Relational Risk Management in Construction Projects: Modeling the Complexity

Lehtiranta, Liisa

doi:10.1061/(asce)lm.1943-5630.0000114

Cited by 41 publications

(29 citation statements)

References 32 publications

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“…Many researchers have described complexity as a critical topic in the area of project management research (Gidado, 1996;Hass, 2008;Owens, Ahn, Shane, Strong, & Gransburg, 2011;Bosch-Rekveldt, 2011;Lehtiranta, 2011;Puddicombe, 2012;Ahern, Leavy, & Byrne, 2013;Lu et al, 2015;Abdou et al, 2016;Kiridena & Sense, 2016;Ji, AbouRizk, Zaiane, & Li, 2018). The meaning of the word "complexity" was ambiguous and lacked a standard definition for many years.…”

Section: Literature Reviewmentioning

confidence: 99%

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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Construction experts believe that complexity could adversely affect construction projects’ performance. Several studies have been focused on identifying leading complexity indicators; however, the complexity indicators from the perspective of primary stakeholders (owners, contractors, and consultants) have been rarely studied. Therefore, the aim of this study is to utilize the systematic Delphi method to identify, rank and weight the complexity indicators based on the primary stakeholders’ perspectives associated with US construction projects. Additionally, the shared entity-based complexity indicators (ECIs), as well as the weighting of entity-based complexity categories were determined and analyzed. Therefore, 101 potential ECIs were identified through a comprehensive literature review. Then, thirteen senior subject matter experts (SMEs), and three academic advisors were selected and invited to participate in a workshop to determine significant ECIs and then rank and weight them. The results reveal that the ECIs associated with complexity categories “scope definition” and “project resources” received the highest aggregated complexity weights in the aspect of the primary stakeholders. Although this study has been conducted based on US construction projects, the results would provide helpful guidance for international construction projects. Moreover, this study would assist the primary stakeholders in allocating resources properly in order to manage project complexity worldwide.

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Section: Literature Reviewmentioning

confidence: 99%

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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“…Complexity thinking is not based on planning and control but on directing evolution to acceptable areas (Lehtiranta , 2011). On the other hand, the emergent situation arouse in the project, was also meant to be the result of over controlling of general contractor, lack of trust and highly bureaucratic procedures imposed by the investor.…”

Section: Case Analysismentioning

confidence: 99%

“…The collaborative and ethical approach is being persuaded by both American Society of Civil Engineers and European Council of Civil Engineers in their vision for the future developments of construction industry. As it is emphasized above construction is a human based industry and human interaction is a key factor of project performance, so Lehtiranta (2011) prove that in such complex construction projects, apart from performance risk, relational risk has a major impact in project success as the goals are to minimize the ambiguity and uncertainty. Ochieng et al (2013) ascertain that construction leaders shall be able to understand the unpredictability of working environment especially when dealing with multi-cultural teams.…”

Section: Case Analysismentioning

confidence: 99%

Application of Complex Adaptive Leadership Approach in Multinational Construction Company in Albania

Rizvanolli

2017

2017 UBT International Conference

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The vivid non-linear business environment of nowadays, enhances companies to embrace the complexity leadership approach, in order to remain competitive in a globalized industry. Maintaining their adaptive system is found to be the main challenge. This paper aims to analyze the up-to-date literature based on Complex Adaptive Leadership approach, focusing on Chaos Theory and Complexity Science. In addition a real-life case of a German company investing in real-estate sector in Albania is introduced. The highly dynamic environment of construction project depends on the information flow and interaction between project stakeholders, which is proved to impose high unpredictability, continuous disequilibrium and emergence. Butterfly Effect, Strange Attractors, Self-Organization, Emergence Decision-Making, Feedback and over all Complex Behaviors of the Company Leadership are discussed considering the circumstances under which the company has terminated the agreement with General Contractor during the construction phase. Finally the consequences of these changes are disclosed and recommendations for improving future actions are proposed.

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“…In the past four decades, research on risk management has grown considerably in the construction industry (Chapman & Ward, 2011;Lehtiranta, 2011) due to the fact that construction projects are permanently exposed to risks and are perceived as projects with greater inherent risk due to the involvement of many stakeholders. It is possible to analyze project risks from two different perspectives.…”

Section: Risk Managementmentioning

confidence: 99%

Evaluating Risk Management Practices in Construction Organizations

Serpell

Ferrada

Rubio

et al. 2015

Procedia - Social and Behavioral Sciences

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Construction organizations in developing countries, approach risk management in construction projects by using a set of practices that are normally insufficient, produce poor results often, and limit the success of project management. This paper describes the development of an instrument based on an organizational maturity model for evaluating the risk-management capability of construction organizations. This instrument has been applied to both, clients and contractors and is part of a general knowledgebased system. Outcomes of this research will allow a client or contractor first, to develop or improve its project risk management capability based on international and local best practices and second, to continuously improve the performance of this function along the realization of new projects. The novelty of this approach is that it addresses the risk management function from a knowledge-based perspective and that it will be based in a web application that will be available to every organization.

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Relational Risk Management in Construction Projects: Modeling the Complexity

Cited by 41 publications

References 32 publications

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Application of Complex Adaptive Leadership Approach in Multinational Construction Company in Albania

Evaluating Risk Management Practices in Construction Organizations

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