditional approaches to enterprise management in such economic conditions often leads to a decrease in the efficiency of enterprises. Therefore, the project approach to enterprise management, which allows to focus on the activities of individual centers of responsibility, becomes especially relevant in modern conditions. Every head of an enterprise, institution or organization must be able to use universal knowledge and methods of project management in order to be able to solve the following tasks: to formulate the goals and objectives of the enterprise; to form their substantiation; structure processes (identify goals, processes, subprocesses, stages, etc.); identify financial needs and sources of funding; develop a search for contractors and other contractors; prepare and conclude contracts; calculate the budget; determine deadlines and develop implementation schedules; control the implementation process and control the implementation plan; manage the risks of project activities. An important feature of the project approach is that the model of each project is unique and unique with its characteristics, parameters, structures, time, financial or resource constraints, and therefore the application of the project approach in business management requires research and always remains relevant. The article considers the prospects of implementing a project-oriented approach in the management system of the organization, summarizes and defines the basic principles of project-oriented approach in management. The general structure of the project was considered and determined. Generalized factors that influence the implementation of project-oriented approach in the management system of the organization. Issues of standardization and regulation of project and program management are covered. The main advantages of using a project-oriented approach in the management system of the organization are identified.

ANALYSIS OF INDUSTRIAL ENTERPRISES INNOVATIVE ACTIVITY OF UKRAINE IN THE CONTEXT OF INNOVATIVE PROJECTS SUCCESSFUL IMPLEMENTATION

The study identifies Ukraine’s place in the Global Innovation Index for the period 2016-2021. In 2016, Ukraine ranked 56th, in 2017 – 50, in 2018 – 43, in 2019 – 47, in 2020 – 45 and in 2021 – 49, which indicates the deterioration of Ukraine’s position in 2021. It was revealed that the strengths of Ukraine are the results of knowledge and technology; human capital and research, and the weaknesses are institutions and infrastructure. The paper analyzes the innovative activity of industrial enterprises of Ukraine in the period 2016 – 2020 in the context of successful implementation of innovative projects. It was found that the share of the number of industrial enterprises that implemented innovations, ie to implement innovative projects (products and / or technological processes) in the total number of industrial enterprises was the highest in 2016 and amounted to 16.6%. The growth rate of the share of industrial enterprises that implemented innovations in 2017 compared to 2016 is -13.86%; 2018 to 2017 – 9.09%; 2019 to 2018 – – 1.54%; 2020 (preliminary data) to 2019 – 7.97%. Among the introduced types of innovative products (goods, services) by industrial enterprises of Ukraine in the period 2016 – 2020, 23.63% are new for the market in 2016; in 2017 – 19.98%; in 2018 – 25.19%; in 2019 – 19.46% and in 2020 (preliminary data) – 16.99%. In 2020, there is the lowest share of new types of innovative products (goods, services) introduced to the market in their total number. The highest level of expenditures on innovation is observed in 2016 and amounts to UAH 23,229.5 million, in 2017 there is a significant decline to the level of UAH 9,117.5 million. In 2018-2020, there is a moderate increase in spending on innovation, but their level is much lower than in 2016. In the structure of innovation costs of industrial enterprises of Ukraine, GDR occupies in 2016 – 10.6%, in 2017 – 23.8%, in 2018 – 26.3%, in 2019 – 20.5%, and in 2020 – 24.2% (preliminary data), which reflects their insignificant level. The main share among the sources of financing of innovation is the own funds of enterprises, the funds of non-resident investors do not exceed 1.2% of the total cost of innovation. It is established that the successful implementation of innovative projects of enterprises depends on optimal project management and knowledge management in the enterprise in their systematic combination, which will intensify innovation to increase market value of the enterprise and strengthen competitive positions.

The role of implementing BIM applications in enhancing project management knowledge areas in Egypt

Egypt's construction industry suffers from poor management, which causes waste of time, cost, and material. Many techniques and tools have been developed to improve the project management process and deal with challenges to meet stakeholders' expectations. In Egypt, BIM technology would be efficient in managing projects at any stage during the project lifecycle if the construction processes have been linked to BIM concepts. The aims of this study are: to explore the actual status of applying project management knowledge areas in the construction industry sector in Egypt, to investigate the real impact of using BIM technology as a tool in enhancing the application of project management knowledge areas, and to explore the real benefits have been achieved from implementing BIM applications in project management. To achieve the research objectives, the researcher used the descriptive, analytical, and quantitative approach to reach conclusions. This study was applied in Egypt and was limited to those who have experience in using BIM applications in project management, whether preparing drawings, details, estimating quantities, cost management, managing, extracting the schedules etc. The research sample consisted of (1 0 6) respondents. It was concluded that Implementing BIM applications in project management could ultimately enhance the project management process and encompass all areas of management unevenly. Many benefits are defined, such as Centralized data management and information flow, improving cost control, maintaining the construction schedule, descriptive information (Object, and it is information), and Dealing with stakeholders with different backgrounds.

The Intercultural Perspective on Project Information Management: An Empirical Study

In recent years, cross-cultural differences and inter-cultural aspects of cooperation have become increasingly prevalent. Undoubtedly, this diversity can generate different patterns of behavior in the project teams. In this study, we present project knowledge management from a cross-cultural perspective, which expands the role of knowledge management and examines the related concepts through an empirical study. To examine the propositions in the context of theoretical implications, we studied the knowledge processes in IT offshoring projects in a company, which has subsidiaries worldwide, including in Japan and China. The case study was conducted for a global IT company with subsidiaries worldwide. To understand the knowledge flow in these situations, survey questionnaire data were collected from the members of the Japan and China departments of the company. Findings from the case study were presented that describe the situation and knowledge flows in an international project setting. Finally, from the findings of the empirical study, the theoretical implications for project information management from cross-cultural perspectives are proposed. The research accommodated inconsistencies in previous studies and provided empirical evidence on the complex-performance relationship.

Project Management Roles and Task for Interior Designer During Design Phase

The interior design process begins with identifying and solving a problem. Good interior design solutions have the power to positively influence people. The process to turn an empty interior into a functionally effective and aesthetically pleasing environment requires a few tasks. The continued misunderstanding of these respective disciplines enables the general public to assume that anyone who creates and furnishes a space with finishes and artworks without a clear understanding of the structural drawings and schematics of that particular space is an interior designer. It is important to ensure that the roles and tasks of an interior designer are not equated to interior decorators and/or interior architects. The aim of the analysis is to validate the importance of project management knowledge in managing interior projects with relation to the professional provision that will improve in Interior design industry needs and expectation from the interior designer towards the knowledge and skills of project management. The objective was to investigate the importance level of interior design professional practices on the Interior design’s task and duties. The quantitative approach was applied in this research to validate the roles and task of interior design project manager in design process of the project. This analysis will demonstrate the significance of a project manager's project management task in an interior design project.

A maturity model for assessing sustainable project management knowledge areas: A case study within a logistics firm

Currently, the use of maturity models is widespread for evaluating the success of project management (PM) processes. Project management maturity models (PMMM) are valuable methodologies to improve the project management processes. In this context, this present paper seeks an answer to these questions: Which maturity levels are aimed for an organization to make the sustainable PM sound? Which propositions are made based on the obtained maturity levels? This paper aims to propose a PMMM by analysing PM knowledge areas. In response to this objective, nine dimensions and twenty seven maturity items are handled using of PM Solutions’ PMMM. In order to evaluate the maturity levels, Weighted Maturity Score Calculation Model (WMSC) approach based on survey questionnaires of two experts is used first for the PM knowledge areas. Weighted average score of all maturity items is obtained using Likert-scale and criteria weights are first calculated using Hesitant Fuzzy Analytical Hierarchy Process (HF-AHP). Practicality of these approaches is illustrated through a real data in a logistics organization. As a result, computational results indicate that risk management dimension with the level 1,4 has the lowest rating of all nine dimensions. The high maturity level 3,5 is observed in the quality management, as the maturity items in this dimension such as Quality Plan Preparation and Quality Plan Employment can have a favourable impact on the PM maturity. The findings reveal the effectiveness of the proposed method, which ensures practical and theoretical insights for organizations to determine their current and expected sustainable project maturity levels.

Understanding the Project Management Methodology Selection and Implementation Process in Sri Lankan Software Industry

The growth and acceptance of management of projects in organizations is on the increase. Change in organizations is inevitable in a dynamic business environment. The fundamental objective of project management is to deliver a project within its time, cost, and resources constraints. Organizations select their project management methodology (PMM) among many PMMs’ available. However, there is no rational criteria in which an organization uses to select their PMM. Given this context, this study investigates the factors affecting the selection and implementation process of PMM. Multiple case study method was used, and data were gathered by conducting 6 in-depth interviews with senior managerial personnel in software organizations. The analysis concludes with how PMM selection, adoption and implementation are carried out in the region with a strategic point of view. The study reveals five dimension that affect the process selection and implementation process. Namely, Internal, External, Process, Content, and Customer. The study takes complex managerial view in organizational transitions and change management, cultural aspects, individual and organizational social values embedded with the organization. The study contributes to the project management knowledge as there has been a dearth of studies conducted on this area. Furthermore, by focusing on the contextual factors of software industry in Sri Lanka, the study fills a gap in the literature. Also, the study derives a proper processual plan for the selection and adoption process of PMM, which should help inform future strategies in this field.