Case study of “project controlling” on a large HOPSCA project in China
Engineering, Construction and Architectural Management
ISSN: 0969-9988
Article publication date: 20 November 2017
Abstract
Purpose
The purpose of this paper is to present a detailed case study on the methods and organisational structure used for controlling the time schedule for a large and complex project. The paper discusses the use of “project controlling”, a term used to describe project control by a third-party organisation.
Design/methodology/approach
The researchers used action research to collect data for the case study. A member of the research team was a “participant-observer” on the project on a day-to-day basis for a period of 18 months collecting and analysing data which were subsequently analysed by a mixed methods approach.
Findings
The use of a “Project Controlling Unit” operated by an independent adviser organisation has significant advantages over traditional methods. It can provide timely, consolidated, independent guidance to the client and assistance to other participating organisations.
Research limitations/implications
The research has confirmed the effectiveness of the method on the project under study.
Practical implications
The findings provide guidance for enhanced project control on large complex infrastructural projects that will be of interest to other researchers, other clients and other construction organisations both within China and internationally.
Social implications
Organisations that seek to develop Project Controlling Units to implement the methods described in this paper will need to review their recruitment and training strategies to ensure that appropriate and experienced staffs are engaged.
Originality/value
The paper extends the knowledge relating to “project controlling” method. The findings provide additional insights to progress reporting and the management of construction production on HOPSCA and other large infrastructural projects.
Keywords
Acknowledgements
The authors would like to acknowledge the financial support provided by the 111 Project (No. B13041). The authors also thank all the interviewees for their invaluable and constructive cooperation in the development of this paper.
Citation
Wang, C., Li, B., Li, B. and Baldwin, A. (2017), "Case study of “project controlling” on a large HOPSCA project in China", Engineering, Construction and Architectural Management, Vol. 24 No. 6, pp. 862-874. https://doi.org/10.1108/ECAM-07-2015-0118
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited