Project Management Research Articles

Optimizing development and operations from the project success perspective using the analytic hierarchy process

By merging development and operation disciplines, the approach known as development and operations (DevOps) can significantly improve the efficiency and effectiveness of software development. Despite its potential benefits, successfully implementing DevOps within traditional project management frameworks presents significant challenges. This study explores the critical factors influencing the implementation of DevOps practices from the project management perspective, specifically focusing on software development projects in the Ministry of Finance. This study utilizes the analytic hierarchy process (AHP) to prioritize the critical elements of project success criteria and DevOps factors necessary for effective implementation. The findings indicate that stakeholder satisfaction, quality, and value creation are the primary criteria for project success. Moreover, knowledge and skills, collaboration and communication, and robust infrastructure are pivotal factors for facilitating DevOps within project management. The study provides actionable insights for organizations aiming to improve their project outcomes by incorporating DevOps and offers a systematic approach to decision-making using AHP. This study recognizes limitations due to its focus on specific contexts and emphasizes the need for future research in diverse organizational environments to validate and expand these findings.

An Analysis of Critical Processes and Employee Challenges at Velmurugan Heavy Engineering Industries (VHEI) Private Limited, Thanjavur

This study investigates the critical processes and challenges faced by employees at Velmurugan Heavy Engineering Pvt. Ltd., located in Sengipatti, Thanjavur. The aim is to identify areas for improvement and provide recommendations to enhance employee performance and organizational effectiveness. Employing a mixed-method approach combining qualitative and quantitative methods, data were collected extensively through surveys, interviews, and observations from a representative sample across departments and hierarchical levels. The findings highlight critical areas such as project management, quality control, communication channels, and performance evaluation. While the organization demonstrates competence in these areas, gaps exist, particularly in streamlined communication and efficient project management. The study also uncovers challenges including unclear role expectations, limited professional development opportunities, inadequate work-life balance, and insufficient recognition and rewards. Recommendations are offered to strengthen communication channels, enhance project management practices, implement employee development programs, promote work-life balance initiatives, and establish a robust recognition and rewards system. Addressing these challenges and implementing recommended strategies has led to improved employee satisfaction, productivity, and overall organizational performance. This study provides valuable insights for Velmurugan Heavy Engineering Pvt. Ltd. to cultivate a positive work environment and foster a highly engaged workforce, contributing to sustainable growth and success

Developing a cross-functional team coordination framework: A model for optimizing business operations

In today's complex business environment, effective cross-functional team coordination is crucial for optimizing operations and achieving organizational goals. This study introduces a comprehensive framework designed to enhance cross-functional team coordination through structured operational management strategies. By integrating key principles of collaboration, communication, and accountability, the framework aims to bridge departmental silos and promote a culture of teamwork. The proposed model is structured around three core components: communication channels, collaborative tools, and performance metrics. First, it emphasizes the establishment of robust communication channels that facilitate real-time information sharing and feedback among team members from diverse functions. This fosters transparency and aligns objectives, ensuring that all team members are on the same page. Second, the framework advocates for the implementation of collaborative tools that streamline project management and task allocation. These tools enable team members to track progress, manage workloads, and share resources effectively, thereby enhancing overall productivity. By utilizing technology that supports remote collaboration, organizations can also adapt to the increasing trend of virtual teams, ensuring that geographical barriers do not hinder coordination. Finally, the model incorporates performance metrics that allow teams to evaluate their effectiveness and make data-driven decisions. By establishing clear key performance indicators (KPIs) related to team outcomes, organizations can continuously monitor progress and identify areas for improvement. This iterative approach not only optimizes current operations but also fosters a culture of continuous improvement within cross-functional teams. The framework is designed for applicability across various industries, demonstrating its versatility in addressing the unique challenges faced by organizations. By adopting this structured approach to cross-functional coordination, businesses can enhance their operational efficiency, reduce project delays, and improve overall team morale. This study contributes to the existing literature on operational management by providing a practical model that organizations can implement to optimize their business operations through improved cross-functional teamwork.

Implementing agile management practices in the era of digital transformation

In the era of digital transformation, organizations face unprecedented technological changes that demand a shift toward more adaptive and responsive management practices. This paper Analyses how organizations can strategically implement agile management practices to navigate these rapid changes effectively. Agile management emphasizes flexibility, collaboration, and customer-centricity, enabling organizations to respond swiftly to market dynamics and evolving customer needs. By adopting frameworks such as Scrum, Kanban, and Lean, companies can enhance their management processes, fostering a culture of continuous improvement and innovation. The paper explores the fundamental principles of agile management and their relevance in the context of digital transformation. It discusses how cross-functional teams, iterative development, and regular feedback loops can facilitate quicker decision-making and enhance collaboration among stakeholders. Additionally, the integration of digital tools, such as project management software and communication platforms, supports agile methodologies by streamlining workflows and improving transparency. Key considerations for successful implementation include aligning agile practices with organizational goals, investing in employee training, and promoting a mindset that embraces change. The paper highlights real-world case studies demonstrating the successful application of agile management in various industries, showcasing its potential to improve responsiveness and operational efficiency. Ultimately, this analysis underscores the critical role of agile management practices in enabling organizations to thrive amidst the challenges of digital transformation

Translational science and related disciplines.

Translational research moves scientific discoveries and innovations across the development spectrum for a particular target or disease, trying to bridge in a multidisciplinary fashion the gap between laboratory scientific discoveries and practical, real-world applications in medicine and in healthcare. Translational research aims to move research findings across settings, specific languages, methodologies, and study designs, from laboratory to clinical practice and ultimately into community- and population-level health benefits. In contrast, translational science is a distinct field, which evolved over time toward a systematic study and practice of operationalizing the translation of content from one language, ecosystem, environment, contextual landscape, culture, discipline, area, or domain into another. It involves systematic and transdisciplinary integration of knowledge from basic science, clinical research and population science to improve human health, better longevity, and to ensure disease- and disability-free lives. Translational science often uses knowledge, operational frameworks, and specific capabilities borrowed from other specialties, disciplines, and fields such as operations management, implementation and dissemination science, quality improvement and management, project management, public health, intervention science, change management and leadership, decision science, design thinking, functional design, data science, communication and marketing science, etc. The main goal of this article is to open a series of thematic reviews in this journal, introducing the reader to the main definitions, contingencies, touchpoints, and overlapping areas between translational science and these related specialties, disciplines, and fields of study. Transdisciplinary capabilities borrowing from these related specialties can create a robust translational science machinery for health systems, research organizations, and innovation hubs.

FranchiseGlobal.com Business Development Strategy: Analysis Using Financial Planning at FranchiseGlobal.com

This research aims to analyze the business development strategy of FranchiseGlobal.com through a comprehensive financial planning approach. As a digital platform offering franchise and business opportunities, FranchiseGlobal.com aspires to become the leading and innovative online franchise media. The research analyzes short-, medium-, and long-term financial planning to achieve profitability and business sustainability. A qualitative descriptive method and thematic analysis were employed for data analysis. The study examines key financial planning elements, including revenue planning, cost management, capital requirements, and five-year financial projections. The results show that sound financial planning can help the company achieve profitability targets within five years, indicated by a positive NPV, IRR above 10%, and a payback period of less than four years. The company's projected revenue growth is expected to remain stable through diversification of revenue streams and efficient capital management. The study concludes that appropriate financial strategies will be a crucial foundation for FranchiseGlobal.com to become Indonesia's leading digital franchise platform.

Employer Fraud and Toxic Leadership and Collusion with PMC Operations: Implications for a Dual Metro Project in UP, India

This research is concentrated on the opinions of a PMC/Engineer staff of a dual metro construction project in UP, India, in relation to project fraud and underpinned by toxic leadership of the Employer. The research study employed a qualitative/interpretive methodology focused on grounded theory to extract meaning associated with the views and practices regarding the Employer and PMC Core Group collusion to negatively affect the project performance and management competence. The research scope was PMC/Engineer staff as part of the joint venture, contracted by the Employer, to oversee the project management and construction. The targeted population was made up of eleven (11) respondents, from a Project Management JV (PMC), located across a dual metro construction project having similar experiences of toxic leadership and fraud. The research outcomes comprised of four (4) main-themes - Employer, PMC Core Group, PMC, and ED; with Fourteen sub-themes (14) – illustrated by 276 discussion targets.The research outcome has raised important issues of project Employer derived fraud, where toxic leadership was used to deflect from the fraudulent activities underpinned by a PMC Core Group, acting as sycophantic fraud “enablers”. These included harassment, creation of fear, arrogation of contract, and a sense of impunity of the Employer MD/DWI and the PMC Core Group. The lack of risk management and project governance, attributed to significant procedural failures of the project stakeholders, including the European donor, has raised clear evidence of ongoing and associated fraud.

Relationship network of safety management elements in the construction industry under the perspective of resilience

PurposeConstruction safety resilience is gradually gaining attention in the field of engineering construction as a new management concept and way to improve safety performance. However, how to cope with the dilemma of the unclear relationship of construction safety resilience elements at the practice level and promote the harmonization of construction safety goals and resilience enhancement paths has become an urgent challenge for safe construction.Design/methodology/approachThis study analyzes the components of construction safety resilience elements. A relationship network model of construction safety resilience elements is developed by using the social network analysis method. The location and influence of each element in the network and the interrelationships among the elements are explored in depth.FindingsThe findings reveal a robust interconnection among the elements of safety resilience in the construction industry. Key components such as safety behavior, risk prevention and control mechanisms, disaster prevention and mitigation technologies as well as information technology, are positioned at the core of the network. Notably, safety behavior exerts the most significant influence over the other elements, serving as the linchpin of safety management in the construction industry. Moreover, the interplay among safety resilience elements in the construction sector can alter the structure of the relationship network.Originality/valueThis study adopts the social network approach to solve the problem that it is difficult to quantitatively analyze the elements of construction safety resilience and their interrelationships and to clarify the interactions among the core elements, which can help to further assist the construction project manager to continuously optimize safety resilience and improve construction safety.

Is blockchain cost-effective in construction project management? A systematic review from the perspective of transaction cost

PurposeBlockchain technology (BCT) is considered a promising tool to improve the productivity of construction project management. Existing research has studied its potential costs and benefits for the construction industry. However, the potential costs and benefits of BCT failed to be compared as actual costs and benefits of specific applications for stakeholders. To fill this gap, this study seeks to analyze the cost-effectiveness of BCT-based applications in construction project management.Design/methodology/approachThis study is conducted with a customized systematic literature review based on transaction cost theory to enable qualitative comparison. With a deliberately designed structure confining extraneous variables, the costs and benefits of BCT-based applications are identified and compared. The inherent dependent relations of processes and the evolution relations of functions are identified. The cost-effectiveness of blockchain adoption is then analyzed.FindingsSeven functions and six challenges are identified within five processes. The result suggests all identified functions are cost-effective except for manual instruction (coding smart contracts manually). The smart contracts require explicit definition and logic to be effective. However, the construction projects essentially require the institution to be flexible due to unpredictability. The adoption of smart contracts and corresponding additional requirements can increase the transaction cost of bounded rationality.Research limitations/implicationsAs manual instruction is fundamental to realize other functions, and its advanced substitute relies on its broad adoption, its cost-effectiveness must be improved for applications to be acceptable to stakeholders. The establishment of a universal smart contract model and a universal, legitimate and efficient database structure are recommended to minimize the cost and maximize the effect of applications.Originality/valueThis study contributes to the knowledge by providing a comprehensive analysis of BCT adoption’s cost-effectiveness in construction project management. The adopted review structure can be extended to analyze the qualitative benefits and challenges of management automation in the early stages.

Harnessing Artificial Intelligence for Transformative Impact in the Ghanaian Construction Sector

The integration of artificial intelligence (AI) in the construction industry holds significant promise for enhancing various aspects of project management and execution. AI offers unprecedented opportunities for streamlining processes, enhancing productivity, and elevating safety standards. The study explored AI implementation opportunities and how AI technologies can drive innovation, enhance decision-making processes, and propel the sector toward a more efficient and digitised future in the construction industry. To fill the gap, the study adopted a quantitative research approach to offer a holistic assessment of the effects and opportunities for the advancement of AI in Ghanaian construction settings. Based on the quantitative survey data obtained from 97 participants from 10 construction companies in the Central Region of Ghana and the literature review, the study revealed several benefits of AI implementation. The importance of using AI has been seen in design and planning, safety management, and the quality of delivered projects. Regression analysis also expands on the relationships between the identified AI-based efficiencies, underlining that increased utilisation can enhance productivity and safety and reduce adverse environmental impacts. Further, in the context of Ghana, the study outlined areas of importance for constructing AI in the construction industry: construction monitoring, energy efficiency, and supply chain. These findings have depicted the sector’s awareness of AI and its value as a tool for improving effectiveness in operations and implementing sustainable measures. Overall, the knowledge generated by this study proves beneficial for directing strategic planning and advancing innovation in the context of the Ghanaian construction industry. In as much as it acknowledges the gap and the prevailing theoretical literature, it ushers in a guide for availing AI-driven growth in the construction sector in terms of productivity, quality, and sustainability in Ghana and the global space.

Engineering Value in Projects Building Construction: Case Research Sofifi 3-Story ASN Official House - North Maluku Province

The sustainability of construction projects often hinges on managing costs effectively, as illustrated by the case study of an ASN housing building project in Sofifi, North Maluku. This research aims to achieve significant cost savings by optimizing the selection of construction materials and methods, utilizing the Value Engineering Method. This method systematically assesses the value of each component relative to its function, promoting an innovative approach to minimizing unnecessary expenditures. The research followed several structured stages: information gathering, creative ideation, analysis, evaluation, and development, each focusing on identifying feasible alternatives to reduce costs. The analysis identified two key solutions: replacing conventional flooring with precast materials for floor work and substituting lightweight brick walls with red brick walls. Implementing these changes reduced the total project cost from IDR 2,295,005,206 to IDR 1,698,939,324, achieving savings of IDR 596,115,883 (35%). The findings of this study provide practical implications for construction project management, offering a structured approach to material and method selection that can be adapted to broader-scale projects for enhanced cost-efficiency.

Design and implementation of a project management training program to develop workforce ready skills and career readiness in STEM PhD students and postdoctoral trainees

A growing number of STEM doctorates pursue careers across the broader biomedical workforce, including industry, policy, and healthcare. Graduate and postdoctoral trainees need training to develop professional skills that prepare them for diverse workforce options. Through engagement with faculty and trainees, we determined that formal management skills are underdeveloped in trainees, particularly around managing projects in a way that is translatable to broader industries. At Georgetown University Medical Center, we adapted Kern's six-steps of curriculum design to develop the Academy for Transferable Management Skills (ATMS) program to help graduate and postdoctoral trainees develop linear experience in utilizing project management tools in their academic research contexts. ATMS includes a self-paced online CANVAS course with learning objectives and content modules that map to the project management cycle from initiation to closure, developed in consultation with PhD-level industry experts. From 2021–2024, 25 trainees have completed the ATMS program, including the capstone project and posttest evaluation. Trainees also complete brief quizzes after each module as a formative assessment of learning. The pre-test evaluation (n = 92) revealed a baseline of project management “pain points” regularly encountered by trainees (risk management, project charters, work breakdown structures, and managing project scope). Posttest data (n = 25) reveal a significant increase (p < 0.0001) in project management self-efficacy measures across the aforementioned pain point scales. Notably, 100% of trainees indicated that they may/would refer the program to colleagues. ATMS offers trainees the flexibility to pick frameworks that apply to their projects with trainees planning to use project schedules (84%), Work Break Down Structures (80%), lessons learned reports (68%), and communication plans (68%) in their work. This integrated experiential learning approach equips trainees to develop and execute their projects according to industry-informed project management principles, which allows them to perform their current research more efficiently and to utilize project management frameworks in a way that is directly transferable to broad careers.

Using kanban board for forming social time management skills of future IT specialists

For the professional development of students studying in information technology areas, it is important to develop social time management skills, i.e. skills in organizing well-coordinated teamwork and optimal distribution of responsibilities between team members with minimal time to achieve a common goal. The article aims to substantiate and elaborate methodological recommendations for developing social time management skills using kanban technology in organizing team activities of future IT specialists. Criteria for assessing the development of social time management skills are proposed. The article points out the necessity of including kanban project management technology not only as training content but also as a way to optimize time resources when performing team training projects.The article describes an experiment on teamwork organization of Nizhny Tagil State Socio-Pedagogical Institute (branch) of Russian State Vocational Pedagogical University students. At the initial stage, the determination of the level of formation of social time management skills among 2nd year students in the process of completing a project assignment on software product development was carried out within the discipline “High-level methods of informatics and programming” without the use of time management technologies. The results of this stage showed the need to develop time management skills of future IT specialists in the process of teamwork. Recommendations for organizing student teamwork when using project time management technologies using a kanban board were formulated, which will allow students to develop social time management skills.The next stage of the experiment was the organization of students’ teamwork using flexible project management methodology (kanban technology): taking into account the proposed recommendations in the experimental group, without the use of time management technologies in the control group. The results of the pedagogical experiment showed the expediency of following the proposed methodological recommendations.

Construction Cost-Influencing Factors: Insights from a Survey of Engineers in Saudi Arabia

Cost overruns represent a continuous challenge within the construction industry, frequently affecting the success of projects. This study explores the factors influencing cost during the construction phase in Saudi Arabia, utilizing data from a survey of 1076 engineers working in the Saudi construction industry. The results identify a number of cost-related factors, including inadequate project management, poor cost estimation, and design errors. Interestingly, some factors, such as currency exchange rate fluctuations and social and cultural influences, were found to have a limited impact on construction costs. Furthermore, the study highlights the role of experience and education level in shaping engineers’ perceptions of these cost factors. The study employs statistical analysis, including Pearson’s chi-squared test, to demonstrate associations between demographics, project characteristics, and cost-influencing factors. The findings suggest the need for refined project management practices, enhanced technical training, and the implementation of digital technologies such as Construction 4.0 to mitigate cost-related risks. This research provides significant insights for construction professionals and policymakers seeking to enhance cost management within the Saudi construction sector, thereby contributing to the ongoing development initiatives aligned with Saudi Arabia’s Vision 2030.

Lessons Learned from Offering Video Visits as an Alternative to Phone Visits: A Case Study from a Safety-Net Obstetrics Clinics.

Before the Covid-19 pandemic, human-centered design work in San Francisco found video visits promising for Medicaid-insured pregnant individuals. They were deemed likely better than phone at addressing concerns about remoteness. We describe our experience with introducing video visits within a safety net clinic that had rapidly adopted phone visits as the standard telemedicine option early in the pandemic. By utilizing Kotter's change framework, providing an equity-focused vision, and supporting the implementation with a skilled, on-the-ground project manager, temporary uptake of offering video visits was achieved. However, competing priorities, staffing structure, and institutional culture were barriers to creating sustained change once grant funding ended, even after improvement of digital infrastructure. Efforts to increase video visit uptake in systems where telephone visits are the norm-as is in many safety net systems-may have limited success without leadership-driven prioritization and culture change at all levels.

Enhancing Performance in Construction Project Management Teams

The seminar paper provides a pragmatic perspective of the topic of enhancing performance in construction project management teams. The paper provides a detailed collated review of several key areas pertaining to construction project management teams and their performance based on the findings of previous research. The study has focused on a range of aspects namely, leadership, competence and capabilities, effective communication, decision-making, interpersonal relationships and emotional intelligence, project management and governance approaches, trust, psychological safety, and team culture. Each sub-topic (aspect) has been structured in a manner that includes a brief introduction to the aspect, its importance for construction projects, the current state in construction projects, strategies, and approaches to eliminate the issues and contribute to increase in the team’s overall performance and finally, the novel strategies and tools pertaining to the focus area. The author anticipates that the content provided in this seminar paper shall be beneficial for effective decision making by organizational leadership and for the project leadership and the team to pay more consideration towards the strategies and approaches to enhance the elaborated aspects that are often overlooked in construction projects.

Key Factors in the Design of Urban Underground Metro Lines

Designing sustainable underground metro lines in dense urban environments is a highly challenging task that requires the collaboration of numerous stakeholders and consultants to make crucial decisions influenced by several factors. While it is impossible to address every issue influencing the decision-making process, identifying key factors and their interdependencies is essential for optimal design. This study focuses on six critical aspects of the reference design of metro systems: (1) track alignment, (2) tunneling strategy, (3) station typology, (4) operations and maintenance, (5) procurement strategy, and (6) environmental aspects. Amongst these aspects, we identify track alignment as the primary driving factor that influences the other factors. We analyze the decision between shallow and deep alignments as an engineering choice that necessitates balancing conflicting factors and constraints. Our contribution lies in mapping these factors and their dependencies, thus offering policymakers, project managers, and designers a framework to navigate the design process. Our discussion also provides guidance to public agencies in tendering for design teams more efficiently. Drawing from lessons learned by experienced design managers, this study aims to fill the gap in the literature by offering a generalist perspective on metro design.

Project management, process control and organizational coordination of construction projects: Basis for construction project performance framework

Project management, process control and organizational coordination of construction projects: Basis for construction project performance framework

Research on Collaborative Management of BIM (Building Information Modeling) in Engineering Projects

Abstract: The research on collaborative management of Building Information Modeling (BIM) in engineering projects aims to explore the application of BIM technology in construction engineering and its impact on collaborative management. BIM technology creates digital 3D models, centrally manages project information, promotes information sharing and collaboration, and improves project management efficiency. In construction projects, BIM technology can effectively solve the problems of difficult information sharing and poor information transmission, thereby making collaborative management more efficient. In addition, the application of BIM technology in the design, bidding, and construction stages can ensure the smooth transmission of information and improve the efficiency of collaborative management. Research has shown that the application of BIM technology in structural design significantly improves design quality and demonstrates its wide applicability. However, despite the significant advantages of BIM technology in collaborative management, there are still some challenges, such as trust issues and technical operational difficulties. Through in-depth research and application of BIM technology, more efficient collaborative management models can be provided for future engineering projects, promoting the development of the construction industry.

Ten lessons for future MSCA/COFUND applicants

The Marie Skłodowska-Curie Actions (MSCA) support researchers' training and development and prioritise international mobility and interdisciplinary collaboration. As the European Commission’s flagship doctorate and post-doctorate fellowship programme, it is fiercely competitive. This perspective piece aims to support future applicants of the programme by presenting ten lessons learned derived from three MSCA/COFUND projects: DTA3 doctoral programme in the UK, Train@Ed post-doctoral programme at the University of Edinburgh, and iMED at the University of Copenhagen, Denmark. The lessons cover recruitment strategies, enhanced training and career development programmes, and effective project management. Key recommendations include initiating early recruitment, supporting international mobility, embedding EDI within processes, promoting social cohesion, aligning stakeholders' expectations, developing standardised procedures, appropriately managing time and finances, and maintaining realistic project plans. These insights aim to assist future MSCA/COFUND applicants in improving project impact and sustainability.