Project Management Philosophy Research Articles

Informing Policy and Responding to Crisis

This article explores historians’ role in shaping public policy amid crises through the programs of the Idaho State Historical Society (ISHS). ISHS navigated the post-2008 recession, aligning with the History Relevance Campaign to redefine history’s societal value and develop a legislative outreach program. This article encapsulates the ISHS’s journey and history’s power—through the agency’s new briefing paper program—to inform, unite, guide policy, and promote informed governance. The article describes the author’s workflow, which features traditional research methodology and adaptable project management philosophies and stresses the value of searchable research libraries as a framework for historians to manage multiple projects.

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

Implementation of Lean Scheduling in Real Estate Industry: A Review

It is observed that every construction project is unable to perform as per planned objectives as it faces variances in terms of cost, time, quality, safety, specifications, liable to various constraints pertaining to it. Conventional Scheduling techniques that uses push approach has to perform each activity right, the first time- every time in order to make the forthcoming activities follow the schedule. In this study we have introduced Pull Scheduling approach to overcome the delays resulting from wastes in a real estate project. Waste's typical cost as Construction businesses have started using Lean Construction to reduce waste and boost productivity. The proportion of project costs that do not include performance costs ranges from 5.38% to 14.70%. In order to implement lean concepts, which place a strong emphasis on waste minimization and efficiency improvement, building sites in India must first detect waste and its underlying causes. Lean Scheduling (LS) was employed to address efficiency and waste problems and to adapt to the challenges of the construction industry as a future project management philosophy. A comprehensive literature review is carried out to determine real time issues faced in real estate industry using a pilot questionnaire survey and overcoming those challenges using lean tools. Finally, a method for choosing the most fitting lean resources by pull scheduling was suggested. The key contribution of this study is to reinforce the decision-making capacity of the builders in their choice of the most suitable construction-coordinated method on real estate project. Keywords: Lean Construction Techniques, Pull Scheduling, Just-In-Time, Indian Real Estate Industry, Lean Thinking, Lean Concepts, Value stream mapping, Construction waste.

Synergies of Lean, BIM, and Extended Reality (LBX) for Project Delivery Management

The architecture, engineering, and construction (AEC) industry stands to benefit tremendously from the integration of lean construction (LC), building information modeling (BIM), and extended reality (XR) technologies at all stages of a project. These technologies enable multidimensional content viewing and collaboration through cloud-based systems and in real-scale environments, resulting in higher levels of efficiency. The aim of this research is to offer an integrative approach that combines project management philosophies, systems, technologies, and tools. The sections containing the results of this study are as follows. (1) A concise review of the benefits of LC, BIM, and XR technologies in the AEC industry, including BIM-based visualization support for LC (Lean-BIM) and BIM visualization in XR (BIM-XR). This section also presents an overview of the most commonly used wearable XRs on the market. (2) The presentation of an LBX process flow diagram and an IDEF0 diagram for the LBX project delivery management system at each stage of AEC projects, including design, construction, and operation. (3) Two possible scenarios for integrated lean, BIM, and XR implementation are suggested, referred to as “in the office” and “online or semi-online LBX meetings”. (4) An analysis of the strengths and weaknesses of the LBX management system, practical implications, and open challenges of applying LBX to project management tasks. Overall, this study presents an enormous opportunity to increase the quality of construction project planning, understanding, and performance, and provides a roadmap for future efforts to implement the integration of LC, BIM, and XR technologies in the AEC industry.

Agile Scrum Applied in Agricultural Processes

Abstract This paper presents a case study of interdisciplinary subjects, more precisely the AGILE SCRUM specific to software development applied in agricultural processes to increase the productivity, maximize the profit and to emphasize the benefits of AGILE methodology which is suitable in every field of industry. Starting with theoretical aspects about Agile project management approach and philosophy, including values and principles, continuing with SCRUM framework, is emphasized the applicability of the method in various fields of industry, including agriculture.

Using the Best Value Approach to Improve Project Performance in the Vietnam Construction Industry

The Vietnam Construction Industry (VCI) has been facing risks that cause delays, budget overrun, and low customer satisfaction that required continuous research efforts on solutions. This paper focuses on how the Best Value Approach (BVA), a procurement and project management philosophy, could be utilized in VCI projects to improve overall performance. Analysis from six industry experts determined how current VCI conditions, namely risk and success factors, are related to the BVA. Sixteen BVA success principles were identified and ranked based on their perceived impact to project performance by an industry survey with 98 VCI practitioners. The results show high agreement rate with all sixteen BVA principles. Spearman’s rank-order correlation test determined relatively high agreement between owners and contractors, and lower agreement between owners and consultants on the ranking. The majority of participants agreed that the BVA would improve project performance and were interested in learning more about the BVA. The results encourage further BVA testing and education in the VCI. This approach is not limited to the VCI but could be followed by other developing nations.

Impact of Logistics Strategy on Projects’ Success: A Field Study of Residential Complexes in Khartoum State

There is considerable growth in the construction projects in Khartoum State. That growth makes progressive organizations, in the construction sector, embark on a journey of applying concept and principles of executing project management. Based on that, there is great increase in the number of residential complexes in Khartoum State. These housing projects have been executed by companies adapting project management philosophy. And to obtain the best results from the process of executing construction projects, many factors should be given a huge consideration. One of these factors is logistics services. Logistics services play a significant role in the success of any construction project. All construction projects materials are obtained through logistics channels. Therefore, any issue in logistics process will seriously affect the output of the construction projects. And these issues have been affecting many construction projects and seriously affect the quality, cost and time of the final outputs of the construction projects. This research found that logistics strategy plays a significant role in the successful execution of the construction projects. Moreover, this research tested the moderator role of lean logistics in the relationship between logistics strategy and the successful execution of the construction projects.

Applying the Process Approach in the Financial Service

This article represents the utilization of the process approach in the financial service, as explained in the case of the Centralized Accounting Department of the City of Kazan Office of Cultural Affairs municipal public institution. The concept of process approach observes the activities of an organization as a set of interrelated processes. It is notable that evaluating the effectiveness of this approach's implementation is very significant. Only through the analysis of work processes can be stated as it affects the application of the measures described, leading to the subsequent development of the solutions to the problems that arise in the process of applying this approach in your organization, because the failure of one unit may lead to failure throughout the organization. It is important to note that the performance assessment performed within a single Department and described in this paper should be performed across all divisions. Because even by analyzing the processes, you can recognize issues and modify them in time. As such, the process approach is fundamental for such managerial concepts as logistics, production management, project management, quality management, and lean manufacturing philosophy. On the whole, we have attempted to recognize and eliminate losses in the process approach, which is a crucial step towards optimizing the organization's work.

The empirical reality of project management failures in the construction of social housing projects in South Africa

PurposeThe concept of government reconstruction development programme (RDP) social housing in South Africa was rolled out in 1994 after the African National Congress Government came to power when the apartheid rule was abolished. The main aim of the government was to enhance the lifestyles of the poor in society through the provision of houses that they could not afford in the open market. However, many concerns have been reported about the social housing project in terms of poor project implementation and the delivery of deliverables that do not befit the need of the end-users. This study aims to assess the flaws in the application of project management (PM) principles in the construction of these social houses.Design/methodology/approachA quantitative approach was adopted for the study by making use of closed- and open-ended questionnaires to collect data from 1,893 social housing inhabitants in Bloemfontein, Free State. Descriptive statistics and R programming language software were used to analyse the data collected.FindingsThe findings reveal that there was a profound failure in the application of PM principles in the construction of the social houses leading to the provision of deliverables that do not meet the needs of the beneficiaries. There are also poor project deliverables and lack of consultations that could have probably been prevented had proper PM systems been put in place by the government throughout the project lifecycle. This lack of proper PM philosophies has generated dissatisfaction among the beneficiaries leading to numerous complaints about the social housing programme.Research limitations/implicationsThe survey was done in only RDP housing communities in Bloemfontein in the Free State Province of South Africa; however, the result may be applicable in other RDP housing programmes.Practical implicationsThe empirical results indicate that the government has been providing houses with disregard to project objectives by not instituting an appropriate PM systems; hence, the main objective of providing befitting houses to the less privileged to enhance their living conditions has woefully failed, as the inhabitants do not see any improvement of their social standings after receiving the houses. This means the government might have wasted resources as a result of ineffective PM throughout the project implementation.Originality/valueThis study has identified PM flaws in the construction of the RDP houses, which have led to poor project deliverables. This study thus gives recommendations with regard to proper PM strategies for the implementation of the same or similar project in the future to achieve project objectives.

Framework for selection of lean construction tools based on lean objectives and functionalities

Lean construction (LC) has been used as the potential project management philosophy to overcome some productivity and waste issues and addressing challenges of the construction industry. Furthermore, to facilitate LC implementation, different lean tools have been developed for LC. Presently, the initial selection of lean tools is predominantly objective-based with little consideration to its conformity with the construction methodology. This research aims at bringing clarity within the mindset of constructors in selecting the most appropriate tool during the initial selection phase. An extensive literature review is carried out in identifying the objectives and functionalities of each LC tool. The results indicate that many tools have almost similar objectives but different functionalities thereby making the selection criteria sensitive to the functionalities of the lean tools. The functionalities of lean tools have to be consistent with the respective construction processes for the successful implementation of LC. Finally, a framework has been proposed for selecting the most appropriate lean tools. The major contribution of this study is to improve the decision making capability of the constructors in selecting the most appropriate tool that works in consistence with the construction.

DESIGN ANALYSIS FOR HEAVY DUTY VEHICLES - TODAY AND TOMORROW

This paper examines the use of design analysis in the development of heavy duty vehicles. Some unique characteristics of heavy duty vehicle design are discussed. Today's use of design analysis technology, analysis loads and criteria, and analysis project management philosophies are discussed, as well as possible future developments in each of the three areas.

“STAKEPARTNER MANAGEMENT" IN PROJECTS. A turn-of-the-century TURNAROUND AT ALCAN

The ideas behind project management have changed significantly since the 1980s. Traditionally based around engineering principles, project management is now primarily focused on creating value for various groups of stakeholders (SH). In turn, an integral part of stakeholder management moved from a basically contractual approach to a communication focused, or public relations, approach before recently evolving yet again to a partnership approach. The aim of this article is to illustrate the move towards partnership management of stakeholders and to use a case study to discuss the consequences of such a move on management and leadership. The case study in question involved the implementation of a new project management philosophy at Alcan, a multinational companyin the aluminum sector, during the construction of an aluminum smelting plant at Alma in Quebec in the early 2000s. This large project involved an investment of over two billion CAD and had the potential to cause significant environmental and socio-economic impacts. Alcan’s new project management philosophy and new stakeholder approach directly influenced every stage of the process and were translated into specific and innovative actions that allowed the company to complete the project in the best conditions while obtaining a very high level of social acceptability.

Study on a Web-based Project Integrated Management Information System in A/E/C Industry

The author tries to develop and implement a Web-based Project Integrated Management Information System (PIMIS) in Architecture/engineering/construction (A/E/C) industry. The targets, the functional planning, the framework and the technical index of the PIMIS were presented firstly. Then, experimental implement of this developed system were put forward in 3 A/E/C project. Finally, an empirical interview survey targeting the project managers of the studied 3 cases was carried to estimate its implement performance. Results show that the acceptance and implement of the PIMIS can significantly improve the performance of the project cost control, and successful implementation of the PIMIS, in terms of leading to better outcomes for the A/E/C project, Coordination improvement among participators and Reduction of contract disputes, etc, is not simple a matter of introducing the system into an project organization. Instead, it must be associated with overall project management approaches such as a suitable organization mode, an appropriate system, the standard workflows, adequate personal trainings and even a coordinated project management philosophy.

Towards project management 2.0

Project management approaches derived from best practices in the defence/aerospace, construction and pharmaceutical industries during the early 1970s have proven effective for managing small numbers of large projects in the relatively stable political, economic and technological context of the post-World War II period. However, the detailed, centralized planning, decentralized execution and centralized control of large projects that are the basis of these ‘PM 1.0’ methods and tools have proven burdensome and unresponsive for a new generation of workers who have grown up in a Web 2.0 world and who are now working on cutting-edge projects with rapidly evolving technologies in today's extremely dynamic global markets and political economies. A new set of ‘PM 2.0’ methods, tools and governance arrangements were pioneered for rapid product development and have recently been adapted for agile software development. They are based on a radically different project management philosophy for dealing with these new c...

Research and Implementation on a Web-Based Project Cost Integrated Management System in China

The author tries to develop and implement a web-based Project Cost Integrated Management System (WPCIMS) in China. The targets, the Cost Breakdown Structure (CBS) and its code system, the functional planning, the framework and the technical index of the WPCIMS were presented firstly. Then, experimental implement of this developed system were put forward in 3 A/E/C project. Finally, an empirical interview survey targeting the project managers of the studied 3 cases was carried to estimate its implement performance. Results show that the acceptance and implement of the WPCIMS can significantly improve the performance of the project cost control, and successful implementation of the WPCIMS, in terms of leading to better outcomes for the A/E/C project, Coordination improvement among participators and Reduction of contract disputes, etc, is not simple a matter of introducing the system into an project organization. Instead, it must be associated with overall project management approaches such as a suitable organization mode, an appropriate system, the standard workflows, adequate personal trainings and even a coordinated project management philosophy.

Assessment of Pakistani Construction Industry – Current Performance and the Way Forward

The Pakistani Construction Industry has always been of economic and social significance to the country. In contrast to the prospective share of Pakistani construction in the local and global economic market, conversely, the development of the sector has not been at par with the market demands. With the recent rapid economic growth of the country, Pakistan now offers a growing market for the construction industry. The Government of Pakistan has responded to this opportunity by planning extensive infrastructure expansion programs. All of these programs have the potential to lead the local Industry to establish respect, status and international recognition when the appropriate efforts are extended to achieve the same. Even with the opportunity for growth the challenges will be extensive. This research presents the current state of performance of Pakistani Construction Industry and provides directions for strategic improvement of the construction industry on a sustainable basis. Major findings of the research include: a cultural and behavioral shift in the mind-set of all participants in the construction process especially top management is necessary if the construction industry is to improve its performance and competitiveness; the “boom cycle” and corresponding shortage of labor trades has increased the need for industry participants to adopt and apply construction project management philosophy, tools and techniques to help them manage the industry performance and productivity in a sustainable long-term mode. The major obstacles to improving the performance of Pakistani construction industry were found to be lack of expertise/resources in construction project management and its applied areas. A rigid attitude and behavior of executive management toward quality, safety and risk management, plus more management and emphasis on employees’ commitment toward project performance, better education and training to drive the improvement process, and tendency to cure the cause of the problem rather than the symptom. If coordination, teamwork, productivity and industry performance in the long run is going to improve, then extensive awareness and training programs to improve the clients’ understanding and approach toward construction project management must be initiated without exception.

Beyond Valuation: “Options Thinking” in IT Project Management

Real options can be a powerful tool for quantifying the value of strategic and operational flexibility associated with uncertain IT investments. However, they also constitute a new way of thinking about how projects can be organized and managed to maximize upside potential while minimizing downside risk. This article explains how practitioners can incorporate options thinking into contemporary IT project management. Options thinking means recognizing real options and how they add value. Just as important is managing projects so that the option value that exists in theory is realized in practice. Several real-world examples illustrate how the value of embedded real options can be realized through active project management. There are pitfalls associated with each option, as well as benefits and limitations of different approaches to valuing options. Organizations must decide whether to undertake the challenges of adopting options thinking as a project management philosophy.

TANGO: Low cost light weight structure

Abstract This paper outlines the underlying reasons for pursing the TANGO project. The work packages, known as platforms, are described briefly. The results of two particularly relevant previous EU funded programmes (ADPRIMAS and APRICOS) are illustrated, as they are providing major inputs into TANGO. The project management philosophy, research approach and exploitation routes are also considered.

The Britannia Field Development

The Britannia field was developed ahead of schedule at a cost 20% lower than the approved budget. This paper provides an overview of the development project and, by use of a performance-improvement model, explains how these outstanding results were achieved. This outcome would not have been possible with traditional project-management philosophies. The processes and techniques described are applicable to other capital investment projects.