Challenges of Cost Management in Complex Projects

Kujala, Jaakko; Brady, Tim; Putila, Jaakko

doi:10.5539/ijbm.v9n11p48

Cited by 11 publications

(9 citation statements)

References 35 publications

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“…Research has long emphasized influence of the institutional environment on performance of infrastructure projects (Clegg and Courpasson, 2004; Kadefors, 1995), and impact of institutions as the “shared rules, beliefs and practices…enacted and (re)produced by various actors” on project implementation (Scott, 2014; Tukiainen and Granqvist, 2016, p. 1835). The institutional approach encompasses the past experiences, values and social norms that underpin project organizing (Hodgson and Cicmil, 2007; Kujala et al , 2014; Soderlund, et al , 2017). Morris and Geraldi (2011) have stated that a focus on the institutional level can “improve the performance of projects” because their technical and strategic features are “conditioned, constrained and supported” by their institutional milieu (p. 28).…”

Section: Introductionmentioning

confidence: 99%

Institutional work and infrastructure public–private partnerships (PPPs): the roles of religious symbolic work and power in implementing PPP projects

Biygautane

Clegg

Al-Yahya³

2020

AAAJ

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PurposeExisting public–private partnership (PPP) literature that explicitly adopts neo-institutional theory, tends to elucidate the impact of isomorphic pressures and organizational fields and structuration on PPP projects. This paper advances this literature by presenting the institutional work and micro-level dynamics through which actors initiate and implement a new form of project delivery. The authors show how actors enact responses to institutional structuration in the expansion and transformation of an airport from a public entity into a PPP in Saudi Arabia.Design/methodology/approachThe authors use a single case study design that offers an empirically rich and thick description of events such as the dynamic processes, practices and types of institutional work carried out by actors and organizations to deliver the project under investigation.FindingsReligious symbolic work as social integration triggered system integration work, which expanded the power capabilities of individual actors leading the project. Repair work then followed to alleviate the negative effects of disempowering the agency of actors negatively affected by the PPP model and to streamline the project implementation process.Practical implicationsThis research offers several practical implications. For PPPs to operate successfully in contexts similar to the Gulf region, policymakers should provide strong political support and be willing to bear a considerable risk of losses or minimal outcomes during the early phases of experimentation with PPPs. Also, policymakers should not only focus their attention on technical requirements of PPPs but also associate new meanings with the normative and cultural-cognitive elements that are integral to the success of PPP implementation. In order to design strategies for change that are designed to fit the unique cultural and sociopolitical settings of each country, policymakers should empower capable individual actors and provide them with resources and access to power, which will enable them to enforce changes that diverge from institutionalized practices.Social implicationsThis research connected the PPP literature with theoretical frameworks drawn from neo-institutional theory and power. It would be valuable for further research, however, to connect ideas from the PPP literature with other disciplines such as psychology and social entrepreneurship. PPP research examines a recent phenomenon that can potentially be combined with non-traditional streams of research in analyzing projects. Expanding the realm of PPP research beyond traditional theoretical boundaries could potentially yield exciting insights into how the overall institutional and psychological environments surrounding projects affect their initiation and implementation.Originality/valueThe paper contributes new insights regarding the roles of religious symbolic work, allied with social and system integration of power relations in implementing PPP projects. It suggests a theoretical shift from structures and organizational fields – macro- and meso-levels of analysis – to individuals – micro-level – as triggers of new forms of project delivery that break with the status quo.

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Section: Introductionmentioning

confidence: 99%

Institutional work and infrastructure public–private partnerships (PPPs): the roles of religious symbolic work and power in implementing PPP projects

Biygautane

Clegg

Al-Yahya³

2020

AAAJ

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“…First, 'Satisfaction with the project' differentiates entities with new product/service development from the three others with a higher score on 'Satisfaction with the project.' However, developing new products/ services in a government setting cer tainly demands multiple perspectives in a complex environment (Hobday, 2000;Kujala, Putila, & Brady, 2013). Second, project management performance also shows a relatively high score.…”

Section: Project Types and Performancementioning

confidence: 99%

Organizational Design in Public Administration: Categorization of Project Management Offices

Aubry

Brunet

2016

Project Management Journal

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The article aims to renew the classification system of PMOs within the context of organizational design and proposes an empirical categorization of PMOs based on types of projects: engineering and construction, information systems/information technology, business processes, and new product development. The research adopted a quantitative approach with a survey of 114 entities belonging to 42 departments and agencies within a single public administration. The findings show that this categorization system of PMOs has the potential to support the organizational design of PMOs in organizational context, structural characteristics, functions, and performance. This article contributes to the relevance of organizational design within the project management field.

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“…Innovations will affect cost of the project as well as the project complexity, procurement methods, tendering method and project size [14].…”

Section: Project Management Competenciesmentioning

confidence: 99%

Effect of internal capabilities on success of construction company innovation and technology transfer

Demirdöğen

Işık

2016

Teh. vjesn.

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Original scientific paper Increasing competition triggered innovation and technology transfer to be the key drivers of success for companies. In this study, a construction company's success was indicated by its innovation and technology transfer performance defined with factors such as "perceived value", "project time and budget", "competitive advantage", "reputation", "productivity", "finance", "learning and development" and "customer satisfaction". Then, it was aimed to measure the effect of internal capabilities of a company such as "resources and capabilities", "project management competencies", and "strategic decisions" on success. In this context, Structural Equation Modelling method was used to analyse data collected from 52 construction companies and construct a model representing the interrelationships between the factors. According to the resulting model, it was found out that "project management competencies" have a direct relationship with "company innovation and technology transfer success" whereas, "Resources and Capabilities" and "Strategic Decisions" have both an indirect relationship with success through "project management competencies".

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Challenges of Cost Management in Complex Projects

Cited by 11 publications

References 35 publications

Institutional work and infrastructure public–private partnerships (PPPs): the roles of religious symbolic work and power in implementing PPP projects

Institutional work and infrastructure public–private partnerships (PPPs): the roles of religious symbolic work and power in implementing PPP projects

Organizational Design in Public Administration: Categorization of Project Management Offices

Effect of internal capabilities on success of construction company innovation and technology transfer

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