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PurposeThe purpose of this paper is to present a methodology which defines best strategic practices for business process redesign (BPR).Design/methodology/approachA total of 29 best practices are studied and evaluated from the literature. The philosophy of TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) method is applied in recognizing the alignment of best practices with the organization strategy. The indicators of cost, time, quality and flexibility are used as the criteria to measure the degree of alignment of best practices with organization strategy. The proposed method is tested in a case study of the registration process at a university.FindingsThe recent investment failures in BPR projects show that the relation between best practices and organization strategies should be highly considered. It is indicated that process redesign can meet organization strategies through recognizing and implementing best strategic practices.Research limitations/implicationsConsidering the fact that pundits working in the field of BPR are not accessible, the previous published findings and results have been used in this research.Practical implicationsOwing to the limitations on budget and time, organizations are able to consider only those best practices which play a critical vote in helping them to achieve their goals. Best strategic practices list provides managers and business analysts with a precious resource in BPR projects.Originality/valueThis paper presents a new methodology for introducing best strategic practices for BPR. A strategic best practice is a new term in the BPR literature.

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Purpose Based on the systematic literature review, this paper aims to propose a framework of Construction 4.0 (C4.0) scenarios, identifying Industry 4.0 (I4.0) enabling technologies and their applications in the construction industry. The paper reviews C4.0 trends and potential areas for development. Design/methodology/approach In this research, a systematic literature review (SLR) methodology has been applied, including bibliographic coupling analysis (BCA), co-citation network analysis of keywords, the content analysis with the visualisation of similarities (VOSviewer) software and aggregative thematic analysis (ATA). In total, 170 articles from the top 22 top construction journals in the Scopus database between 2013 and 2021 were analysed. Findings Six C4.0 scenarios of applications were identified. Out of nine I4.0 technology domains, Industrial Internet of Things (IIoT), Cloud Computing, Big Data and Analytics had the most references in C4.0 research, while applications of augmented/virtual reality, vertical and horizontal integration and autonomous robotics yet provide ample avenues for the future applied research. The C4.0 application scenarios include efficient energy usage, prefabricated construction, sustainability, safety and environmental management, indoor occupant comfort and efficient asset utilisation. Originality/value This research contributes to the body of knowledge by offering a framework of C4.0 scenarios revealing the status quo of research published in the top construction journals into I4.0 technology applications in the sector. The framework evaluates current C4.0 research trends and gaps in relation to nine I4.0 technology domains as compared with more advanced industry sectors and informs academic community, practitioners and strategic policymakers with interest in C4.0 trends.

An ongoing question is what constitutes the characteristics of a project manager. This is the subject of many studies. The characteristics, skills, abilities and knowledge of project managers—essential factors in a project’s success—describe their level of competency. This study aims to assess the relationship between project manager competencies and project complexity in the information technology (IT) sector. In total, 21 semi-structured interviews were conducted with senior practitioners associated with complex IT projects in the private and public sectors. All transcripts were analysed through grounded theory and content analysis, with experts approving the results. Our study identified 41 competencies within project complexity, with these grouped under the following 10 dimensions: project management (PM) knowledge; management skills; interpersonal skills and attributes; professionalism; expertise; emotional skills; contextual skills; influencing skills; team working; and cognitive skills. According to this research, leadership is the core competency of a project manager, while project management knowledge is the most essential of these competency dimensions. This study’s findings can assist both academics and practitioners in simplifying the complexity of projects and helping to achieve a project’s objectives.