ROBERT D HINDLE and PANTALEO RWELAMILA
For many decades the architectural profession has been accused of resisting change whilst defending an archaic system, and in doing so, neglecting client needs; in turn, this…
Abstract
For many decades the architectural profession has been accused of resisting change whilst defending an archaic system, and in doing so, neglecting client needs; in turn, this situation has created opportunities which others are now exploiting. Despite this resistance, change has occurred and is continuing in the profession. Several new procurement systems have evolved which pose a threat to the traditional structure and organization of the industry because these are not controlled by the architect. All of this must have repercussions on the way in which architectural students are prepared for the future. Much of the current curriculum content at architecture schools is probably essential, but it is the development of this syllabus in isolation and what is not taught in it that is the problem. The present paper is concerned with those aspects of change which have impacted upon the global construction environment, and describes their potential effect on the architectural profession, and the vocational education and training of its recruits.
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Nyamagere Gladys Sospeter, Pantaleo M.D. Rwelamila and Joaqium Gimbi
Despite the extensive research on post-disaster reconstruction projects (PDRP), there is a paucity of studies that examine critical challenges for the project practices in…
Abstract
Purpose
Despite the extensive research on post-disaster reconstruction projects (PDRP), there is a paucity of studies that examine critical challenges for the project practices in post-war-developing countries, particularly, Africa. The purpose of this research is to investigate the key project management challenges impacting the post-disaster reconstruction projects (PDRP) during the construction and planning stages in Angola, with an aim to fill the knowledge gap.
Design/methodology/approach
The primary data was collected from 130 project management practitioners working with planning, provincial government organisations including consultants, and contractors within the Angolan public sectors organisations. Response data was subjected to descriptive statistics, mean scores, and inferential statistics (One sample t-tests) and Kendall's concordance.
Findings
The descriptive and empirical analysis demonstrated a disparity of the ranking of the 21challenges affecting the PDRP among the groups; with statistically significant differences amongst the 10 challenges. Based on the overall sample, 6 out of 10 critical challenges are between (24–25) levels of agreement close to the mean. The results of the mean score ranking indicate that “working with poor or restricted access to location”, “project culture that fits the needs of local people”; “improving the capacity of local government”, “minimizing the negative effects of local people” and “relocation issues by establishing property rights during the reconstruction project” were the five critical challenges to managing PDRP whereas “improving information and communication processes”, “securing adequate resources (material and machinery)”, “dealing with rising costs of materials and labour” were considered to be the least critical.
Research limitations/implications
The study was restricted to one province and Country (out of 18) namely, Luanda, Angola. Therefore, the findings may not be generalized to public sector organisations operating in different countries with different contexts, political settings and disaster complexities.
Practical implications
The establishment of challenges in PDRPs helps the key stakeholders by providing the foundation to project teams to address the challenges during planning and construction stages, and thus improving project delivery in the future. Understanding the uniqueness of PDRPs and interdependency of project management from the implementing organization is of particular value for the managers of future projects and other decision-makers, especially in the emerging countries. Moreover, the findings could be used to reflect on the need to formulate policies appropriate to post disaster environments, which among other issues could address building policies, which could include land ownership regulations and procedures together with property rights.
Originality/value
This study contributes to the body of knowledge on the subject within a previously unexplored post-war context with a focus on public organizations perspective. The study provides insights on the challenges affecting the post-disaster reconstruction across the Angolan public sector.
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Nyamagere Gladys Sospeter, Pantaleo D. Rwelamila and Joaquim J. Gimbi
This study develops a conceptual framework appropriate for managing Post-Disaster Reconstruction Projects (PDRPs) so as to avoid cost and time overruns in Angola.
Abstract
Purpose
This study develops a conceptual framework appropriate for managing Post-Disaster Reconstruction Projects (PDRPs) so as to avoid cost and time overruns in Angola.
Design/methodology/approach
An explanatory sequential mixed research approach was used. Data was collected from project participants within the ministry of planning, the provincial government office of planning and the local government in Angola. A questionnaire with closed questions was completed by 130 survey respondents. Semi-structured focus group interviews were conducted with seven participants selected through purposive sampling. Descriptive statistics, t-test and content analysis were used to analyse quantitative and qualitative data, respectively.
Findings
The study indicates that there is presently no formal project management process. Neither have government project management standards been developed and broadcast. This results in ad hoc processes being mostly used for managing PDRPs. The study further presents disaster preparation programme, community engagement, resources and stakeholder's engagement, post-disaster procurement policies, financial guides, post-disaster recovery legislation, context-specific (social economic, demographic, political and cultural variables), programme preparation as essential components to be considered for developing an appropriate framework for managing PDRPs.
Research limitations/implications
The study is limited by its geographical settings which focussed the results on one province in Angola. However, the findings can be useful for other countries wishing to gain insights on the framework with “overlooked components” for managing DPRPs in emerging countries with similar disaster environment, government policies and same business environment.
Practical implications
The framework for managing PDRPs may positively impact project realization, hence minimization of time and cost overruns. The findings are vital for managers, local practitioners and policy/decision-makers in emerging countries of essential components and lessons useful for managing PDRPs and making decisions when they intend to participate in such projects. An understanding of which approaches are critical and essential components of the framework serves as a basis for improving project delivery. Future research studies should describe its practical application.
Originality/value
The study provides insights by identifying an ordered grouped set of project management models/approaches mostly applicable for managing PDRPs in Angola, better understanding of appropriate components/variables to be considered and develops a conceptual framework for managing PDRPs in emerging countries, post-war context.
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Christian Henjewele, Peter Fewings and Pantaleo D. Rwelamila
The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the…
Abstract
Purpose
The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the existing literature. It considers the various problems encountered on PPP initiatives around the world that have led to public opposition and failure of some PPP projects. Two interconnected aspects are tackled: definition of the principal project stakeholder and the management of the principal project stakeholder, as a multi-stakeholder. The paper aims to discuss these issues.
Design/methodology/approach
Existing theory and practice of project stakeholder management is analysed through case studies and other sources, and the uniqueness of a PPP project environment, which influences PPP multi-stakeholder management approaches, is established.
Findings
Current tensions and public protests across Africa, North and South America, Australia and Europe around PPP projects are highlighted, and these seem to be centred on public stakeholders' marginalisation. It is found that the public outcry across continents is characterised by a marginalised public.
Practical implications
Results advocate a paradigm shift by accepting multi-stakeholding as central to PPP project management. A multi-stakeholder management model is proposed, which will move the public from the margins of the PPP project space to the centre where fundamental decisions are made from conception to facility ownership and operation.
Originality/value
The study takes a pragmatic approach to the problem of exclusion of the public in PPP projects. It is one of few studies to bring the public to the centre of PPP project processes.
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Pantaleo Mutajwaa Daniel Rwelamila and Neha Purushottam
Across the African continent many colleges and universities are facing hurdles in sustaining green building initiatives. Often the barriers to green building are not purely…
Abstract
Purpose
Across the African continent many colleges and universities are facing hurdles in sustaining green building initiatives. Often the barriers to green building are not purely financial, they include a significant number of non-financial issues directly connected with the way green building initiatives are integrated within the management of these higher learning institutions (HLIs). The purpose of this paper is to explore the reasons behind widespread barriers and the ways in which the barriers could be overcome through strategic project management.
Design/methodology/approach
The paper includes a critical review of existing literature on barriers to sustaining green building initiatives and an argument is built on the need to manage these initiatives as projects. Consequently it establishes that there is a seamless connection between HLIs strategies and projects, hence strategic project management as a framework to sustain the green campus culture.
Findings
Despite numerous barriers facing African HLIs in embracing green campus buildings (GCBs) as part of their permanent business undertakings; this review strongly suggest a change of direction from “traditional approaches” to strategic project management, where all green building initiatives are transformed to programmes and portfolios dealing with sub-sets of the core business of HLIs.
Practical implications
Strategic decision to include green campus building initiatives (GCBIs) as part of HLIs core strategic business projects will bring permanence in GCB thinking and resources will be allocated to GCBIs and green campus thinking may become a norm and one of the metrics for organization success.
Social implications
Strategic project as a way to creating a conducive-environment for GCBIs success will become a constant and part of the way in which African HLIs are managed.
Originality/value
Contemporary management approaches like strategic project management is embraced as mean for allowing under-resourced African HLIs achieving significant reduction in greenhouse gas emissions.
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Blessing Javani and Pantaleo Mutajwaa Daniel Rwelamila
The purpose of this paper is to study the recognition, application and understanding (status) of risk management in information technology (IT) projects in the South African…
Abstract
Purpose
The purpose of this paper is to study the recognition, application and understanding (status) of risk management in information technology (IT) projects in the South African public sector and thus contribute to the research gap.
Design/methodology/approach
A quantitative approach in the form of a survey design was adopted, with data being collected through a questionnaire. The results from the study are compared to the theory and practice of risk management before drawing conclusions on the status of risk management in IT projects.
Findings
The findings provide significant statistical support for the conclusion that risk management is being applied in current IT projects and that it is understood by the respective project clients.
Research limitations/implications
Though risk management has been studied by several authors, very little is known about its status in the South African public sector. This study sheds light on its application in IT projects and its understanding by IT project clients.
Practical implications
The study findings encourage project executives to develop knowledge bases for risk management in IT projects, as well as the corresponding tools. This will ultimately assist in knowledge sharing, which increases chances of IT project success. Importantly, the study also highlights that the relationship between project clients and project teams can be accelerated through knowledge sharing and continuous project communication.
Originality/value
The research addresses one of the questions held by many scholars on the status of risk management in IT projects. It advances the recognition of risk management as a knowledge base and the practical implications thereof.