Project Management Consultancy Research Articles

Evaluasi Kinerja Konsultan terhadap Manajemen pada Pekerjaan Ruas Jalan Lambaro - Pidie

The development project on the Lambaroe-Pidie national road is expected to be carried out according to plan. This can be realized with the role of a team of Project Management Consultants within the Aceh National Road Implementation Center who carry out construction management including implementation and control in program preparation, technical planning, construction implementation and supervision, quality control, service and supply of materials and equipment. The purpose of this research is to evaluate the factors that determine the effective performance of consultants and evaluate the performance indicators of consultants on management on the Lambaroe-Pidie national road section. The research method is a mixed method, which is a method that combines qualitative and quantitative methods. The sampling technique used is quotas. This research was conducted by distributing questionnaires to the owner, project officer, PT. Citra Diecona, Contractors and Technical Assistance Team (Bantek) with a total of 13 respondents. Questionnaire tests include validity tests and reliability tests. Based on the results of the study, the validity test obtained a value of Rcount > Rtable with a value of 0.552, this indicates that the question item is valid. In the reliability test, a value of 0.694 was obtained, this indicated that the respondents' answers were reliable. Based on the results of the descriptive analysis the initiative variable (X5) has the highest value of 4.692, this explains that the respondents are very satisfied with the consultant's performance on the initiative aspect. The ability to communicate (X2) has the lowest value with a mean value of 4.369. although this variable has the lowest mean, the results of the study show that respondents are satisfied with the consultant's performance on the communication aspect. The evaluation of the consultant's performance on management on the Lambaro - Pidie road section has met the road performance indicators in accordance with the 2017 Public Works Regulations concerning road performance indicators on management on the Lambaro - Pidie National Road section.

A Multi-Faceted Approach to Teaching EMBA (Executive MBA) Courses

The Bauer School of Business currently offers EMBA classes with a variety of features that we believe make it more appealing to its students, as follows: • A detailed weekly syllabus before the start of the course, along with an introductory video • Updated curriculum as a function of the class response and business maturity • Case studies based on actual events, and lived by the instructor • Regular presentations from current industry leaders be they from Finance, Negotiations, Project Management, A&D, Trading, and Management Consultants • Specific classes run by industry executives, and business consultants on a pro-bono basis • Individual business cases are built by the students based on actual situations. • A weekly one-to-one discussion between the students and the instructor on the progress of their cases • A flexible and honest environment Students’ feedback has shown that they appreciate the style, structured informality, and close industry linkages that these classes offer.

Proposed Business Strategy Improvement for Project Management Consulting Form (Study Case: PT ABC)

PT ABC is a service company in the field of project management, established in 2005. It operates with three main businesses: project management training, project management applications, and consultancy services. Project management is a crucial element for executing projects effectively within a company. In various industries, there is a growing demand for knowledge and consultation on how to manage projects efficiently, leading to the emergence of companies specializing in project management consultancy, such as PT ABC, to address these challenges. This research aims to uncover the root problems of the company to identify implementable solutions. Several analyses are employed in this study, including General Environment Analysis, Industry Analysis, and Competitor Analysis for external insights. For internal analysis, resources analysis, value chain analysis, marketing mix, and STP analysis are utilized. The study then progresses to map SWOT analysis and TOWS analysis. From these analyses, weaknesses and strengths of the company are identified, guiding the formulation of appropriate strategies to compete in the market. The research reveals that PT ABC possesses several strengths that have enabled the company to endure over time. Noteworthy strengths include its reputation and a skilled human resource pool in project management, garnering attention in the project management industry. Additionally, the company has a competitive advantage through technological innovation in its application, setting it apart from competitors and providing potential added value when maximized. However, there are areas for improvement, such as refining the application products and establishing a dedicated marketing team to focus on promoting all of PT ABC’s products rather than just one.

Analysis of Potential Risks in Construction Project

Abstract: Construction projects can be very complex and full of uncertainties. Construction risks are often seen as factors influencing cost, time, quality and safety objectives. Obviously, risk management is necessary to mitigate problems that arise during the project. Risk management is an essential skill for project success and includes the process of identifying, assessing and managing risks in construction. The aim of the study is to identify and analyze the severity and probability of hazardous events in the construction industry and to understand the risk factors that will control events in the industry. The identified factors can have direct or indirect effects and are analyzed by quantitative and qualitative methods. Use the sequencing process to identify and research key risks during the planning phase, execution phase, and completion phase. Based on expert opinions, personal interviews and document analysis, a questionnaire was compiled to explore the main aspects of the construction project. Participation risks, working time, cost, quality, safety, etc. of the risks associated with it. After identifying and assessing the risks of the project, assign the risks to the right people at the right place and time. Customers, contractors and project management consultants are provided with potential issues. Risk reduction aims to respond effectively to the identification and identification of risks through prevention, mitigation, adaptation and acceptance of risk

Factors influencing change orders in oil and gas construction projects in Saudi Arabia

PurposeThe oil and gas construction projects in Saudi Arabia are commonly impacted by the frequent occurrence of change orders. Therefore, this study aims at determining the factors influencing change orders in the oil and gas construction projects in Saudi Arabia.Design/methodology/approachFirstly, the factors are extracted by examining the literature and further refined through experts' feedback. Twenty-one factors were identified in this manner. Thirdly, the factors are prioritized using a questionnaire survey. Responses from 162 professionals have been collected through surveys and ranked using the significance index. The correlation between factor rankings between classes is assessed using Spearman's correlation coefficient. Lastly, using principal component analysis, a change order-related factors conceptual model is developed.FindingsThe five most significant factors were identified and ranked in a general manner or per the category involved. Four main types were involved: project management team (PMT), consultants, contractors and clients. Moreover, a change order-related factors model is proposed. The factors are grouped under four main groups: project definition and planning factors, project stakeholder-related factors, project execution-related factors and project performance and control factors.Originality/valueDespite the vast factor-related literature in Saudi Arabia. Nevertheless, there has never been a study that investigates the factors influencing change orders in oil and gas projects in Saudi Arabia before. This study not only identifies the change order-related factors but also proposes a model that captures the importance of these factors. This model can aid project professionals in mitigating the impact of the most critical factors encountered during the various phases of the project.

Validating and testing a project delivery success model in construction: a mixed-method approach in Australia

PurposeDespite considerable research on the subject, there is still some misunderstanding about what characterizes successful project delivery in construction projects. Evaluating project delivery success is crucial for organizations since it enables them to prepare for future growth through more effective project management mechanisms and rank the organization's projects for continuous improvement. There is considerable disagreement over a set of success criteria that can be applied to all kinds of projects when evaluating project delivery success, making it a complicated procedure for practitioners and scholars. This research seeks to alleviate the problem by validating and testing a systematic project delivery success model (3D integration model) in the Australian construction industry. The aim is to establish a dependable approach built upon prior research and reliable in evaluating delivery success for any project type.Design/methodology/approachBased on a novel project delivery success model, this research applies a case study methodology to analyse 40 construction projects undertaken by a single Australian project management consultancy. The research utilizes a mixed-method research approach and triangulates three sets of data. First, the project delivery success (PDS) scores of the projects are calculated by the model. Second, a qualitative analysis targeting the performance of the same projects using a different system called the performance assessment review (PAR) scores was obtained. These culminate in two sets of ranking. The third step seeks validation of results from the head of the partnering organization that has undertaken the projects.FindingsThe findings of this study indicate that the 3D integration model is accurate and reliable in measuring the success of project delivery in construction projects of various sizes, locations and durations. While the model uses six key performance indicators (KPIs) to measure delivery success, it is evident that three of these may significantly improve the likelihood of PDS: value, speed and impact. Project managers should focus on these priority aspects of performance to generate better results.Research limitations/implicationsRestrictions inherent to the case study approach are identified for this mixed-method multiple-case study research. There is a limitation on the sample size in this study. Despite the researcher's best efforts, no other firm was willing to share such essential data; therefore, only 40 case studies could be analysed. Nonetheless, the number of case studies met the literature's requirements for adequate units for multiple-case research. This research only looked at Australian construction projects. Thus, the conclusions may not seem applicable to other countries or industries. The authors investigated testing the PDS in the construction sector. It can assist in improving efficiency and resource optimization in this area. Nonetheless, the same technique may be used to analyse and rank the success of non-construction projects.Originality/valueDespite the research conducted previously on the PDS of construction projects, there is still confusion among researchers and practitioners about what constitutes a successful project delivery. Although several studies have attempted to address this confusion, no consensus on consistent performance metrics or a practical project success model has been formed. More importantly, (1) the ability to measure success across multiple project types, (2) the use of triple bottom line (TBL) to incorporate sustainability in evaluating delivery success and (3) the use of a complexity measurement tool to adjust delivery success scores set the 3D integration model apart from others.

Analysis of Organizational Behavior in Project Management Consultants Central Sulawesi Rehabilitation and Reconstruction Project (PMC CSRRP)

Work behavior is an individual response or reaction that arises either in the form of an action or attitude or a person's opinion of his work. This study aims to analyze organizational behavior in the work environment of the Project Management Consultant - Central Sulawesi Rehabilitation and Reconstruction Project (PMC - CSRRP). This study uses a qualitative approach and implements the case study method. Thus, the unit of analysis observed was organizational behavior in the PMC CSRRP environment, with research elements emphasizing three aspects of the discussion of organizational behavior, namely: the study of individual behavior regarding how to understand individual behavior as seen from characteristics, personality, espoused values, perceptions, attitude; then group behavior regarding communication, leadership, and exercised power in the company; and finally the organization, which is seen from the organizational system that is run, and Thompson's propositions that can be applied in organizations. Data collection was carried out using interviews and observation. The results of the study showed that there was differences in work behavior among employees, because each employee had a different personality, basic skills, family background and educational background.

CRITICAL SUCCESS FACTORS FOR LARGE HYDROCARBON PROJECTS

According to World Energy Outlook 2020, investment of near about USD 1.2 Trillion is required every year to meet global energy demand for the period of 2020-30. Out of this, substantial portion of investment is expected in the hydrocarbon industry. Like many other industries, hydrocarbon industry is hit hard by Covid-19 pandemic with decrease in demand though recovery in demand picked up gradually from the latter half of year 2021. Timely execution of Large Hydrocarbon (LHC) projects within budgeted estimates is necessary to keep the faith of investors in this sector and to attract further investment. The LHC projects are more complex in nature due to various stakeholders' involvement, which may typically involve process technology licensors, owners, project management consultants, contractors, government agencies etc. The purpose of this study is to find out the Critical Success Factors (CSFs) for LHC projects. The study commenced with comprehensive literature review for identification of reported CSFs for various industries. Thereafter, data collected from expert interviews and questionnaire survey are analyzed to find out CSFs for LHC projects. The study provides a list of CSFs which may be referred as guiding tool by industry practitioners and may help in reducing the schedule and cost overruns.

Virtual Project Management (VPM) in Project Execution

This research study will focus mainly on the LNG sector. The objective is to determine, investigate, and seek the operability opportunity in a virtual environment’s project management, engineering, and construction. The researcher will tackle the importance and issues it addresses the virtual project management (VPM) platform demands without compromising the quality and safety of services during the execution of the project. This virtual platform simulated the model using conventional project management stated in PMBOKS. The researcher will randomly pick the possible solution and improve the existing project management consultancy (PMC) operation and processes, initially to virtualize the system to meet the technical personnel demand, lapses, and labor vacuum within the available time. The goal is to achieve this conversion, minimize face-to-face interaction, promote work at home, reduce operational costs, minimize technical human resource risk, and facilitate working space area capacity. This study divides virtual project management (VPM) into operational possibility, effectivity, and capability (OPEC). Operational Possibility and Effectivity are the primary concern in this research, and it discusses the elemental process attributes such as [1] Leadership Style, [2] Design Planning, [3] Functional Management, and [4] Performance Evaluation. However, conventional project management is the basis of this study’s viewpoint and is translated into virtual. Moreover, this study still shows the operational capability and discusses it in the logical analysis as part of the OPEC overall model. The gathered data, discussion, and analysis in two (2) groups, the possibility and effectivity of this virtual platform, and the respondent’s opinion, the virtual team from domestically is preferred by the experts in the field over offshoring or overseas. Moreover, the operational effectiveness with the two (2) highest attributes, as per the expert’s opinion, the VPM should focus on the virtual team’s Performance Evaluation [1st] and the Project manager’s (PM) Leadership Style [2nd]. The virtual team’s Performance Evaluation concentrates mainly on efficiency and completion of assigned product deliverables. PM’s Leadership Style focuses primarily on communication and personality. However, the other attributes of Functional Management [3rd] and Design Planning [4th] can be applied to the overall project execution concept. In this research, the highest recommended source of a virtual team (vT) and VPM operation effectiveness are preferred accordingly. However, the PM has fully responsible for this VPM operational effectiveness and outsourcing virtual teams in particular projects. In this regard, further verification is required for this research focuses on the implementation and application with collaborative software is needed.

Evaluating Organizational Sustainability: A Multi-Criteria Based-Approach to Sustainable Project Management Indicators

Even though recent studies designate that sustainability should be integrated in project management, this integration remains a complex issue. Hence, there is a need to develop a new approach that would assess the organizational sustainability and reveal to what extent sustainable project management practices are effective. The aim of this research is to propose a Multi-Criteria Decision Analysis-based method to assess the integration of the sustainability philosophy in large-scale organizations via the utilization of sustainable project management-related indicators. By utilising the proposed approach to compare internal organizational structures, the researchers aim to reveal the sustainability integration level within different business units, in order to allow organizations to make decisions toward sustainable practices. The indicators used in the proposed model are related to key aspects of organizations and they measure how the departments’ staff utilize sustainable project management processes in their construction projects. The case study was conducted in a market-leading design, engineering, and project management consultancy organization. Evaluating organizational sustainability can help organizations target their efforts in certain areas (enhancing sustainable outcomes). It can also facilitate data collection, analysis, and future projections.

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

The successful completion of every project whether undertaken by a public or private organization is of primary concern. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in the Project Management Frameworks (PMFs). The purpose of this study is to explore the factors that affect the implementation of PMFs in Ghana. This is motivated by the dearth of academic literature concerning PMFs and its successful implementation in Ghana. To achieve this aim, a conceptual framework was developed grounded on the Capability Maturity Model (CMM) and the Critical Success Factors (CSFs) theory. Four independent variables and the dependent variable were hypothesized to be tested for the establishment of the success factors affecting PMFs implementation. Data were collected from 105 project management consultants, contractors, and other key stakeholders in Ghana and analyzed to establish the relationships between the hypothesized constructs. The findings indicate that Stakeholder Involvement (SI) and Top Management Support (TMS) influence the adoption of PMFs. However, Acceptability and Organizational Maturity (OM) does not influence the adoption of PMFs. Moreover, PMFs does not influence Project Success. This preliminary study has given us insights into the factors to consider when adopting PMFs in Ghana. Other implications are also discussed.

Addressing the knowledge management “nightmare” for construction companies

Purpose Knowledge management presents a problem for the architecture, engineering and construction (AEC) industry, largely because of the industry’s fragmented structure and project-driven nature. Construction companies may be involved in a variety of projects in different locations, each having its own knowledge requirements. Companies are also expected to be competitive, flexible and innovative, but introducing new knowledge management systems (KMSs) may represent a change that is beyond the organisation’s capacity to undergo successfully, and thus becomes a “nightmare”. The purpose of this paper is to propose and test a KMS solution that can help to facilitate the capture and application of important knowledge without introducing unnecessary changes in internal procedures for the organisation. Design/methodology/approach Following a review of existing systems, and an interview survey of 22 managers in the Portuguese AEC industry (contractors, design consultants and project management consultants) a new IT-based construction KMS called ConstruKnowledge was developed. The KMS was tested, verified and validated in two Portuguese construction projects and assessed by 12 managers in the construction company undertaking those projects. Findings The results of two pilot tests using ConstruKnowledge in two Portuguese construction projects demonstrate that its use can raise the levels of confidence in decision-making, and retaining knowledge; and that it serves to add value to the company. Practical implications The Construknowledge KMS is an innovative contribution to the greater acceptance of KMSs in the construction industry. The system facilitates the effective and efficient development of an organisational KMS using basic Information and Communications Technology (ICT)-based collaboration tools. While undertaken in the context of the Portuguese industry, the KMS has a wider global potential for implementation and further development. Originality/value The originality and value of this research are that it demonstrates how a KMS can be developed and then used in a construction company to capture and share knowledge without introducing additional constraints.

Developing a building performance score model for assessing the sustainability of buildings

PurposeConstruction industry is one of the leading causes of pollution generation in today's context. But the fact that the development of construction industry leads to the country's economic and social development cannot be unobserved. Hence, there is a need to develop a sustainable construction methodology, and while doing so, measures must be considered so as to not disturb the natural habitats. With the greater prominence shown toward the concept of green and sustainable construction developments, various tools have been developed in recent years in order to measure the performance of such sustainable and green buildings. In the Indian context, the assessment tools developed to measure the performance of the green building are found to be scanty in addressing various economic and social impacts.Design/methodology/approachThis study aims at developing a building performance score (BPS) model concerning the sustainability model built on the triple bottom priorities considering all the three vital components, viz. environmental, economic and social factors. In this study, the different phases involved in the complete life cycle of the project are recognized and then all the phases are assessed considering all the three major components mentioned in the BPS model.FindingsThe outcome of this study specifies that various indicators, such as the topographical and climate change, health and safety of the construction workers, project management consultancy, risk management, security measures and solid waste management, form a chief source of a sustainable building, and these indicators are not being assessed in the existing assessment tools. Also, consideration of environmental, economic and social factors is also equally important in construction industry. Moreover, these indicators are also required to be assessed and included in the evaluation process while assessing the performance of the building.Originality/valueThe BPS model developed in the study will assist to improve in assessing the building performance with respect to all indicators in the complete life cycle of the project.

Fluor to provide project management consultancy services for BPCL's polyols project

Fluor to provide project management consultancy services for BPCL's polyols project

Project management maturity in construction consulting services: Case of Expo in China

For many years, project management maturity models (PMMM) derived from the software industry have brought immeasurable benefits. However, the adoption and investigation of PMMM in the construction field have been weak and insufficient, particularly in construction consulting services (CCS). Moreover, professionals have gradually realized the importance of non-process factors (e.g., teamwork, culture, leadership) in the evaluation of PMMM. This study describes the construction of PMMM for CCS that considers non-process factors and combines them with CCS-specific process factors. To verify the effectiveness of the proposed model, we conduct a case study on the overall project management consultancy for China’s 2010 Winter Expo. The results would fill in the PMMM research gap in CCS and provide practitioners with ideas to improve their performance.

Advantages of Integrated Project Delivery and Project Management Consultancy in Managing Large Construction Projects Are Yet to Be Proven

The nature of the competitive environment within construction industry has led to modern project management approaches as Integrated Project Delivery (IPD) that integrates people, systems, business structures and practices to optimize project results and Project Management Consultancy (PMC) with knowledge and experience in the specialized area of assisting organizations to improve their project management. Since doesn’t exist extensive research that validates the relationship between either IPD or PMC with project performance, further studies, data collection and analysis are still necessary. This study contributes to identifying several improvement areas that will enhance IPD and PMC performance to achieving project success.

Performance Management Systems for Project Management Offices: A Case-Based Study

Project Management Offices (PMOs) are organizational structures in charge of managing and coordinating several simultaneous projects within companies. Due to the complexity of different projects’ objectives, it’s usual to simplify project indicators and control them by means of the well-known triple constraint or “iron triangle”: scope, cost and time. This approach does not account for the organizational strategy, internal and external stakeholders’ interests, nor other specific indicators. The problems due to the lack of integration caused by this oversimplification are yet amplified in complex project portfolios related to technology development and deployment, since in this kind of scenario the marketing competition demands new features, at lower costs, in no time. These points could be addressed by operations management approaches, such as the Performance Management Systems Design Framework (PMSDF). To identify the viability and relevance in using this method in PMOs, this work adopts a mixed methods research. Is begins with a Systematic Literature Review to better understand performance management routine and tools in PMO. It was followed by meetings with two project management consultants, to identify the best practices, habits and advises, to check the differences between practitioner and academic views. Finally, it was conducted interviews with the PMO Director of a trucks’ manufacturer and a PMO Manager in an agrarian-cattle-breeding cooperative, to verify how such companies measure their PMO’s successes. The last step was to adapt the PMSDF to the project management context, evaluating the PMO operation in a medium-sized software development company and propose the restructuration of its Performance Management System.

Human resource management practices to improve project managers’ job satisfaction

PurposeMore attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper is to identify human resource management (HRM) policies and practices that lead to higher PMs’ job satisfaction.Design/methodology/approachA questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms. Data were collected via random, convenience and snowball sampling. The data collected were analysed using partial least square-structural equation modelling, independent samplest-test and Pearson’s correlation.FindingsThe findings show that PMs who are satisfied with their firms’ HRM practices and job rewards also have higher job satisfaction. Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency. Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.Research limitations/implicationsThe limitations include the low response rate and the relatively small sample size of 81. The profile of respondents is largely from construction companies with more than 150 staff, and, therefore, the findings are more applicable to medium- to large-sized construction firms.Practical implicationsThe study identified many HRM practices and policies that are significantly associated with PMs’ job satisfaction, yet many of these are not implemented to a significant extent by the employers. The practical implication is that employers of PMs should systematically implement these in order that their PMs have higher job satisfaction which is important for a project’s success.Originality/valueThe originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered. Its value is in showing that PMs derive greater job satisfaction when HRM policies encompass talent development, career coaching and a personalised management style. Among these important practices, those that have been neglected were also identified. The study offers recommendations on the HRM practices that firms should be put in place for their PMs to experience higher job satisfaction.

Strengthening Success Factors and Overcoming Profitability Barriers towards Sustainable Project Management Consultant Companies

Project success can be assured by identifying, reducing, and eliminating the impact of profitability barriers; and by understanding and exploring the success factors in order to achieve sustainable profitability of Project Management Consultant (PMC) companies. Currently, practices of project management consultants in the construction industry sector do not always ensure project success. Thus, this paper aims to assess and strengthen the success factors; and overcome profitability barriers to improve effectiveness of project delivery. Using Porter’s five forces model as profitability barriers, areas with the highest impact to sustainable profitability were investigated. Data were gathered through a survey questionnaire and purposive sampling technique was used to select 140 respondents who are working in a project management and consulting company in Doha, Qatar for the year 2016-2017. The findings revealed that profitability barriers such as: power of suppliers, industry competition, and impact of new entrants are correlated to some of the areas of success factors, such as: effective project management, efficient cost leadership, competitive differentiation, and strategic alliances and networking. Sustainable profitability is significantly affected by the power of suppliers, and strategic networking and alliance. Whereas, competitive differentiation significantly affects profitability barriers. Based on the findings of this study, recommendations were given on how to strengthen project success factors and reduce the impact of profitability barriers.

Ranking of Delay Factors for Makkah’s Construction Industry

This paper presents identification of significant delay factors encountered by Makkah’s construction industry using quantitative approach. A structured questionnaire developed based on literature review was verified through pilot study involved selected construction experts. Questionnaire survey was conducted amongst Makkah construction practitioners include contractors, consultants and project management consultancy. The survey managed to collect 100 valid responses which were used to rank the factors using average index approach. Results of the analysis for 10 most significant factors causing construction delay in Makkah construction industry are Difficulties in financing project by contractor, Poor coordination between parties, Shortage of manpower, Delays in producing design documents, Improper planning and scheduling of the project, Delay in progress payments, Low productivity level of labour, Poor communication between parties, Unqualified workforce and Poor contract management. This finding is helpful to Makkah construction’s community particularly projects’ stakeholders in avoiding potential delay for their future projects.