Youcef J.-T. Zidane and Nils O.E. Olsson
This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of…
Abstract
Purpose
This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners.
Design/methodology/approach
The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields.
Findings
This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts.
Research limitations/implications
This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts.
Practical implications
This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators.
Originality/value
This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.
Details
Keywords
Youcef J-T. Zidane, Ole Jonny Klakegg, Bjorn Andersen and Bassam Hussein
With the aim of furthering the understanding of project speed and how to manage the urgent project, the purpose of this paper is to investigate the management challenges involved…
Abstract
Purpose
With the aim of furthering the understanding of project speed and how to manage the urgent project, the purpose of this paper is to investigate the management challenges involved in delivering a telecommunications infrastructure project in a period of much shorter duration than a similar project. The authors wanted to understand the reasons behind the urgency and how the project management team succeeds in delivering in such a tight time window. Finally, the authors assessed the consequences (negative and positive, during and after the project delivery), knowing that the project was considered a success at its delivery, but not that it was successful at the post-project evaluation.
Design/methodology/approach
A case study based on qualitative research interviews with management team including the client, the main contractor and some related stakeholders, combined with case archives and internal documentation from the case project.
Findings
The urgency of a project or programme may lead to some negative consequences and impacts. The success seen in a short- and mid-term view is not enough to justify making acceleration decisions: thus holistic thinking and a long-term sustainable approach are needed to ensure continuity and profits.
Research limitations/implications
This research is based on a single case study. There are some limitations regarding how urgent and unexpected the case was managed in comparing to normal case. A second limitation is that there is no clear definition of what are normal practices such that we can say what are a normal case and an urgent case.
Practical implications
There are some lessons learned from this case study about managing the unexpected and the urgent. Practitioners can obtain insight into positive and negative consequences of fast project delivery from this case.
Originality/value
This study is unique in its content and context, since it presents the first-hand insight into a case study that seemed to be successful to some extent (short-term impact); however, negative consequences appeared within a few years of its delivery.
Details
Keywords
Youcef J.-T. Zidane and Bjorn Andersen
Projects often face delays and unnecessary use of time due to various factors and reasons, and hence suffer from unfavourable consequences. The purpose of this paper is to…
Abstract
Purpose
Projects often face delays and unnecessary use of time due to various factors and reasons, and hence suffer from unfavourable consequences. The purpose of this paper is to identify the universal delay factors from an intensive literature review, complemented by delay factors in major Norwegian construction projects based on empirical data.
Design/methodology/approach
The study in which this paper is based includes an intensive literature review, and semi-quantitative open survey questionnaires. This paper addresses frequency and type of delay factors in construction projects, in Norway based on the survey, and worldwide based on the previous studies.
Findings
From the study, the causes of delays facing the Norwegian construction industry are: poor planning and scheduling; slow/poor decision-making process; internal administrative procedures and bureaucracy within project organisations; resources shortage (human resources, machinery, equipment); poor communication and coordination between parties; slow quality inspection process of the completed work; design changes during construction/change orders; sponsor/owner/client lack of commitment and/or clear demands (goals and objectives); late/slow/incomplete/improper design; office issues; and users’ issues. And the top 10 universal delay factors are: design changes during construction/change orders; delays in payment of contractor(s); poor planning and scheduling; poor site management and supervision; incomplete or improper design; inadequate contractor experience/building methods and approaches; contractor’s financial difficulties; sponsor/owner/client’s financial difficulties; resources shortage (human resources, machinery, equipment); and poor labour productivity and shortage of skills.
Research limitations/implications
When it comes to the identification of delay factors in major Norwegian projects, the research is based on a sample of 202 respondents from an open survey questionnaire. It should be noted that analysing a large population of respondents that have been asked open questions can be challenging due to the vague findings it might lead to. Also, when it comes to the identification of the universal delay factors, there were different methods used by different authors, within different context. Similar future studies in Norway based on qualitative and quantitative methods will give better verification for the findings.
Practical implications
This paper has documented the critical delay factors/causes in Norway. The results of this study will help project managers, in Norway and elsewhere, to be aware and know about the potential causes of delay in their construction projects, which will help to identify the possible risks in the early phases of the project. Another practical implication is to make project managers and policy makers conscious that delays are quite universal, making it necessary to identify them as a first step.
Social implications
The identification of delays factors and causes can permit projects to implement mitigation actions to avoid delays, thus allowing delivering schools, hospitals and other necessary infrastructure on schedule or ahead of schedule to society.
Originality/value
This paper highlights most (almost all) of the studies in the literature, including to the study done in Norway, concerning the delay factors in construction projects and large construction projects in general. This wide review of relevant literature will save time other academicians from having to conduct similar studies. This study will assist both academic and professional experts providing more insight about the delay causes in large-scale construction projects.