Pollaphat Nitithamyong and Mirosław J. Skibniewski
Academics and practitioners anticipated that web‐based project management systems (WPMSs) would enhance and revolutionise the way in which construction‐related organisations…
Abstract
Purpose
Academics and practitioners anticipated that web‐based project management systems (WPMSs) would enhance and revolutionise the way in which construction‐related organisations conduct business. However, widespread adoption and effective use have not reached expected levels partly because of a lack of comprehensive understanding on how to implement WPMSs avoiding pitfalls and failure. This paper aims to investigate the rationale behind WPMS performance deviations in order to suggest ways to effectively employ WPMSs in construction projects.
Design/methodology/approach
Three project‐level case studies were undertaken representing a highly successful, a moderately successful, and an unsuccessful WPMS implementation. For each case, WPMS implementation and operational issues were examined, followed by a detailed investigation on the key factors affecting the WPMS application. The findings from the three case studies were then compared and analysed.
Findings
The case studies reveal a clear pattern related to WPMS performance in relation to a number of issues. Following this pattern, the study identifies “basic” requirements as well as “important” and “key” factors for a successful WPMS implementation. The conclusions from the case studies suggest ways in which construction project teams can reap greater benefits from using WPMSs in their work.
Originality/value
The findings reported herein will benefit construction practitioners by guiding them to more productive ways of utilising and managing WPMSs, thereby promoting widespread acceptance of such systems in the industry.
Details
Keywords
Omer Tatari, Daniel Castro‐Lacouture and Mirosław J. Skibniewski
The paper's purpose is to describe and examine the level of utilisation of construction enterprise information systems (CEIS) and to identify critical success factors and benefits…
Abstract
Purpose
The paper's purpose is to describe and examine the level of utilisation of construction enterprise information systems (CEIS) and to identify critical success factors and benefits from their implementation.
Design/methodology/approach
A survey was conducted to quantify the current situation of CEIS. The population consisted of stakeholders with reliable working knowledge of their firms' information systems. Statistical tests were conducted to draw conclusions from the data.
Findings
A total of 48 per cent of the firms use enterprise resource planning packages, but only 4 per cent of these firms chose to implement the project management modules that are commercially available. Only 16 per cent of the respondents were satisfied with their current level of integration due to CEIS. There was no evidence to suggest a tendency for the integration level due to CEIS to increase together with the business geographical dispersion.
Research limitations/implications
The rate of response to the survey was low (9 per cent), maybe due to the unavailability of CEIS in all the firms that were contacted. Further, research is needed to study the dynamics between management practices and their effect on CEIS adoption and level of integration.
Practical implications
Integration efforts and software that are currently in use still do not fully address the concerns of industry practitioners. Associations found between the level of integration and project characteristics can be used to help IT stakeholders decide on the CEIS functions to adopt.
Originality/value
The strategic, operational and organizational benefits found from the implementation of CEIS are based on current data obtained from a targeted survey of construction related firms.
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Jingfeng Yuan, Xuewei Li, Yongjian Ke, Wei Xu, Zhao Xu and M. Skibnewski
Effective performance management (PM) in public–private partnership (PPP) projects is critical to realizing value for money (VFM). This study aims to provide an in-depth…
Abstract
Purpose
Effective performance management (PM) in public–private partnership (PPP) projects is critical to realizing value for money (VFM). This study aims to provide an in-depth understanding of problems existing in PPP PM and possible avenues for improvement, presenting an experimental system to verify that building information modeling (BIM) and other information communication technologies can improve PPP PM.
Design/methodology/approach
The mixed research method adopted in this study combined empirical research with experimental research. Semistructured interviews were used to ascertain the current situation of PPP PM with the help of Nvivo software. A BIM-based performance management system (BPMS), which combines BIM with Web and Cloud technology, was then constructed to achieve performance monitoring, performance measurement, and performance-based payment. Finally, a case study was introduced to explain the function application of the proposed system.
Findings
The case demonstration verified is found to verify that the developed BIM-based execution framework for PPP PM can effectively guide stakeholders toward achieving mixed PM, promote effective PM, and improve work efficiency with the support of BIM and other information and communication technologies.
Originality/value
Through the development of a BPMS for PPP projects, the effectiveness and efficiency of PM are improved. Practical PM applications are also provided to different stakeholders, through which the key performance indicators and the behaviors of the government and private-sector partners can be monitored to form a more comprehensive and reasonable PM mechanism and promote the realization of VFM in PPP projects.
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Weiling Jiang, Jie Jiang, Igor Martek and Wen Jiang
The success of public–private partnership (PPP) projects is highly correlated to the successful management of risks encountered during the operation phase. PPP projects are…
Abstract
Purpose
The success of public–private partnership (PPP) projects is highly correlated to the successful management of risks encountered during the operation phase. PPP projects are especially exposed to risk due to the long operation period over which revenues need to be generated to recoup substantial initial investment and operational running costs. Despite the critical impact of risk exposure, limited research has been specifically undertaken on the matter of operational risk management. This study seeks to address this oversight by identifying and evaluating operational risk management strategies for PPPs.
Design/methodology/approach
Vulnerability theory is the theoretical lens used, with context drawn from Chinese PPP projects. Based on the data collected from expert interviews and questionnaires, 28 operational risk management strategies are identified. A fuzzy synthetic method is employed to analyze the effectiveness of the 28 strategies.
Findings
The findings reveal that providing an exit mechanism clause into the contract, establishing a comprehensive performance evaluation mechanism and developing a clear compensation mechanism are the top three effective strategies. This study also reveals that risk mitigation approaches that reduce vulnerability prove more effective than attempts to reduce external threats. Specifically, strategies aimed at managing contract, political, technical and financial risk are the most effective.
Originality/value
The findings of this study extend current knowledge regarding the risk management of PPP projects. They also offer a reference by which practitioners may select effective operational risk management pathways and thereby, galvanize the sustainable development of PPPs.