Coopetition is a paradoxical phenomenon that encapsulates the dynamic interplay between cooperation and competition. Management of tensions, inherent in coopetitive relationships, is a success factor ...for this type of collaboration. Previous research has extensively examined management of tensions in the implementation phase of coopetitive innovation projects but has paid little attention to the dynamics of these tensions across different project phases. This gap is disconcerting since the innovation management literature recognizes the fuzziness and uncertainty of the pre-project phase as critical to the continuity of an innovation project. We argue that differences between project phases are likely to affect tensions, and qualitatively investigate their nature and management in the pre-project and implementation phases. The findings indicate that companies in mature industries often experience strong intra-organizational tensions during the pre-project phase due to performing and organizing paradoxes. These tensions may harm companies' participation in projects and need to be handled by a working-through strategy at the company level. In contrast, inter-organizational tensions are identified as the dominant type of tensions during the project implementation phase due to performing, organizing and learning paradoxes. Inter-organizational tensions need to be addressed by working-through strategy, splitting-and-integration strategy or a combination of the two strategies, respectively.
•Coopetitive tensions and their management differ across project phases.•Performing and organizing paradoxes trigger intra-organizational tensions in the pre-project phase.•Performing, organizing and learning paradoxes trigger inter-organizational tensions at the implementation phase.•Managing intra-organizational tensions calls for a working-through approach at the firm level.•Managing inter-organizational tensions calls for mixed strategies at both project and firm levels.
The ever-growing need for boosting energy efficiency implementation towards achieving the targets set at a European level till 2050, has made the upscaling of energy efficiency investments an ...imperative. This endeavor requires the analysis and evaluation of energy efficiency investments with respect to all the related technical aspects and uncertainty factors. Nonetheless, up to date, despite the existence of a critical body of literature that delves into this field, a significant gap exists as regards the transparent and rigorous study of energy efficiency investment risks from a holistic point of view and the time that are triggered during energy efficiency projects’ life cycle, while stakeholders’ perspective is usually not taken into consideration. In this context, this paper tries to identify the whole spectrum of risks and uncertainties that can arise in energy efficiency financing and to classify them with respect to the project phase that are probably to be triggered. Moreover, it aims to identify the proposed risk mitigation strategies to deal with the risks arisen and reduce their impact. In this effort, the study follows a systematic literature review to synthetize the respective literature, while the view of key players in energy efficiency financing is incorporated into the analysis through relevant projects’ outcomes. Our results indicate that the risks in energy efficiency financing can be classified over eight general categories, with the ones referring to the regulatory framework of the country of implementation and the technical aspects of energy efficiency projects being the most referenced ones.
Effective project management practices are crucial in the construction sector, providing a structured approach to planning, executing, and controlling projects. They set clear objectives, define ...scopes, allocate resources efficiently, and manage risks effectively. However, challenges can arise throughout all project phases. This study focuses on literature from reputable journals over the last decade, and, considering the post-COVID scenario for inadequate scope definition, poor communication, resource mismanagement, and regulatory barriers were identified as major barriers to project success. To achieve sustainable construction projects, specific targets like energy efficiency, waste reduction, water conservation, and social responsibility must be set. Integrating project management with sustainability involves incorporating green building design, sustainable materials, waste management, water conservation, biodiversity promotion, smart technologies, and performance measurement systems. By adopting sustainable approaches and effective project management practices, construction projects can achieve successful outcomes while ensuring environmental responsibility, social equity, and economic viability. Future research should explore identified barriers, their local implications, and project management practices for successful project outcomes.
AbstractGiven the importance of accurate contingency estimation to properly absorb cost fluctuations, there have been enormous efforts to identify risk factors and measure contingency in roadway ...projects. However, no study has proposed a contingency framework that reflects the linkage effects of factors through the project phases. To this end, this research develops a project phase-based contingency adjustment framework using a path analysis drawing on a dataset of 1,053 rehabilitation, reconstruction, and resurfacing (3R) roadway projects in Florida. In particular, our framework incorporates the sequential effects of factors through the lenses of project phases from planning and bidding and contract to construction and completion. The developed path model shows that individual factors may have direct and/or indirect impacts on project costs. The results of this study can be applied to better contingency and cost estimation and proper risk management in the preconstruction phases of roadway renewal projects.
Purpose
This study aims to analyze the facilities managers’ involvement over the project life cycle phases (PLP), based on theoretical knowledge, consensus from empirical assessment of facilities ...managers and consultants’ practices.
Design/methodology/approach
A literature review was undertaken to determine the different tasks that facilities managers typically handle, identify project phases and their underlying activities in which facilities managers would be involved. This was followed by targeting a group of consultants to build a consensus, upon the identified involvement of facilities managers, over the PLP, while measuring the level of involvement from a representative group of facilities managers in Saudi Arabia. A matching between the perceptions and practice has been performed to serve as recommendations for future research on improving the practice in Saudi Arabia.
Findings
The involvement of facilities managers in the PLP is relatively low, according to the consultants’ perceptions. Consultants perceive that facilities managers should be involved in more professional activities, which would ultimately improve projects’ delivery to clients.
Practical implications
The involvement of facilities managers over the PLP ensures effective delivery of projects and reduces the multiplicity of challenges at the operation and maintenance phase. The viewing of facility managers’ involvement adds to the effectiveness of their role within the building industry.
Originality/value
This paper investigates the consultants’ perception of the involvement venues for facility managers to perform activities which are evaluated to be “mandatory,” “advantageous” or “not necessary.” The study reflects the state of facilities management practice, and the consensus of consultants toward the role of the facility managers through the PLP.
The purpose of this paper is to analyse the implementation of project management phases and investigate the influence of the conflict in Ukraine on construction projects carried out by companies in ...the construction industry of the Republic of Kosovo. Since project management is a structured process to ensure that the project has a clear workflow and efficient management, the complete application of the project management phases helps reduce risks and ensure the project goals are achieved in the time and budget set out. The application of project management phases enables enterprises to plan, execute, and control projects in the best way. The research part of this paper was followed by the direct field study of a sample of 15 enterprises from the construction industry, operating within the territory of Kosovo. The interviews held with the leaders of these enterprises made it possible to collect the necessary data to come up with the accrued results. The collected data were analysed through Microsoft Office 365 in Excel format, and a graphic presentation was made. The results of the study revealed that the number and the structure of the employees had a significant impact on the realization in almost all phases of the project, and there was an important role in the organization of enterprise hierarchy.
Using a methodology similar to that used the in the worldwide research, the cost performance of Dutch large-scale transport infrastructure projects is determined. In the Netherlands, cost overruns ...are as common as cost underruns but because cost overruns are larger than cost underruns projects on average have a cost overrun of 16.5%. The focus on one country further enabled to consider cost overruns during different project development phases. It turned out that in the Netherlands the majority of the cost overrun occurs in the pre-construction phase (the period between the formal decision to build and the start of construction). The frequency as well as the magnitude of pre-construction cost overrun is significantly higher than in the construction phase. The used methodology of calculating cost overruns does however not take lock-in into account. This phenomenon shows that the real decision to build was taken much earlier in the decision-making process. Since estimated costs are usually lower during these earlier stages, the cost overruns based on this real decision to build are likely to be much higher. Cost overruns presented in studies are therefore often underestimated and the problem of cost overruns is much larger than we think.
► Cost overruns in the Netherlands are predominant but underruns are also common. ► The average overrun in the Netherlands is considerably smaller than the worldwide average. ► Cost overruns mainly occur in the preconstruction phase rather than in the construction phase. ► Average preconstruction overrun is significantly higher than average construction overrun. ► Cost overruns will be larger when lock-in is taken into account.
Purpose
Power plant projects are very complex and encounter serious cost overruns worldwide. Their cost overrun risks are not independent but interrelated in many cases, having structural ...relationships among each other. The purpose of this study is, therefore, to establish the complex structural relationships of risks involved.
Design/methodology/approach
In total, 76 published articles from the previous literature are reviewed using the content analysis method. Three risk networks in different phases of power plant projects are depicted based on literature review and case studies. The possible methods of solving these risk networks are also discussed.
Findings
The study finds critical cost overrun risks and develops risk networks for the procurement, civil and mechanical works of power plant projects. It identifies potential models to assess cost overrun risks based on the developed risk networks. The literature review also revealed some research gaps in the cost overrun risk management of power plants and similar infrastructure projects.
Practical implications
This study will assist project risk managers to understand the potential risks and their relationships to prevent and mitigate cost overruns for future power plant projects. It will also facilitate decision-makers developing a risk management framework and controlling projects’ cost overruns.
Originality/value
The study presents conceptual risk networks in different phases of power plant projects for comprehending the root causes of cost overruns. A comparative discussion of the relevant models available in the literature is presented, where their potential applications, limitations and further improvement areas are discussed to solve the developed risk networks for modeling cost overrun risks.
Decision-making regarding building performance in all construction project phases is a complex task. This article addresses the challenge of managing building performance information throughout ...construction project phases. It proposes a tool that assists in verifying the building performance requirements for different stakeholders and supports the integration of this information within the BIM process. The developed tool allows the launch, monitoring, and creation of a database with information about the project, the work, and the stakeholders. A practical study was chosen to test this tool. Its result is particularly meaningful to all stakeholders, as it prioritizes the information and underlying activities for the collaborative project development among the participants. In summary, the information integration related to the requirements to guarantee the building performance, co-related to the construction project development phases, is essential for improving internal processes. It is worth mentioning that managing this information is not a simple process and requires contextual knowledge, leadership, and management and communication skills.
Project management is a discipline characterized by adapting to the particular challenges of organizations, which has encouraged areas related to the legal sector to implement the Project Management ...Institute standard for managing their projects. The franchise marketing company, located in Venezuela, the object of this investigation, has a multidisciplinary team widely trained in the development of franchise projects and other associative schemes. However, the company's Legal Department is made up of legal professionals who usually lack knowledge in project management, which, together with the absence of organizational guidelines for the development of legal projects, justifies the objective of developing a methodology for the improvement of project management in the Legal Department of the company. This work was aligned to an applied investigation with a non-experimental field design in which the techniques of bibliographic review, direct observation and the application of a questionnaire were used to collect the necessary information in order to analyze the current situation of the projects in the Legal Department of the company; and that after being analyzed, served as support to design a methodology for the management of legal projects of said company whose purpose is to enhance the quality of the deliverables of the Legal Department through the optimization of work processes.
La gestión de proyectos es una disciplina caracterizada por adaptarse a los desafíos particulares de las organizaciones, lo que ha favorecido que áreas relacionadas con el sector legal estén implementando el estándar del Project Management Institute para la gestión de sus proyectos. La empresa comercializadora de franquicias, ubicada en Venezuela, objeto de esta investigación, cuenta con un equipo multidisciplinario ampliamente capacitado en el desarrollo de proyectos de franquicias y otros esquemas asociativos. Sin embargo, el Departamento Legal de la empresa está integrado por profesionales del Derecho que suelen carecer de conocimientos en materia de dirección de proyectos, lo que aunado a la ausencia de directrices organizaciones para el desarrollo de proyectos legales, justifica el objetivo de elaborar una metodología para la mejora de la gestión de proyectos en el Departamento Legal de la empresa. Este trabajo se alineó a una investigación aplicada con un diseño de campo no experimental en la que se utilizaron las técnicas de revisión bibliográfica, observación directa y la aplicación de un cuestionario para levantar la información necesaria con el fin de analizar la situación actual de los proyectos en el Departamento Legal de la empresa; y que luego de ser analizada, sirvió de sustento para diseñar una metodología para la gestión de proyectos legales de dicha empresa cuya finalidad es potenciar la calidad de los entregables del Departamento Legal a través de la optimización de los procesos de trabajo.
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