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
Pollaphat Nitithamyong and Zijin Tan
The use of external project management consulting firms (PMCs) in construction projects has not been widely accepted by practitioners in Malaysia because of several failed…
Abstract
Purpose
The use of external project management consulting firms (PMCs) in construction projects has not been widely accepted by practitioners in Malaysia because of several failed experiences in public projects. This study aims to investigate the important roles of PMCs, the key factors contributing to their effective performance, and the appropriate measurement criteria for assessing performance.
Design/methodology/approach
A list of potential PMC success factors and performance measurement criteria was initially obtained from a literature review and verified by a panel of selected experts. Opinions from the experts regarding the important roles of PMCs were also analysed. An industry‐wide survey questionnaire was then developed to collect data from industry practitioners who had recent hands‐on experience working with PMCs in construction projects. Finally, the PMC success model was formulated based on the responses of the industry‐wide survey.
Findings
Significant roles of PMCs were determined, as well as 12 underlying PMC success factors and five important criteria for assessing PMC performance. Practical applications of the PMC success model devised from the identified success factors and measurement criteria were also highlighted.
Originality/value
The findings of this study can help industry practitioners who are working or planning to work in projects implementing the PMC concept in Malaysia to gain an enhanced understanding of how to apply the concept effectively, leading to increased benefits of appointing PMCs and promoting the utilisation of the PMC concept in the Malaysian construction industry.
Details
Keywords
Hervé Leblanc, Craig Thomson, Iain Cameron and Pollaphat Nitithamyong
Improving process management within construction projects has been the source of academic and policy research for decades, and continues to be today. This paper seeks to focuses…
Abstract
Purpose
Improving process management within construction projects has been the source of academic and policy research for decades, and continues to be today. This paper seeks to focuses on the relatively under investigated management of Housing Association (HA) planned works and aims to improve this often ill‐defined process by developing a Planned Work Process Model (PWPM) that aids the definition of the phases and activities.
Design/methodology/approach
First step in developing the process model was through semi‐structured interviews with 11 HA practitioners allowing for the identification of 20 planned works activities. Second step considered the responses of 7 HA practitioners to a set of questions about the 20 activities leading to the development of an initial Process Model (PM). Third step contextualises the PM within four case studies with HAs of different sizes from which the PWPM emerged. Finally, the PWPM was validated by a panel of HA practitioners.
Findings
The PWPM is a process model specific to the practices of HAs in the UK. It represents the first step for process management improvement for planned works by providing a structure to facilitate project planning and performance monitoring.
Research limitations/implications
A panel of HA practitioners recognised the uniqueness and value of the PWPM especially in the context of new staff induction and progress monitoring. Further refinement of the PWPM would be possible through a large survey to help improve its practical applicability and refining the activities description and vocabulary.
Originality/value
This research will be of interest to those responsible for planning and delivering HA planned works since it presents a tailored interpretation of the project process that currently does not exist.