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Purpose The purpose of this paper is to present a detailed case study on the methods and organisational structure used for controlling the time schedule for a large and complex project. The paper discusses the use of “project controlling”, a term used to describe project control by a third-party organisation. Design/methodology/approach The researchers used action research to collect data for the case study. A member of the research team was a “participant-observer” on the project on a day-to-day basis for a period of 18 months collecting and analysing data which were subsequently analysed by a mixed methods approach. Findings The use of a “Project Controlling Unit” operated by an independent adviser organisation has significant advantages over traditional methods. It can provide timely, consolidated, independent guidance to the client and assistance to other participating organisations. Research limitations/implications The research has confirmed the effectiveness of the method on the project under study. Practical implications The findings provide guidance for enhanced project control on large complex infrastructural projects that will be of interest to other researchers, other clients and other construction organisations both within China and internationally. Social implications Organisations that seek to develop Project Controlling Units to implement the methods described in this paper will need to review their recruitment and training strategies to ensure that appropriate and experienced staffs are engaged. Originality/value The paper extends the knowledge relating to “project controlling” method. The findings provide additional insights to progress reporting and the management of construction production on HOPSCA and other large infrastructural projects.

In this article, the object of research is the methods of quantitative analysis of the financial risk of investment projects. Among the methods used in practice of this type, there is no universal method suitable for a comprehensive risk assessment of most investment projects in practice. Therefore, the problem of creating new or improving known methods of quantitative analysis of project risks is still relevant. The authors of the article in their previous works developed a new method for assessing the risks of investment projects - an analysis of the financial stability of the project. One of the main drawbacks of this method is its determinism. In this article, the authors attempted to combine their method of analyzing the financial sustainability of the project with the scenario method. As a result of the combination, the two methods that make up the combination have become more universal. The method of estimating the margin of financial stability of the project has the ability to find the mathematical expectations of the margin for all project scenarios, and the scenario method now assesses not only the integral risk of the project as a whole, but also the project risks by its parameters. In addition, the scenario method has been able to find critical parameter values and their mathematical expectations. With the help of the new combined method of analysis of project risks, it is possible to build project ratings by descending risk and a matrix of risk and predictability of project factors. The projects with different structure of payments (from rental to arbitrary) are considered.

The construction industry tumbled along with the other industry/sectors during the recent economic crash. Construction business could not regain thereafter and is still passing through a slowdown phase, resulting in time and cost overrun of many real estate as well as infrastructure projects. There are many theories, tool and techniques with software packages available in the market to analyze construction schedule. This study focuses on the construction project schedule and uncertainties associated with construction activities. The infrastructure construction project has been considered for the analysis of uncertainty on project activities affecting project duration and analysis is done using @RISK software. Different simulation results arising from three probability distribution functions are compiled. This study helps construction project managers to plan and prepare more realistic schedules for construction projects and document probable project completion date in the contract to avoid compensations or claims arising due to missing the planned schedule. Article DOI: https://dx.doi.org/10.20319/mijst.2017.31.104109 This work is licensed under the Creative Commons Attribution-Non-commercial 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc/4.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

Analysis of possible risks in the process of implementing a specific project has been carried out, measures to reduce their negative impact on the project have been developed and proposed. The object of study is a wind energy project, namely a wind farm working as part of the national energy system. The implementation of the project is related to both external and internal risk factors that are characteristic to such projects in the real economy sector under the current conditions. Such risks have been classified and the fractional structure of risk adjustment has been analysed taking into account the properties of the particular wind energy project, which consists of three main components. A description has been given of the innovative technology selected for project implementation, power generation using wind, which is used to limit the negative influence of the above-mentioned risks. The current strategic management tools, such as SWOT analysis and McKinsey matrix, which are useful for the identification of project risks, have been examined. For the wind energy project that is being implemented, the project dot location coordinates were determined in the McKinsey matrix on axes: Advantages against competitors and Market attractiveness. Also, a sector characterising the project development prospects was established to be subsequently used as a tool for risk identification. Following the identification of risks, specific measures of state support and special project management measures were developed and proposed to be implemented with the aim of limiting the negative influence of the possible project risks.

This article is devoted to a problem of project success and failure assessment. The purpose of the work is to analyse the existing approaches to the assessment of project results, and to identify potential benefits that an organization obtains in the process of project success or failure determination. Theoretical aspects of a project management in the field of the project result assessment are analysed to achieve the aim of the study. The concept of project success and failure is presented from the point of view of the development of a project management. The traditional and modern understanding of project success and failure is determined in the article. The traditional approach estimates project results from the point of view of triple restriction for the project: terms, budget and quality. Modern approach estimates any project according to a multiple combination of various restrictions. Two approaches to the evaluation of a project have been developed by the authors based on the scientific literature review. They are binary and flexible approaches. A binary approach estimates the project results on the basis of traditional constrains: to follow the constrains means the project success, otherwise at least one restriction is not observed the project will fail. A flexible approach takes into account both traditional and additional restrictions determined by managers and interested parties of a project. For all that the project success or failure is determined on the basis of ranged restriction according to their importance (restriction priority). Practical application of the approaches to project success or failure determination is examined in the case studies that allow demonstrate scientific and practical value of the results obtained by the authors as well as the specific character of both binary and flexible approaches in the field of project management. In particular the above mentioned approaches were applied to the building and commission of the fifth terminal at Heathrow and the project of Donald Trump’s electioneering. After the analysis of the case studies the disadvantages of the binary approach and the adaptability of the flexible one to project success and failure have been revealed, that is very important in the current environment instability. Moreover, the advantages of the flexible approach are the assessment of project results according to different restriction priorities and the ability to assess the project success and failure simultaneously. This fact allows determine the best and worst practices within a particular project. Expertise and realisation of a huge number of projects permits an organisation to gain the experience, to standardize the management processes, to decrease costs, and as a result, to become more competitive. The application of the authors’ approach in complex increases the efficiency of an organisation management. Further the authors are intended to develop a multi-factors model for a project assessment considering the interested parties and project restriction priorities conferring a value for each restriction. In future it will allow ranging the project restriction from the point of view of their importance. Keywords efficiency of the organisation activity, a project, project success, project failure, a traditional approach, a modern approach, constraints for success achievement, restriction priorities. References 1. Batalova T., Kodeikh N. Teoretiko-metodologicheskie podkhody k modelirovaniiu otsenki uspekha proektov [Theoretical and methodological approaches to modeling the assessment of project suc-cess]. Vestnik Permskogo universiteta. Seriia «Ekonomika» [Perm University Herald. ECONOMY], 2013, no. 2 (17), pp. 24–29. (In Russian).2. Klishin А. V srok ili v ramkakh biudzheta: kak otsenit' uspeshnost' proekta? [In time or within the budget: how to estimate success of the project?]. Fundamental'nye i prikladnye issledovaniia v sov-remennom mire [Basic and Applied Researches in the Modern World.], 2016, no. 14–2, pp. 156–159. (In Russian).3. Kerzner H. Project management 2.0: leveraging tools, distributed collaboration, and metrics for project success. New Jersey, John Wiley & Sons Inc., 2015. 339 p.4. Аrtem'ev D., Kilina K. Osobennosti opredeleniia uspekha internet-proektov [Specifics of deter-mining the success of Internet projects]. Menedzhment i biznes-administrirovanie [Management and Business Administration], 2015, no. 1, pp. 88–109. (In Russian).5. Аrtem'ev D., Grebenshchikova E. Kriterii uspekha proektov po razrabotke novogo produkta na raznykh stadiiakh ikh zhiznennogo tsikla [Success criteria of projects for new product development at differ-ent stages of their life cycle]. Ars administrandi, 2015, no. 4, pp. 41–56. (In Russian).6. Kerzner H. Project management: A systems approach to planning, scheduling, and controlling. New York, John Wiley and Sons Inc., 2001. 1122 p.7. Burke R. Planning and Control Techniques. Chichester, John Wiley & Sons Inc., 2013. 384 p 8. Els M., Van der Merwe M., Hauptfleisch A. Critical success criteria and success factors in pro-ject management: A quest to enhance generic professional practice. ICEC Publ., 2012, no. 36, pp. 1–15.9. Atkinson R. Project management: cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria. International Journal of Project Management, 1999, no. 6 (17), pp. 337–342.10. Belassi W., Tukel O. A new Framework for Determining Critical Success-Failure Factors in Projects. International Journal of Project Management, 1996, no. 3, pp. 141–151.11. Cooper R. Formula for Success. Marketing Management Magazine, 2006, March-April, pp. 21–24.12. Cooper R. Kleinschmidt E. Winning Businesses in Product Development: The Critical Success Factors. Research Technology Management Industrial Research Institute Publ., 2007, no. 50, pp. 52–66.13. Shenhar A. et al. Project Success: A Multidimensional Strategic Concept. Long Range Planning, 2001, no. 6 (34), pp. 699–725.14. Koelmans R. Project success and performance evaluation. International Platinum Conference “Platinum Adding Value”. The South African Institute of Mining and Metallurgy Publ., 2004, pp. 229–236.15. Priemus H., Wee B. International handbook on mega-projects. Cheltenham (UK), Edward Elgar Publ., 2013. 462 p.16. Silvius G. Considering Sustainability in Project Management Processes. Handbook of Research on Sustainable Development and Economics, 2015, pp. 311–334.17. Silvius G., Schipper R., Planko J., Brink J., Kohler A. Sustainability in project management. England, Gower Publ., 2012. 164 p.18. Silvius G., Schipper P. Sustainability in project management: A literature review and impact analysis. Social Business, 2014, no. 1 (4), pp. 63–96.19. Balshoej J., Hope A. Re-imagining the Iron Triangle: Embedding Sustainability into Project Constraints. PM World Today, PM World Journal, 2013, no. 2 (3), pp. 1–19.20. Wideman R. Improving PM: Linking Success Criteria to Project Type. Symposium Creating Canadian Advantage through Project Management, May 1996, Calgary, Project Management Institute Publ., 1996, pp. 1–12.21. Gergert D., Аrtem'ev D. Sovremennye podkhody k opredeleniiu provala proekta [Modern ap-proaches to the definition of project failure]. Regional'naia promyshlennaia politika kak baza kachestvennogo neoindustrial'nogo pod"ema proizvoditel'nosti truda i innovatsionnoi konkurentosposobnosti korporatsii Materialy VII Mezhdunarodnoj nauchno-prakticheskoi konferentsii, 27 noiab. 2014 g. [Regional industrial policy as the basis of a qualitative neo-industrial rise in labor productivity and competitiveness of innovative corporations. 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In recent years, the size of road projects has increased significantly. These projects face several challenges due to the size and the complexity of the projects. The purpose of this paper is to identify the project delivery method of a large road project in Norway and to explore the nature of the challenges the project faces. In addition, the paper will assess how implementing early contractor involvement (ECI) affects these challenges in the case project. In addition to a literature study, a case study on a public road project was carried out. The case study was conducted by a document study and semi-structure in-depth interviews with ten key personnel. The key personnel include representatives from the client side as well as representatives from the design team and the main contractor. Even though the project is large and complex, the client has used design-bid-build (DBB) as project delivery method. By using this project delivery method, the client faced several challenges during the early stages of the project execution. Some of the client's challenges were shortcomings in the design, as well as lack of control of the subcontractors. By involving the contractor's knowledge in the early phase, some of the challenges could have been reduced. Since the project will not be fully implemented until the spring of 2019, the paper addresses challenges in the early execution phase of the project. ECI should be considered in such large and complex road projects to reduce challenges that could appear in the execution phase. Since several large and complex road projects are coming, the experience from this case study could help them to decide the project delivery method.

Purpose Literature on organizational analysis identified that project participants have a certain impact on the project outcome. However, there is no study that identifies the impact of project teams and individual project participants on a green building project. The purpose of this paper is to analyze the impact of green building project teams on green building certification. Design/methodology/approach Project information, project team information, and green building certification grade were collected using the Canadian green building database. Project team data were analyzed and organizations were ranked based on their green building project experience and collaborations with experienced green building organizations. The page rank algorithm is used to calculate the rank of organizations in order to identify the impact of organizational rank on the final green building certification grade of a project. Findings The results show a positive relationship between the green building certification grade and the number of organizations with more green building experience in a project team. The results also show that not having experienced key organizations such as owners, designers, and contractors will likely lead to a lower green building certification grade. Originality/value Impact of project teams on green building projects has not been studied before. This study used an innovative method to analyze green building project teams and to investigate the importance of green building project experience. The findings of this study provided evidence to support the influence of project team compositions in green building projects. The results presented in this paper can help project owners and managers during project team formation for successful execution of green building projects.

One of the most important parameters that is currently used in public and private procurement in building process is the lowest price. The legislation of Latvia permits that an estimate forming process does not include criterions of quality, durability, and the potential high cost of maintaining the building during the exploitation time. That allows the constructor to reduce the cost estimate by using cheaper construction product or technology and does not let to provide the highest possible quality and the basic principle of sustainable construction. One of possible construction cost reduction solutions is the replacement of building material with equal building material, at the same time assessing the quality and replacement impact on the direct costs of estimate. The tasks of the research are: (1) to do literature review on what is an estimate, what an estimate includes and the basis of estimate; (2) to analyse the existing construction estimate, to evaluate the used construction materials and to study technical characteristics of materials, to explore a specific construction junction; (3) to replace the selected construction materials with analogous, thus reducing the direct costs of estimate; (4) to evaluate the affect of the price of the construction material on quality; (5) to compare the obtained cost estimate with the current cost estimate; (6) to implement laboratory research and to compare technical characteristics of the construction materials and analogue materials in order to check if they are the performing parameters that are defined in the declaration of performance. After comparing of the obtained direct costs of construction and analysing the quality of construction materials it is possible to provide the most appropriate offer of the direct costs of estimate to satisfy the customer’s interests.

Despite continuous efforts into benchmarking over the last decades, few have focused on management efforts of project organizations who are involved in managing the capital project. This study presents a phase-based framework and 10 input measures for measuring project management efforts in a capital project. The measures are planning, organizing, leading, controlling, design efficiency, human resources, quality, sustainability, supply chain, and safety. This study quantifies and assesses the inputs and further sorts the results by industry sectors and project phases. The analyses show that traditional functions tend to have more consistent implementation than construction-specific functions. The results indicate that infrastructure sector tends to exert fewer and less consistent efforts than building and industrial sectors. This study contributes a new benchmarking framework and is the first to quantify project management inputs of a capital project systematically. Additionally, phase-focused and phase-wide benchmarking applications of the input measures are also discussed and provided.

This paper presents an analysis method that quantifies the relationship between project management practices and the cost performance of construction projects. The analysis method includes a series of analysis procedures and methods: data measurement and transformation, contingency table analysis, logistic regression, and a composite index. Step-by-step analysis procedures and methods are described along with the data obtained from 143 owner projects to examine the effect of nineteen project management practices on cost performance. The analysis method uncovers the minimum implementation levels of project management practices for better cost performance, and quantifies the combined effects of project management practices on cost performance varied by their implementation levels. The analysis results generate specific and quantitative information used in implementing project management practices for better cost performance. This information will help practitioners achieve improved cost performance in the most effective and efficient way. The analysis method designed with a series of statistical methods makes it possible to produce useful quantitative information for the implementation of project management practices.

Increase in the number of two-wheeled motor vehicles (motorcycles, vehicles of category L3) is observed in the traffic of almost all countries in the world. That is why the number of victims and people seriously injured in the road traffic accidents (RTA) has considerably increased. The majority of RTA is the result of many factors which form together sets of different causes and effects. Identification of actual reasons having led to a traffic accident, as well as their attendant circumstances, is one of the most important tasks in ensuring traffic safety. On the one hand, configurations of two-wheeled motor vehicles have been significantly improved over the last decades, so it is necessary to align the analytical apparatus of estimating parameters of the braking process with these configurations. On the other hand, the current practice of expert analysis and settlement of accidents still involves estimation of increase in braking time and steady deceleration of motorcycles manufactured domestically during the past years, which hardly participate in the modern traffic due to their age. Both of these circumstances require review and adjustment, as well as formation of an updated basis of estimate for assessment of braking processes of two-wheeled motor vehicles in order to increase the reliability of RTA examination and determine compliance or non-compliance of driver’s actions with the requirements of traffic rules, establish the causes of accidents, evaluate a technical capability of a driver of the two-wheeled motor vehicle to prevent the accident. Settlement of all these issues can be provided by effective methods of calculation (quantitative) assessment, which are not available at the present moment.

People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.

Project is a temporary endeavor undertaken to give unique output or product and infrastructure is a physical structure needed for the operations of society. These infrastructure projects have different complexities and uncertainties, hence the continuous project performance evaluation becomes necessity for project. Scope, Schedule and Budget: these are the major potential measures in order to evaluate the performance of project. Earned value analysis can be used as a project performance evaluator for infrastructure project. Earned value analysis integrates cost, schedule and work performance to estimate the status of project. This is the technique which gives the quantitative measure of a project performance. In Earned value analysis comparison between planned baseline and actual progress of work is conducted. Study includes the continuous evaluation of PQC road project during 1st October 2014 to 15 th March 2015. Work break down structure is prepared such that single work package is obtained and accordingly scheduling is done using MS-Project 2013.By comparing progress of actual work to baseline values of Cost variance, schedule variance, Critical ratio, Cost performance index, schedule performance index are calculated and continuous evaluation is carried out.

Project managers are concerned about completing the projects on time and cost. IT projects across the globe are notorious for their time and cost overruns. This paper presents output from a comprehensive study on software development risk and project outcome with respect to the projects executed by software companies in India. Based on the data collected from over 300 projects, the authors developed a discriminant model for predicting the project outcome category based on risk scores of a project. The discriminant models developed are seen to possess adequate prediction accuracy to be used in practice. The models can help the project managers in early detection of likely project failures and hence to initiate appropriate counter strategies.

The current trend in modern project management methodologies is to maximize project values. We suggest a quantitative model that balances time, cost, and value. It generates detailed project plans, which are feasible with respect to time, cost, and resource-constraints, and considers interactions between technical performance, time, and cost. Such interactions, which existing project management models typically ignore or project managers deal with intuitively, are important for increasing projects' values. The model, which extends the multimode resource-constrained project scheduling problem by including value, generates an efficient frontier that includes the best project plans for varying project costs. We provide illustrative examples to demonstrate the suggested approach.

This chapter presents a recommended systematic risk management program and further describes a methodology for analyzing field architectures to improve the reliability of system design and to reduce operating expenses by using reliable engineering tools. A subsea project is complex and involves uncertainties from a wide range of sources. Managing these uncertainties in a systematic and efficient manner with a focus on the most critical uncertainties is the objective of a successful risk management plan. Some of the areas of uncertainty that need to be considered are as follows: technical; financial; organizational; contract/procurement; subcontractors; and political/cultural, etc. Project risk management is a systematic approach for analyzing and managing threats and opportunities associated with a specific project and can, thereby, increase the likelihood of attaining the project's objectives in terms of cost, schedule, and operational availability. The use of a project risk management process will also enhance the understanding of major risk drivers and howthese affect project objectives. Through this insight, decision makers can develop suitable risk strategies and action plans to manage and mitigate potential project threats and exploit potential project opportunities.

The article exposes the feasibilities of using the dynamic method of controlling the terms of investment and construction projects during the underground construction, particularly the principles of ensuring the completion of construction projects to meet the date, because in many cases project deadline exceed leads to catastrophic outcomes for the aims and results of the project. Thus, the present article deals with the relevant issues of project schedule control, methodology study based on application of schedule timeliness index and schedule progress index, indicating upon reaching the critical value of extreme deviations from the forecast project duration of targeted project implementation at any moment of time. The suggestion herein is to calculate the minimum possible durations for each project activity and estimate the project duration safety margin coefficient of the project of underground construction. Based on the safety margin coefficient value it is suggested to define the border values for project shift from one status to another upon criteria of its timely completion possibility. The suggested methodology can be recommended for use by underground construction project managers in order to prevent a potential failure of project completion deadlines. The system indicating critical project time variance enables to initiate the process of project schedule adjustment before point of no return and herewith prevent project failure. The studied methodology was implemented in modern project management software sphere.

The effective implementation of the project management plays a core roll in avoiding bad project use effect and waste of funds, caused by asset management planning and design errors or equipment selection errors; meanwhile, it can effectively improve the operational efficiency of enterprise assets, lower operating costs and save resources. In June 1974, A. Gordon published a paper “3L Economics Concept” as the starting point, on the “Building and Quantity Surveying”, which is organized by the Royal Institution of Chartered Surveyors. In this paper, a review of domestic and foreign research, from 1974 to 2015, on the total life cycle management progress will be given, and then a comment on it will be established. After detailed investigation and analysis of related materials, we can draw a conclusion: the study of the oil and gas development project lifecycle management is just beginning now. Hence, building the whole life cycle planning index system in line with the characteristics of oil and gas development project is very necessary.

The purpose of this work is to adapt probabilistic modeling methods to time control and cost control of the investment and construction projects. The paper considered the possibility of application of Program Evaluation and Review Technique (PERT) for the time control of construction project, and the Earned Value Management has been proposed as well as the control method for the project cost control. The study revealed that in the first step is to improve the Program Evaluation and Review Technique for the control and management of construction projects, and to expand Earned Value Management to the possibility of taking into account the probabilistic character of the cost.

Current classifications of highway design and construction projects are policy specific, ad hoc or based upon engineering judgement. This research defines an empirically-based highway project classification system through latent class analysis. Data from 291 projects completed between 2004 and 2015 by agencies across the United States serve as the basis for this analysis. The analysis explores project characteristic variables that include facility type, project type, highway type, project size in terms of cost and, project complexity. Latent class analysis provides an accurate and defensible project classification. This consistent classification of projects can aid researchers and practitioners in many applications such as enhancing the understanding of how agency decisions, like selection of a project delivery method, impact project performance.

In this paper, we examine the project-based educational practice that is co-developing a solution to the local food inventory management system. This project is aimed at the practical business of IT distribution in small and medium industries, and is linked with the project course on undergraduate students of IT division. For the practical project of the IT distribution in small and medium industries, an employee in charge of the project participates as a mentor such that he presents the project subject and the students develop the system for the subject. This system emerges from existing theory and the necessity for a term project, and this course leads students to learn practical knowledge through discussion with the employee in charge. Through this course, the latest technology is shared mutually, and students have the opportunity to understand a domain of the IT distribution business. As students experience how to understand and solve cost, quality and delivery time for the project by themselves, they build confidence. Also, the company can save on costs for the development of prototypes, while creating an opportunity for students to experience working with seasoned staff.

Project planning is widely thought to be an important contributor to project success. However, there is a little research to affirm its impact and give guidance as to how much effort should be spent on planning to achieve best results. We aim to rectify this omission. Data was collected on 1386 projects from 859 respondents via a global survey. A significant relationship was found between the quality of the planning deliverables and success. Detailed analysis of the data collected revealed an inverted-U relationship between the percentage of effort spent on planning and project success. After correcting for key moderator effects, a significant relationship with an R2 of 0.15 was revealed. Further analysis showed that the fraction of planning effort that maximized the project success was 25% of project effort. This was substantially more than the 15% mean value reported by respondents. The greatest impact was found to be on the broad success measures with a lesser effect on project efficiency: time; budget; and scope. The inverted-U relationship between effort spent on planning and project success indicates that projects can spend too much time in planning, as well as too little. But we found that projects are spending less time in planning than the optimum to achieve best results.

The relation between project size and the proportion of project management effort is analyzed.The larger or longer the project, the greater the proportion of project management effort.The type of contract seems to have an impact on the reported amount of project management effort.The analysis implies that there is a pattern of inaccurate reporting of effort data. Literature based hypotheses on the proportion of project management effort are created and tested with reported effort data from 117 projects by software supplier firms. The results support most of the literature based hypotheses, but some of the hypotheses are not supported. The supported hypotheses are the correlations between project management effort, project size, and team size. The unsupported hypotheses are the necessity of spending at least some project management effort on a project, and the insignificance of contract type. The conflict with previous studies and practical experience may be a result from market pressures and skewed reporting. The analysis implies that there is a pattern of inaccurate reporting of effort data and some possible explanations for the pattern are discussed. The results suggest that we do not properly understand the internal dynamics of supplier firms.

This study aims to investigate the effects of project management (PM) on project success under the parameters of scheduling, cost, and margins. We adopt a contingency approach that evaluates the complexity of the project, according to 4 categories, the effect of industry sector and countries. The methodological approach involved a longitudinal field survey in 3 countries (Argentina, Brazil, and Chile) with business units from 10 different industries over a 3-year period, and data from a total of 1387 projects were analyzed. Structural equation modeling was used to test the research hypotheses. The results show a significant and positive relationship between the response variable schedule with PM enablers and project management efforts in training and capabilities development. Project complexity has a significant effect on 2 aspects of project success: margin and schedule. Both cross-country and cross-industry analyses show a significant explanatory effect.

To add value to project performance and help obtain project success, a new framework for decision making in projects is defined. It introduces the project decision chain inspired by the supply chain thinking in the manufacturing sector and uses three types of decisions: authorization, selection, and plan decision. A primitive decision element is defined where all the three decision types can be accommodated. Each task in the primitive element can in itself contain subtasks that in turn will comprise new primitive elements. The primitive elements are nested together in a project decision chain.

Growing at a compounded annual growth rate (CAGR) of over 15 percent during the last decade, the contribution of Information Technology (IT) sector to India's GDP is significant. In the continuously changing landscape of IT industry, effective project management is hence crucial. Success in software projects, in this article, is captured using both internal and external sources, broadly classified under four groups, namely, Project specific, Human Resources, Environmental and Organizational Culture, abbreviated as the PHRENTO. To identify and assess the effectiveness of these four categories on overall project success, a survey was conducted on 302 project managers who deal with IT projects in India. Data collected was analyzed using Stepwise Regression and Hierarchical Multiple Regression models. In contrast with similar international studies, the findings suggested that with better project planning, well-followed project processes, timely delivery of project as per customers' expectations, good leadership and team handling, flexible HR policies, state-of-the-art technology, attractive reward structures, and professional work environment, overall project success is achieved.

This article was designed to evaluate motivational influences on project team performance. The specific objectives were to examine the various theories of motivation, motivation strategies and to establish the correlation between motivation and the project team performance measured by the extent to which a project is completed within the context of such project constraint factors such as cost, time, technology etc. The desk and descriptive research designs were used and data collected from existing documents and materials such as journals, periodicals, textbooks, magazine and internet. The data were analysed qualitatively and descriptively. It was discovered that the public sector projects including road project sampled for this work were doing well as a result of inadequate motivation of the project members aside from other factors, such as poor funding or delays in the release of funds. Consequent upon this, it was recommended that, a comprehensive motivation package should be worked out and set aside for project team members as well as evolution of well-defined structure of incentives based on the peculiar attributes of team members and the projects task or activities that must be accomplished, among other. It was therefore concluded that although motivation exerts significant influences on project team performance, it should always be blended with other management functions critical to enhanced project team performance.

Project teams must be comprised of skilled individuals; however, project managers often face challenges when assigned team members have a shortage of skills. This potential for a project team's shortage of skill is expressed as project skill risk in this paper. When this occurs, project managers must identify the project team's skill status and take appropriate action. Hence, project managers should understand the skill status of a team and monitor this status in a timely manner, especially for a project that requires expertise. In addition, by understanding skill similarity among team members, project managers can reduce project skill risk. The method proposed in this study creates a systematized quantitative process to evaluate project skill risk in order to generate an objective understanding of team skill status so that decisions can be made proactively during the project planning and execution phases. The proposed method uses a skill risk fault tree and skill risk control chart. The skill risk fault tree is used to evaluate quantitative risk, whereas the skill risk control chart is used to visualize skill risk status. The proposed method incorporates skill similarity to allow for flexibility in project skill risk-related actions. The feasibility and efficiency of the proposed method are then verified through a case study involving an information technology system infrastructure transition project.

Project risk management is essential for ensuring project success. Current risk management tools lack predictive ability to indicate potential risks before the start of a project. This study was conducted to determine whether or not project classification, which is known at the outset of a project, can be used by project managers to proactively identify likely risk events in engineering design projects. This study compared the types of risk events experienced during the project, using risk indicators, when undertaking three different types of projects: compliance, operational, and strategic projects. Risk indicators were developed to capture circumstances (risk events) with potential predictive power about the likelihood of a risk occurring during a given project. Interviews were conducted with employees involved in eleven engineering design projects, within a single organization. Interview notes were transcribed, and risk events were identified and coded using a set of risk indicator codes. Codes were summarized at the project level and compared based on the project classification. The results indicate that the type of risk events occurring in projects does vary based on project classification. Both the type and frequency of risk indicators were found to vary based on project classification. These results suggest that risk management plans can be customized, at the outset of the project based on project classification, which may increase the likelihood of project success.

In this paper, a real-life project database is created, outranking the existing empirical databases from project management literature in both size and diversity. To ensure the quality of the added project data, a database construction and evaluation framework based on the so-called project cards is developed. These project cards incorporate the concepts of dynamic scheduling and introduce two novel evaluation measures for the authenticity of project data. Furthermore, an overview of the constructed database leads to statements on the difference between planned and actual project performance and on the earned value management (EVM) forecasting accuracy. Moreover, the database is publicly available and can thus become the basis for many future studies related to project management, of which a few are suggested in this paper. To further support these studies, the database will continuously be extended utilizing the project cards. Furthermore, the project cards can also serve didactical purposes.

This research aims to analyze the relation between project management maturity and the project success. Moreover, the moderating effect of top management support and the assignment of a dedicated project manager were analyzed. The methodological research approach was a survey of 336 professionals in the field of project management conducted in Brazilian organizations. The results show that project management maturity is significantly related to all vertices of the iron triangle (time, cost and technical performance) dimensions of success. However, it is not related to the customer satisfaction dimension. The two moderate variables, top management support and dedicated project manager, have significant impact on the time success dimension but not on customer satisfaction. It suggests focus on efficiency aspects rather than effectiveness aspects.

We develop multiobjective linear mathematical model for project network problem under fuzziness.We design a model supporting project managers to evaluate bonus and incremental penalty cost simultaneously.We compare the findings with different methods under various sets of weights.We demonstrate a real life case study to check the feasibility of the model.We observed that the trade-off between time & cost is significant and implementation of the proposed method may provide substantial savings. Project management decisions require considering several conflicting constraints and objectives as well as uncertainties in the information over the planning period. The study aims to design a multi-objective linear programming model for solving project network problem under fuzzy environment. The developed model consists of three objectives such as minimizing total project completion time, minimizing total project completion cost and minimizing the earliest time of an event requiring special attention by taking into account several factors such as crash time, normal time, normal cost, crash cost, indirect cost as well as financial bonus and incremental penalty cost. In the study, a case study based on a real life problem is conducted to illustrate the validity and feasibility of the model. The study contributes to the project network literature by developing the fuzzy goal programming model and allows the project managers simultaneously evaluate financial bonus and incremental penalty cost with respect to total project time. In addition, the results of the sensitivity analysis highlight that the developed model can be used for helping the contractors make effective decisions.

Risk management is an important step which should not be neglect or ignore in every project. Because of various risk involved in construction, it is difficult to maintain time, cost and quality as planned. Project undertaken in the construction sector are widely complex and have often significant budgets, and thus reducing the risk associated should be a priority for each project manager. The main purpose of this paper is to identify the key risk factors that affect construction project. Questionnaires has been prepared incorporating of 50 difference questions after which questionnaire survey was conducted where the questions has been focused based on (component of questionnaire) the respondents were selected based on their susceptibility to the risk. The data was analyzed using the Statistical package for social sciences (SPSS) version 21. The result shows that the inadequate planning in construction project, poor adoption of site safety, supply and use of defective materials and poor resources management in construction project are all among the forefront key risk factors which affect construction project, meanwhile, effective recommendations have been developed to increases the efficiency, speedy and minimises risk and abortive work in construction project.

Risk, as a factor adversely affecting the project, is taken into account as early as at the first stage of the investment process when the tender is won for a contract. The risk level, identified for a particular construction contract, is a serious factor influencing the decision about accepting the contract or not. The key issue is proper identification of contract risk. The risk factors which have a significant impact on the success of the project, and are most common ones, are then analyzed. The method of verification depends on the company's experience in the construction industry. The task of the article is to present the results of studies focused on separating and determining the frequency of financial risk factors in construction projects and their impact on project implementation. We have analyzed 30 construction projects (office buildings, production halls, educational buildings, demolition works, etc.) completed in north-western Poland. The degree of risk (planned and real) for the contract was set as a percentage in relation to the size of contract (costs in million PLN). The aim of the study was to verify the existence of relationship between the kind of structure, the size of contract, and the scope and degree of risk. Statistical approach has been used. This study is a prelude to determining the contract risks identification procedure (i.e., estimating reserves to be used in unforeseen circumstances) so that the company could be competitive, and the price offer to be provided to investors could be advantageous.

The study deals with a major problem of variation in project schedules in project management which is analyzed by studying the various parameters responsible for delays from planned schedule and for this existing literature are studied. A case study of electrical transmission line power distribution project is undertaken. The project is divided into six phases and scheduling parameters for each phase are analyzed with the help of parameter score given by the relevant experts. This score is derived from pre-set modules like impact, frequency of occurrence, cost involved and mitigation level. On the basis of these parameter scores it has been found that Low level of connectivity and discussion between site engineers and design engineers and Faulty or unclear design along with Delay at the various permissions and approvals needed comes out to be most important parameters for project schedule variations. Hence this methodology proves helpful in curbing the project schedule related risks.

This paper presents a project management game that evolves based on the participant's skills on time, cost and quality management. The game comes to the construction of a refinery unit whose activities are divided into three phases in which the player acts as the project manager, decides the resources allocation, and ensures that the project meets its cost, time and quality targets. The game was played using a spreadsheet to simulate the project in seven rounds. The dynamic was developed basically in the classroom with engineering undergraduate students divided into ten groups. In each round, the scene was updated by a newspaper that reported the results in graphs and offered some tips. The goal was achieved with the participants making more mature decisions and improving their perception of cost estimates, time and quality.

In order to understand core team's management task this paper studies the landscape of the decision making of the construction project core team. This paper uses multi-ontology sense making framework developed by Snowden. The four described situation illustrate the use of this framework. Firstly, a project core team create a project plan –timetable and cost estimate, that is supposed to be followed (rules and order) when making investment decision. Secondly, a project core team uses the plan but since the plan cannot be followed due to an unexpected situation the team changes the plan by calculating an optimal solution. In other words the team uses heuristic thinking when they change the rule (heuristics and order). Thirdly, the design group guides the design process by rules to get information for designing new facilities (rules and un-order). Fourthly, there are situations when the stakeholders have different kind of opinions in crisis and team cannot follow the preset orderly way of working (heuristics and un-order).

The risk is a measurable part of uncertainty, for which we are able to estimate the occurrence probability and the size of damage. The risk is assumed as a deviation from the desired level. It can be positive or, which most often happens, it can be negative. Therefore, the risks analysis is so important for project selection and coordination of construction work. The risk analysis is regarded as the analysis of adverse events even at the stage of planning and programming of a construction project. This analysis enriches the decision-making process and provides additional arguments, which help to select the optimal variant of a construction project using the Multi-Aspects approach. This article presents three different methods of the risk analysis as well as highlighting their disadvantages, advantages and primary areas of application (selection or pre-estimation). These methods differ in their methodology from each other. The verification was started from the simplest techniques using some qualitative variables. This method is based on the considerable subjectivity of a decision maker although it is relatively simple and easy to use. The analysis was finished on the statistical method, which determines the type of used data therefore it affects the quality of the results. The areas of application and analytical capacity of the listed methods are illustrated with the short examples, simultaneously outlining their characteristics from the analysis. The research problems, which are the canvas of application of the discussed methods are not mutually interrelated. They present different aspects of variants of the investment process.

Globally, there have been growing needs to form a project team structure with the members consisted of diverse talents in order for an enterprise to prompt creative and innovative views on business values created from projects. With this type of multi-cultural team, there are higher risk of conflicts occurred among the team members due to difference in perceptions on a type of team culture that the team operate in. In realizing a high performing multi-cultural team, a project manager must identify each member's cultural orientation ensuring to make a use of merits of multi-cultural team. Having taken this issue, this paper presents a team building framework using scientific approach. Firstly, a diverse team members most of times hidden expectations are quantitatively assessed by a proposed scientific methodology. Secondly, a visualization of the member's expectations is used to serve a tool for a project manager to facilitate the conflict dissolution in achieving an effective team building. The framework should provide insights and a practical tool to project leaders as well as the stakeholders who are and will be facing the challenges in building an effective multi-cultural team

Many contractors are of the opinion that adding contingency funds to the tender price of a project may lead to loss of the tender. This research is a trial to put an end to this incorrect opinion. A more mature attitude to risk would recognize that contingency exists to be spent in order to avoid or minimize threats and to exploit or maximize opportunities. This research proposes an approach for determination and monitoring of Cost Contingency Reserve (CCR) for a project. Control of CCR is interfaced with Earned Value Management. Application to a real project is carried out. Post-mitigation simulations show that value of CCR is 2.88% of project cost but there is a potential saving due to opportunities. The project is monitored after eight months from its assumed start date with one assumed emergent risk. The final results are as follows: CCR is enough to cover project current and residual threats and the contractor has a considerable amount of money that will be transferred to his margin at project closure assuming the project will not be exposed to additional emergent risks. A contractor can balance project upside risks and its downsides to increase his chance to win tender of the project.

Projects should create value. That is the desire and plan, but uncertainties cloud the paths to this destination. All project work should add value in terms of both the resources consumed and the benefits provided (e.g., scope, quality, technical performance, features, and functions), yet adding value is not always straightforward. Conventional techniques such as earned value management focus on time and cost but do not address quality, uncertainty, risk, and opportunity. An integrated approach is needed to account for all of these. This paper presents an integrated framework for quantifying and monitoring project value in terms of the key attributes that matter to its stakeholders. The framework distinguishes four types of project value: desired , goal , likely , and actual . Project management is value management. Project goals, capabilities, risks, and opportunities are evaluated with respect to each key attribute of the desired value. The project value, risk, and opportunity framework is useful for project planning, monitoring, control, and tradeoff decision support. An example project, developing a drone aircraft, demonstrates the framework's application to project planning and monitoring, including setting project goals that balance risk and opportunity. New indices for risk, opportunity, and learning are introduced to track project progress and operationalize new constructs for researchers.

The construction industry drives economic growth and development in Malaysia, but unfortunately, its projects often suffer from cost overruns (that is, negative cost variance such that final project cost exceeds contract sum). This can lead to conflict and litigation, or in the extreme, projects may even be abandoned. To better understand this phenomenon, a questionnaire survey of Malaysian quantity-surveying consultants was undertaken to obtain project characteristics and cost performance data, in relation to a sample of 359 recently completed construction projects. Data were analysed in terms of project financial outturn based on: contract values; project sector; type of project; procurement route; nature of projects; and tendering method used. The findings offer stakeholders descriptive statistical cost performance information in relation to these characteristics. These statistics will support first-order project management decision-making within Malaysia particularly; and internationally more generally, with a view to helping minimise project cost variance in the future.

With the scale of program management getting larger and complexity, More accurate and precise method for management cost estimate is demanded. However, most of project management cost estimates are based on similar cases and hence can not reflect distinct features of each project. Cost estimate precision is also not up to the standards, and also troublesome to policy-making and budget allocation. Therefore, project typical model for cost estimate of Comprehensive Project Management is developed, and makes it easier to manage level of effort and allocate cost by applying characteristic factor of each project. This study categorized the project package by phase; planning, detailed design, and bid procurement, to develop typical model. And by designating specific level of effort required for each field and rank, the study aims to improve the method for calculating the detailed and objective program cost. Outcome of this study will prevent conflicts between client and contractor, accurately calculate program management contract cost for the client, and become a reference for the contractor to receive rational and practical payments for their work.

Now a day’s mass housing construction projects are common in India. There are so many approaches have been used for repetitive construction projects towards optimizing time and cost. In this project we have implemented a proposed theoretical model for effective utilization of labour to get optimum duration and cost. Generally critical path method is used for repetitive type of construction but in this project we use programme evaluation review technique to find the duration of project. There are many resources which affect the project time and cost like material, money, machinery, space etc. But from the literature survey it is observed that now a day’s the labour is major resource which affects the productivity of project. Labour absenteeism rate is about 5% to 25% in construction projects, which is vary according to the size of projects. There are so many factors affecting the labour absenteeism. The study of these factors is necessary because by studying these factors we get an idea about the labours problems. Once we know about the labour problems we can solve their problems, we can provide a various facilities by which labours get satisfied. So in this way we can reduce the absenteeism rate of labours by solving their problems and by providing good facilities to them. The goal of any construction project is to complete the project within the estimated time and with minimum cost. The delay in a construction projects affects both owner and contractor. The main goal of this study is to find out the optimum duration for the completion of project. Because we know that if the project duration is minimum then project cost is automatically reduces. In this project the data is collected from the mass housing construction project. The expected time for the completion of project is finding out by using the programme evaluation review technique. Now the collected data is analysed and find out the optimum duration and cost. We know that the construction industry is a second largest industry in a world. The development of such industry plays an important role in a developing country like India. So for that it is necessary to improve the productivity of construction industry

This paper briefly introduces the basic connotation of earned value management, determine, from the target variable management process design, system function design and system implementation four aspects that the management of defense scientific research project management system design and implementation process based on the earned value, and some reasonable countermeasures to promote the use of the system.

Global competition has forced enterprises to constantly innovate business administration and product services, in order to dominate markets and to compete effectively. However, the formulation and execution of strategy and the development of products and services rely largely on a concrete management system that can efficiently produce attractive products within the shortest period of time. Project management is an effective way of achieving these objectives. A temporary task group is formed by borrowing personnel from related divisions, without altering the original organizational structure and adding extra workforce. Various team-building activities are used to quickly transform this group of people into a solid project team and to accomplish the specified project objectives as soon as possible. Traditional assignment of project personnel is based primarily on work experiences and expertise and ignores the role that personalities play in the success of the project. Therefore, this study develops a project assignment quantitative model that maximizes the team’s personality balance by selecting the most suitable personnel from a group of qualified capable candidates, to increase the possibility of success for the project. The results of the example show that the model developed can help a project manager to form a project team in which the members’ personalities are highly balanced, to maximize the project performance.

The role of project control is to create a system, procedures and tools to monitor and control project delivery. The performance measurement is carried out on continuous basis and action is taken to ensure that project performance objectives are achieved. Although considerable amount of planning and organizing is required at front end, actual monitoring takes place during implementation. Poor definition of control parameters in the front end leads to poor project control brief to the other project participants namely client, consultants and contractors It is required that project control planning should start from beginning to improve the project management efficiency. The research identifies the important project control factors in the project development stage. Two brainstorming sessions resulted in identification of 18 factors that are classified into five project control areas. Analytical hierarchy process as a group decision making tool was used to make a pair-wise comparison to assign weightage to each project control group and factor. The study of weight indicates that quality (32.71%) and safety (23.64%) controls are preferred over schedule (14.74%) and cost (12.48%). Weightage derived is used to create Project Control Index (PCI). Value of PCI helps to understand the level of project controls established in the project during project development on ongoing basis. Weights and PCI guides project manager in setting and achieving project objectives.

Planning is known to enhance construction project performance in terms of cost, schedule, and quality. Yet, project teams oftentimes do not incorporate effective planning methodologies, typically citing a lack of time or capability to conduct detailed planning. This article proposes a brief yet rigorous project planning method, known as the pre-contract planning model, which is uniquely implemented between the owner and selected contractor project teams prior to contract award with the intent of increasing project team alignment and facilitating greater risk transfer from owner to contractor. Results from a multi-case longitudinal study documented the impact of the pre-contract planning model in terms of three success criteria: cost growth, schedule growth, and owner satisfaction, where cost and schedule growth were measured as percent increase of initial contract values. Projects that implemented the pre-contract planning model were compared with a control group that operated via a traditional project de...

There is wide agreement that the risk response strategy selection is an important issue in project risk management (PRM). Some academic researchers have paid attention to this issue. This paper proposes a novel method for solving the risk response strategy selection problem in PRM. In the method, an optimization model is developed, which integrates three critical elements that are the project cost, project schedule and project quality. By solving the model, the optimal solution could be obtained so that the most desirable risk response strategies to cope with the risk events can be determined. If the optimal solution is not found or project managers are not satisfied with the solution, another pathway can be used to support the managers to get the desirable strategies. The pathway is based on an iterative process which involves making trade-offs between the project budget, time and quality according to objective requirements and managers' judgments. The iterative process comes to an end if the objectives predefined by the managers are reached. A simple example project is also provided to illustrate the practicality and usefulness of the proposed method.

The relationship between customer focus (CF) competence and project performance were investigated on the basis of 1206 construction project teams. The hypotheses used were that a higher team CF actual assessment as well as a higher average team CF compliance (actual vs. desired CF level) increases the likelihood of achieving internal and overall budget goal, quality, as well as deadline goal. On the basis of simple and multiple regression models the conclusion is that only positive effects of the team average CF compliance on examined project goals are confirmed. On the other hand, the assumed positive effects of the team average CF actual assessment are rejected for the investigated project goals. Nonetheless, a suggestion for further research is that the inverse U-shaped relationship of the average team actual CF on the project performance should be examined. Along with the effects of CF (actual assessment and compliance) competence the multiple regression models reveal the effects of additional independent variables for the company (the revenue), the project (the duration, size, type, region, completion years) and the team (the average company and additional tenure, share of women, share of the employed at the end of the project, share of the assessed for CF, share of the final date contract and share of the technical versus business background) on achieving the project goals examined.