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Project Management: Strategic Design and Implementation
... The definitions of projects have been evolving significantly over the past decades for numerous reasons. First, authors highlighted -based on Cleland (1994) -that projects were inevitable for achieving sustainable competitive advantage for firms, and this perceived importance should be reflected in the definitions as well (see e.g. Görög, 2013;Pinto, 2020). ...
... Blaskovics (2014) highlighted that three general phases that appear in each model are planning, implementation, and closing. At the same time, numerous authors (Cleland, 1994;PMI, 2017;PMI, 2021;Verzuh, 2021) provided a framework for defining concepts of the life cycle and the phases of which it consists. Most of them agreed upon projects should go through the following phases: ...
There is a large amount of research on both successful project management and the management of professional sports organisations, but the relationship between these two phenomena remains to be analysed. Therefore, the aim of this article is to identify the similarities between sports seasons and projects by examining the characteristics of these two domains, as well as to lay the foundations for defining the potential management practices that can improve the efficiency of seasons using tools and techniques derived from project management. The results will be obtained through a narrative literature review of relevant books and articles on projects and sports seasons. The outcome of this research will contribute to a better understanding of how sport organisations can streamline their operations, optimise performance and ensure successful sport seasons by potentially implementing a project management approach.
... The business environment must correspond to the requirements of good project management. Cleland (1999) stated that the culture affects all phases of a project. Project culture involve proper management support at all ranks and the gap between project and line management is important. ...
... Organizational policies, rules, procedures and strategies are embedded in project culture. They are the principles and philosophies of project work in an organization (Cleland, 1999). The methodology for the project goes beyond the theoretical framework. ...
The research carried out in the construction industry are predominantly capital intensive and require a substantial level of leadership and management capabilities or skills, amongst the coordination/organization of diverse professionals and labor force. According to the Chartered Institute of Building (2002), the fundamental roles of project managers within the construction industry include that of coordination of experts or technocrats who are expected to use their knowledge and expertise towards the attainment of specific project goals. In Ghana, the construction industry is cognizant of many challenges facing the country and the industry in particular. The industry in collaboration with the government and academia have been making conscious efforts to minimize, if not eradicate the challenges, most of which are related to poor management. The study focused on the erstwhile Bank for Housing and Construction, which is one of the banks owned by Government with the intention to provide support for private housing schemes and industrial construction activities in Ghana. The research conducted by the authors revealed that the bank initially achieved some level of success in terms of financing projects. The level of success however declined due to several challenges the core of which being contractor's lack of managerial and technical capability which subsequently led to the liquidation of the bank. Several other construction projects financed by the government have faced similar challenges of below-par successes. However, very few researches have been conducted with focus on project-oriented organizations from the perspective of technical capacity, organization structure and leadership in ascertaining the success rates of construction projects financed by the Governments of Ghana. This research therefore, seeks to bridge the gap in knowledge by investigating project management success for project-oriented business organizations from the perspective of technical capacity, organization structure and leadership in the performance of construction projects financed by Ghana Government in Greater Accra Region using Henry Fayol model. The researchers have observed during the few interviews conducted that several projects financed by the Government of Ghana in the construction sector of the Greater Accra region have either being abandoned or left uncompleted. This phenomenon according to some interviewees have caused major financial losses to the state as project managers are rarely held accountable for project failures. The researcher therefore recommends that further research should be conducted in the Greater Accra region to measure the success rates of projects financed by the Government. The future researches should focus on effective means to discontinue the failure-chain of Government sponsored projects. In addition, Government should commit resources into educating stakeholders of state sponsored projects on the Fayol's principles of management and its importance to project success.
... The business environment must correspond to the requirements of good project management. Cleland (1999) stated that the culture affects all phases of a project. Project culture involve proper management support at all ranks and the gap between project and line management is important. ...
... Organizational policies, rules, procedures and strategies are embedded in project culture. They are the principles and philosophies of project work in an organization (Cleland, 1999). The methodology for the project goes beyond the theoretical framework. ...
The research carried out in the construction industry are predominantly capital intensive andrequire a substantial level of leadership and management capabilities or skills, amongst thecoordination/organization of diverse professionals and labor force. According to the Chartered Instituteof Building (2002), the fundamental roles of project managers within the construction industry includethat of coordination of experts or technocrats who are expected to use their knowledge and expertisetowards the attainment of specific project goals. In Ghana, the construction industry is cognizant of manychallenges facing the country and the industry in particular. The industry in collaboration with thegovernment and academia have been making conscious efforts to minimize, if not eradicate thechallenges, most of which are related to poor management. The study focused on the erstwhile Bank forHousing and Construction, which is one of the banks owned by Government with the intention to providesupport for private housing schemes and industrial construction activities in Ghana. The researchconducted by the authors revealed that the bank initially achieved some level of success in terms offinancing projects. The level of success however declined due to several challenges the core of whichbeing contractor’s lack of managerial and technical capability which subsequently led to the liquidation ofthe bank. Several other construction projects financed by the government have faced similar challengesof below-par successes. However, very few researches have been conducted with focus on project-oriented organizations from the perspective of technical capacity, organization structure and leadershipin ascertaining the success rates of construction projects financed by the Governments of Ghana. Thisresearch therefore, seeks to bridge the gap in knowledge by investigating project management successfor project-oriented business organizations from the perspective of technical capacity, organizationstructure and leadership in the performance of construction projects financed by Ghana Government inGreater Accra Region using Henry Fayol model. The researchers have observed during the few interviewsconducted that several projects financed by the Government of Ghana in the construction sector of theGreater Accra region have either being abandoned or left uncompleted. This phenomenon according tosome interviewees have caused major financial losses to the state as project managers are rarely heldaccountable for project failures. The researcher therefore recommends that further research should beconducted in the Greater Accra region to measure the success rates of projects financed by theGovernment. The future researches should focus on effective means to discontinue the failure-chain ofGovernment sponsored projects. In addition, Government should commit resources into educatingstakeholders of state sponsored projects on the Fayol’s principles of management and its importance toproject success.Keywords: Project Oriented Organization, Technical Capacity Perspective, Performance of GhanaGovernment Construction Projects, Public Sector Project Management, Social Interventions Programmes,Project Management for Development, Government of Ghana Project
(PDF) The Success of Project Oriented Organization in Technical Capacity Perspective and Performance of Ghana Government Construction Projects. Available from:
... (Nyonje, Ndunge, & Mulwa, 2012). Despite this difference in opinion however, almost all scholars agree that the plan should include information on how organization should be assessed (Cleland & Ireland, 2017;Agbada and Ekakitie, 2016) of great importance to this study, is what the M&E plan outlines that influences organization performance (Olive, 2002;Wysocki & McGary, 2013;Mackay, 2017). ...
... If the postulations of this theory are accurate and if there are certain human necessities that are imperative for both human advancement and societal equilibrium, then the resolution to conflicts arising from variety must include the capacity to establish a milieu wherein these necessities may be fulfilled by all sectors of society. This aligns with the results of Cleland and Ireland (2017), who discovered that the implementation of a well-defined M&E strategy significantly impacts organizational performance. Table 3 also presents the computed p-value of 0.002 for Risk Management (RM), which is deemed significant since it falls below the conventional threshold of 0.05 (5%). ...
The article spotlights influencing factors to enhance project management in the Nigerian construction industry and how the factors of monitoring and evaluation along with risk management impart effectiveness of project delivery and indeed performance. Outcome suggest a significant effects of monitoring and evaluation along with risk management as being strong predictors of the performance. Study recommended the use of systematic project management factors and the study of project cycle to enable focused overall performance.
... Managers of ordinary change should direct the energy and human dynamics of their team to the predefined goal, path and planned actions. The vast literature of planned change confirms these characteristics (Porter, 1985;Hamermesh, 1986;Chakravarthy and Lorange, 1991;Mintzberg, 1994;Tenner and DeToro, 1996;Beer and Nohria, 2000;Cleland and Ireland, 2002;Allen et al., 2007;Ryan et al., 2008;Bisel and Barge, 2010;Mitchell, 2013;Rosenbaum et al., 2018). ...
Many researchers have defined the concept of innovation, without reaching consensus. But in any case an innovation concerns something new or the process of achieving such a thing. Since 'new' is a subjective qualification , the concept of innovation is weakly defined. As a consequence, the difference between an innovation and not-an-innovation ('ordinary change') stays unclear. This not only hinders the research of innovation and the advancement of innovation theory, but also may lead to costly mismanagement of innovation. To advance the definition of innovation, we distinguish two fundamentally different types of change: the change of the parameters of a system versus the expansion of its dimensions. The first type we identify as ordinary or first-order change and the second type as innovation or second-order change. We explain how our mathematical definition of innovation, combined with social processes of argumentation and discussion, can be operationalized methodically. Using a case of tightening the energy efficiency requirements for newly built houses, a case of business transformation, and a case of decentralization of youth care, we demonstrate how our socio-mathematical definition of innovation helps to study innovation more accurately and to understand the fundamental differences between ordinary change and innovation in their dynamics of planning, acting, and learning. Our socio-mathematical definition positions innovation management next to strategic change management , quality management and standardization management, and is easily applicable for researchers, innovation managers and policy makers.
... Hypothesis 5 of this study shows that there is a significant impact of project planning on knowledge and attitude. The result is supported, which is consistent with past studies (Kerzner, 2017;Cleland & Ireland, 2006). The study's findings suggest that project planning plays a role as a predictor of knowledge and attitude, influencing these variables significantly. ...
Purpose: This study investigates the impact of strategic tax planning, project tax planning, and action tax planning on overall tax planning. Additionally, the research explores the mediating role of knowledge and attitude in the relationship between these tax planning components and the overall tax planning effectiveness.Methods: A causal research design was adopted to examine the cause-and-effect relationship between independent variables (strategic tax planning, project tax planning, and action tax planning) and the dependent variable (tax planning). It employed a primary data collection method through a well-structured questionnaire. Results: The results indicate a significant impact of strategic tax planning, project tax planning, and action tax planning on the overall tax planning effectiveness in SMOs in Baglung. Furthermore, the study reveals that knowledge and attitude play a mediating role in the relationship between strategic tax planning, project tax planning, action tax planning, and the success of tax planning initiatives.Conclusion: These findings contribute to the existing literature by providing insights into the specific tax planning practices that can enhance overall tax planning effectiveness in small and medium-sized organizations.
... The first one, called the traditional approach, adopts planning techniques, intensive use of control tools, good practices and a strong rationalist and normative character to ensure the efficient use of resources and coordination of project activities (Shenhar, 2001;Carvalho & Rabechini Junior, 2007). The central argument of the traditional approach is that any project can be managed under widely accepted conditions (Cleland & Ireland, 2006). Shenhar (2001) and Shenhar and Dvir (2007) criticize the traditional approach, since it completely ignores the dynamics of the project implementation process and its susceptibility to the influence of external elements. ...
The present research aimed at investigating the existence of associations between the factors promoting the strategic alignment of Information Technology (IT) and the success of IT projects. IT projects carried out in a public company in the Brazilian electricity sector from 2015 to 2018 were taken as the locus of the study. The research had a descriptive nature, used the quantitative method and a survey with 144 respondents from the company's business and IT areas. The key findings indicate that the success of IT projects depends on both the social dynamics between IT and business teams, as well as the intellectual/strategic alignment of IT plans, resources and priorities with the overall business objectives. This research contributes by providing insights into the aspects of strategic alignment and their influence on project success. It offers practical guidance for organizations in managing IT projects and aligning them with business objectives. While the study focuses on a specific Brazilian public company, further research is needed to validate the findings across different industries and contexts. Overall, this research enhances our understanding of the relationship between strategic alignment, IT project success, and provides a foundation for future studies in this area.
... PRINCE2's "manage by stages" principle is particularly valuable in IT R&D, where each stage can be evaluated to determine if the project should continue, pivot, or conclude (Zwikael, Smyrk, 2019). However, PRINCE2's structured nature can sometimes limit flexibility, and IT R&D project managers may need to modify PRINCE2's rigid phase transitions to better accommodate iterative scientific exploration (Cleland, 2007). ...
Purpose: This article examines a structured framework for the IT research and development (R&D) project lifecycle, focusing on critical phases of effective project management and success. Design/methodology/approach: This study examines project cycle management (PCM), project management institute (PMI), and PRINCE2 methodologies through a detailed literature review and comparative analysis of these frameworks about a project in the IT R&D sector. The focus is on adapting the life cycle to the specifics of an IT R&D project, taking into account classic and agile methods, and analyzing the variability of resource utilization at different stages of these projects. Findings: The results indicate that dividing IT R&D projects into clearly defined phases promotes effective control and adaptive management. Each phase is also characterized by different relevance and resource utilization, which influences the need to adjust management actions depending on the stage of the IT R&D project. In addition, some phases are iterative, which harmonizes with the tenets of agile management of this type of project. Research limitations/implications: To achieve optimal project results, it is recommended to adapt the life cycle to the specifics of the IT R&D project, emphasizing the importance of its different phases in the context of adaptive management. The article proposes a project management approach that combines the structured phases of PCM with the adaptability of PMI and PRINCE2 methodologies and agile methods to better suit R&D objectives. Practical implications: The research highlights the need to adapt traditional project management models to the specific nature of IT R&D projects by incorporating iterative processes and greater flexibility. The proposed hybrid project lifecycle model enhances management efficiency, optimizes resource allocation, and enables quicker responses to changing conditions and stakeholder needs. Applying this approach can contribute to shorter development cycles, reduced risks, and faster market introduction of innovations. The findings have significant practical implications, supporting organizations in achieving better project outcomes and gaining a competitive advantage. Originality/value: By focusing on the unique needs of IT R&D projects, this paper contributes valuable insights to the field of project management, highlighting the role of structured life cycles in maximizing the effectiveness of IT R&D projects. Keywords: adaptive project management, project life cycle, IT R&D projects.
... Over the last decade, there has been an increased focus on stakeholders in both academic and managerial contexts. A stakeholder is an individual, group, or entity with a stake in a project or who can contribute to or be influenced by the project that a focal organisation undertakes to meet its goals [1,2]. These stakeholders have various interests due to their diverse professions, culture, educational level, gender, and geographical distance from the project. ...
This scoping literature review examines critical success factors (CSFs) in the design and planning phases of BIM-enabled construction projects, focusing on integrating sustainability practices across the quadruple bottom line: profit, people, planet, and process. By introducing the novel ‘Process’ pillar, this study aims to bridge critical gaps in sustainability research, emphasising technology-driven practices and mapping 62 CSFs from 31 studies to specific stakeholder roles, and focuses on early project phases in which decisions have the most significant impact on long-term outcomes. The findings highlight how early-phase decisions, guided by the QBL framework, can optimise project outcomes and drive long-term sustainability through effective stakeholder engagement. Despite advancements, the design and planning phases of BIM-enabled construction projects consistently exhibit an underrepresentation of end users and environmental considerations. These omissions highlight inadequacies in stakeholder engagement, which are critical for achieving comprehensive sustainability and aligning project outcomes with user needs and environmental goals. This research maps CSFs to corresponding stakeholders, revealing a complex network with the BIM coordinator/manager playing a pivotal role. This mapping underscores the importance of integrating stakeholder inputs, particularly from end users, early in the project lifecycle to enhance functionality and ensure the long-term viability of construction projects. However, current practices often overlook this, leading to a potential misalignment between project deliverables and user expectations. The construction industry can move towards more sustainable, efficient, and user-focused outcomes by addressing these gaps. This study calls for a paradigm shift in BIM methodologies to adopt a construction environment that is not only efficient but also adaptable to the needs of its users and the environmental imperatives of today's world.
... Effective project management requires that projects are undertaken as a total package (holistic approach) to avoid delays resulting from omissions (Westland, 2007). All aspects of the project from conceptualization to final implementation should be well thought out and documented (Cleland, 2007). This comprehensive planning could be a challenge in the region as the case studies show a number of discrete and incremental projects in response to emergency needs. ...
... Once the initial plan is developed, flexible scheduling is also necessary to accommodate changes that may occur during the project. Adaptive scheduling helps overcome risks and challenges that may arise (Cleland, D. I., 2015). Planning and scheduling are two fundamental components of effective time management, especially in complex projects. ...
Time management is crucial in managing complex projects, where many factors interact and can influence the final outcome. This article outlines the importance of effective techniques, tools, planning, and scheduling in creating a framework that can guide teams to achieve project goals with maximum efficiency. By planning carefully and using tools like Gantt Charts and project management software, teams can visualize progress, identify critical paths, and optimize resource use. Additionally, this article highlights the role of team engagement and communication in maintaining motivation and shared understanding among team members. High engagement contributes to better collaboration, while clear communication helps reduce confusion and speed up decision-making. Furthermore, dealing with risk and uncertainty are challenges that often hinder the progress of projects. With a proactive approach to analyzing and responding to risks and implementing adaptive methods, teams can increase project resilience. Finally, evaluation and learning from each project provide an opportunity for in-depth analysis of time performance and resource management. Organizations can continually improve their time management practices by documenting findings and applying the knowledge gained to future projects. Overall, effective time management ensures timely project completion and improves the quality of the end result and stakeholder satisfaction, making it the key to success in managing complex projects.
... However, project success is not to be simply meeting the pre-defined triple constraint set as adjusted during the project. Project success is also in the eye of the beholder, that is, those individuals, enterprises, agencies, institutions, who are the stakeholders (Cleland and Ireland 2002). While we would like to say that we have a clear set of goals by using the triple constraint, we see that this varies based on the perspective of the stakeholder (Cuellar, 2010). ...
For the past decade Botswana’s construction industry has been embroiled in a lot of controversies based on construction project constraints. These are characterized by construction project delays, budget overruns as well as scope creep and some of these construction projects have been deemed unsuccessful by different stakeholders. To find a mitigating factor for these problems, construction project constraints must be investigated beyond just the triple constraints to provide a solution for the Botswana construction industry. Therefore, the overall purpose of this study was to investigate how construction project constraints and stakeholders influence the outcome of a project. The study adopted a qualitative approach through face-to-face interviews with selected stakeholders such construction professionals, clients and other beneficiaries in the Gaborone and greater Gaborone areas. Thematic analysis was used to analyze data. The findings of the study established that the success of a construction project is subjective and is based on who is being asked, the construction professionals, the client and other beneficiaries had different perspectives on success of a project. The study revealed that initial constraints in a construction project tend to be carried along to the final stages of a construction project. However new few construction project constraints also emerge at the final stages of a construction project. The study found that stakeholders such as the client and other beneficiaries have a significant impact on construction projects due to their influence both positive and negative depending on the level of engagement.
... Clear communication and alignment on project goals and expectations are crucial for driving individual and team performance. Cleland and Ireland (2022) emphasize that effective milestone communication enhances goal clarity and fosters a shared commitment among team members. The standard deviation of 1.057 suggests moderate variability in perceptions, implying varying degrees of clarity in milestone communication and understanding. ...
The performance of garment enterprise projects is a critical indicator of the economic progress and sustainability of any country. With respect to small garment enterprises in Eldoret town, data has shown suboptimal performance in the industry, resulting in some SMEs ceasing their operations. The aim of this paper is to assess the effect of scheduling milestones on the performance of small-scale garment enterprise projects in Eldoret town. The study was anchored on the Goal Setting Theory. An explanatory research design was used, and the target population consisted of 386 small-scale garment enterprise owners. A sample size of 196 small-scale garment enterprise projects in Eldoret town was selected. The respondents were selected using a stratified sampling method, and data was collected using questionnaires. The analysis was done using both descriptive and inferential statistics. With respect to findings, mapping risks was found to have a significant positive effect on the performance of garment enterprise projects (β 0.968, p<0.05). Milestone scheduling has a significant positive impact on the performance of garment enterprises in Eldoret town. The study recommends that small-scale garment enterprise projects prioritize the efficient use of their available resources and develop detailed production schedules.
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... The project management literature demonstrates the broad criteria that constitute project success and identifies its multidimensional and dynamic character due to market and technical pressures (Albert et al., 2017;Bryde, 2005;Cleland and Ireland, 2006;Collins et al., 2003;Cooper and Kleinschmidt, 1987;Baker et al., 1983;DeCotiis and Dyer, 1979;Gomes and Romao, 2016;Shenhar et al., 2001). Market evolutions have led to the adoption of broader notions of success, encompassing macro dimensions and distinct key indicators (DeCotiis and Dyer, 1979;Dvir and Lechler, 2004;Shenhar et al., 2001). ...
The concept of project success has evolved significantly, nonetheless consensus remains elusive among academics and practitioners regarding its definition. Traditional models, such as the Iron Triangle, focus narrowly on cost, time, and quality metrics, often overlooking broader dimensions such as stakeholder satisfaction, organisational benefits, and societal impacts. Recently, the Ika and Pinto 'Tesseract' model of project success has been proposed, theorising a multidimensional approach that incorporates these extended criteria. This article examines the empirical validity of this model through the analysis of a large-scale survey of over 1,000 project practitioners. Employing exploratory factor analysis, the findings reveal four distinct factors that align with the Tesseract's dimensions, including project constraints, internal organisational benefits, societal outcomes, and end-user impacts. These results substantiate the Tesseract model's multidimensional structure, suggesting that traditional metrics alone are insufficient for capturing the full scope of project success in contemporary, complex environments. This study not only validates the Tesseract model's pertinence but also offers a basis for further research into expanded frameworks that reflect the diverse objectives of modern projects.
... In accordance with this, other researchers confirmed that uncertainty and the associated risks are major characteristics of projects [1] [2]. The authors further highlight that the projects exhibit time and cost constraints, while aiming to implement a specific project result, are executed within the framework of a project organization and have a direct relation to the corporate strategy [2][3][4]. Finally, Shenhar & Dvir [5] categorized the project approaches into three types: (i) a unique task, (ii) a temporary organization, and (iii) a strategic building block. Accordingly, project managers have a triple role, as they need to manage all of them. ...
... Project control involves identifying and addressing deviations from the plan, ensuring the project remains on track with its schedule, budget, scope, and quality standards. Effective project control requires understanding the project's scope, objectives, and standards, and the ability to adjust progress to meet these objectives (Cleland 2007;Kerzner 2017;Nicholas and Steyn 2017;PMI 2017). ...
A successful construction project relies heavily on planning and control. The prevalent practice is to adopt a single control method throughout a project, such as earned value management (EVM), which integrates costs and schedules to monitor project targets throughout execution. Although a single control method may be effective at a certain project phase, it might overlook important perspectives and be insufficient for other stages. Therefore, this study introduces a framework to evaluate the necessity for a multidimensional alternative perspective in project control. The study aims to diagnose some limitations of using a single method like EVM and demonstrate how adding another perspective , such as the last planner system (LPS) for project control, yields better insight into project performance. A design science research (DSR) methodology is adopted to address five key questions by conducting quantitative data analyses and Monte Carlo simulation for a large-scale project. The results show that although EVM performs well when dealing with controlled performance variability, it may yield undesirable results in uncontrolled performance variability, impacting its forecast accuracy. Moreover, the aspects covered by LPS in the project proved to be complementary to EVM. Furthermore, the results indicate an inconsistent divergence between planned and actual activities, resulting in disrupted flow and a purging effect, which can be attributed to the lack of a multidimensional approach in project control. The practical implication of these findings is that using a multidimensional perspective offers a more robust and adaptable project control strategy that improves forecast accuracy and project flow, especially under uncontrolled performance variability conditions, where single-method approaches like EVM alone may falter. Hence, adopting a multidimensional perspective can significantly enhance the management of construction projects, leading to more reliable outcomes and efficient resource utilization. Practical Applications: In the construction industry, project managers are continuously seeking more efficient strategies to ensure projects are completed on time and within budget. A widely adopted technique for tracking project progress is earned value management. However, this research indicates that EVM alone may not suffice, particularly in the face of unforeseen challenges such as supply chain disruptions or abrupt work stoppages. This study advocates for the integration of EVM with the LPS, a methodology that enhances planning and resource utilization. The authors found that relying solely on one approach may overlook critical issues, especially those arising unexpectedly. Combining EVM and LPS equips project managers with the tools to anticipate and navigate both foreseeable and unforeseen obstacles. Why is this finding important? It addresses the crucial issue of managing unpredictability in construction projects. By merging these two project management methodologies, project managers gain a more comprehensive understanding of project dynamics, enabling them to make more informed decisions and adapt more fluidly. This synergy not only promotes the efficient use of resources but also fortifies project management practices against the inevitable uncertainties of construction work. It is about enhancing the project management approach, ensuring resilience even when the unexpected occurs.
... The concept of feedback, as defined by Cleland [32], underscores the importance of a two-way communication process. Effective teamwork in a lean construction environment heavily relies on continuous and constructive feedback, as supported by research from Kermanshachi [33]. ...
... An in-depth analysis is required since the COVID-19 epidemic has caused a paradigm change in strategic management (Cleland, 2007;Herawaty et al., 2020). Its effects on businesses and techniques for strategic management have been the subject of much research (Amankwah-Amoah et al., 2021). ...
This research, centred on strategic management within the model of remote work and digitalization, presents findings from a sample of 125 respondents affiliated with a developing economy-based university that is conducted based on a public university. The study aims to identify that in which extent have digitalization and remote work been integrated into the strategic management practices of the public university during the post-Covid-19 period? And has identified some potential advantages and challenges arising from the convergence of remote work and digitalization, and how can these elements be effectively harnessed to enhance strategic decision-making within the context at Public University. Quantitative data that has been collected from the survey has been analyzed using Smart PLS 4 to determine the extent of integration, perceived advantages, challenges, and effectiveness of remote work and digitalization. The research underscores the evolving landscape of strategic management in the digital age, emphasizing the need for global perspectives, comparative analyses, and qualitative methodologies. By shedding light on this dynamic paradigm shift, the study provides a foundation for further exploration into the intricate interplay between strategy formulation and implementation in an increasingly digitized and remote work-oriented environment. The study acknowledges limitations arising from the specific sample and scope, urging future research endeavors to expand on these dimensions.
... Projects are short-term efforts that produce something new (Davies, 2017). Operations, on the other hand, are continuing and repeated and result in consistent deliverables, whereas projects are one-off endeavours (Cleland, 2006). Each project calls for a unique set of expertise, hardware, software, and approaches to achieve its goals. ...
Flexibility is essential for organisations to survive in today’s highly competitive environment. As a result, organisations rely heavily on project management to increase competitiveness and ensure that their goals are met within the predetermined time and financial limits. NGOs in Lagos, however, face difficulties in managing projects, sometimes leading to poor performance and failure to satisfy stakeholder expectations. This research investigated and assessed the level of satisfaction and quality of various NGO projects in Lagos using the resource-based view theory and stakeholder theory. Also, purposive sampling was used to select interviewees for their expertise, usefulness, and accessibility. These tools revealed a positive connection between stakeholders’ participation and project outcomes. Similarly, project resource planning and project leadership were found to have a positive and significant relationship with project outcomes. Based on these findings, it was recommended that organisations should identify, assess, engage, and manage their stakeholders using suitable approaches. Additionally, organisations should train their employees in a wide range of skills, including emotional intelligence, communication, decision-making, problem-solving, conflict resolution, negotiation, influencing, etc.
Keywords: stakeholders’ participation, project resources planning, project leadership, project outcomes
... Regardless of the type, size, or complexity, we can perceive projects as having a life cycle consisting of various stages each associated with a specific set of activities that need to be completed (Cleland, 1994). We therefore refer to the stage of the project after each of the 3 months intervals when we collected data. ...
This paper brings into focus the concept of organizational secrecy by senior managers in the context of a major strategic change program. Underpinned by legitimation theory and utilizing a narrative methodology and a longitudinal investigation, we draw upon data from 52 interviews with 13 senior managers conducted at 3 months intervals over the course of 12 months. Our findings reveal that senior managers utilized seven discursive legitimation strategies to justify keeping secret that the organization intended to downsize, and they used a different mix of legitimation strategies as the change process evolved. We labeled these discursive legitimation strategies as (1) Naturalization, (2) Rationalization, (3) Moralization, (4) Authorization, (5) Proceduralization, (6) Valorization, and (7) Demonization. Theoretically we bring a temporal perspective to understanding organizational secrecy and the central role that discursive legitimation plays. We show that the use of these discursive legitimation strategies are anchored to meta-narratives describing work practices and values associated with the organization’s culture. And that managers use discursive legitimation to manage the ethical implications of secrecy.
... In order to analyze better the impact of different stakeholders in the circular approach on the construction industry in Albania, throughout this paper, stakeholders are grouped as internal and external stakeholders. Internal stakeholders are made of individuals who are team associates of the construction project or are supplying with funds; whilst external stakeholders are individuals who were directly impacted or influenced from the project, but are not directly concerned in construction businesses [27]. In these terms internal stakeholders can be: construction business employees, project management team, contractors/subcontractors, suppliers, project owners, costumers, banks; and external stakeholders can be: government, media, civil society organizations (CSOs) general public, environmentalists, social services, political organizations, and every interest group that believes it has a stake on the project. ...
Circular economy principles remain relatively new tendencies in Albanian economy sectors, with some attempts throughout recent years, and until now, little research has been done in this aspect, especially in the construction sector. As the construction sector is connected with other sectors of the economy, its development or slowdown affects the indicators of other sectors. Moreover, this sector possesses numerous challenges, as special attention is needed on the impact that the momentum of construction and the expansion of the real estate market can have on the stability of the financial sector. Integrating the circular economy into the construction sector means understanding the role of stakeholders, their interactions, and the influences they can exert on the process itself, by adding value in each step of this chain process. By categorizing different groups of stakeholders and analyzing their activity regarding the circular economy approach in the construction sector in Albania, this paper presents a clear overview of what has been done until now, the consequences and benefits of these attempts, and also what can be improved in the future. The stakeholders’ theoretical analysis has shown that the relation between different stakeholders presents difficulties in cooperation, although these groups aim towards mutual objectives and goals. In this context, Albanian economy presents difficulties, as this approach is widely influenced not only by political decisions, but also by cultural and financial matters, making it more challenging to make progress.
... For a project to be successful and stay competitive in the market, the theory of Expected Quality Standards is crucial. According to Cleland et al. (2016), quality assurance is a key factor in achieving organizational excellence and gaining a competitive edge. In addition, Chaffey (2017) emphasized the importance of quality assurance as a method of purposeful administration and evaluation that is in line with the objectives of the organization. ...
A project's baseline is the research conducted at the commencement of the project to identify the current state of the project via data collecting, providing a benchmark against which subsequent modifications may be evaluated. The general objective of the study was the assessment of project baselines on performance of Rwanda education funded projects. A case of Pan African Education Empowerment Project in Rwanda and the specific objectives were to evaluate the influence of stakeholder’s participation as an effective baseline-survey on performance of education funded project of Pan African Education Empowerment Project in Rwanda, to examine the effect of project team competency as an effective baseline-survey on performance of education funded projects of Pan African Education Empowerment Project in Rwanda and to determine the effect of project costs as an effective baseline-survey on performance of education funded project of Pan African Education Empowerment Project in Rwanda. The study guided by the following theories: Stakeholder’s participation theory, project team competency theory, Project Costs Effectiveness theory and Expected Quality Standard theory. Project coordinators, PAEE project officers, District Education Officers in the Nyarugenge District, and project beneficiaries in the Nyarugenge District made up the target population of this descriptive research that used both quantitative and qualitative methods. In all there were 2689 from which a sample size of 348 was picked, the sample size calculated by Yamane formula. Researchers utilized a basic random sample strategy to choose participants from the whole population of interest, and a stratified sampling strategy to divide those participants into manageable subsets. Questionnaires, interviews, and records were used to compile the information needed for the study. Frequency tables, percentages, means, and standard deviations were generated using SPSS version 21 when data processing is complete. The predictors (Project cost effectiveness, Project team competency, and Stakeholders' engagement) and the Performance of education sponsored project of Pan African Education Empowerment Project in Rwanda are well correlated (R value of 0.807). There is a 0.221 coefficient for stakeholders' engagement (t = 3.938, p = 0.000), a 0.398 coefficient for project team competency (t = 8.381, p = 0.000), and a 0.254 coefficient for project cost effectiveness (t = 4.286, p = 0.000). This means that the performance of the Pan African Education Empowerment Project -funded education initiative in Rwanda improves in direct correlation with the level of each of these factors. These coefficients have important statistical significance and major roles in contributing to the success of the education financed project of Pan African Education Empowerment Project in Rwanda, since their p-values are considerably below the normal significance threshold of 0.05. Pan African Education Empowerment Project in Rwanda is recommended to strengthen stakeholder engagement, providing comprehensive training, investing in project team competency through professional development, conducting cost-benefit analyses, and implementing strong monitoring mechanisms to optimize financial resources and enhance the success of education funded projects.
... It is appropriate here to note the historical idea of foresight in the evolution of project management. Cleland (2002), who predicted that project management is no longer used only in some exceptional project cases, but, on the contrary, is increasingly becoming the standard way of doing business. An increasing proportion of work in conventional companies is carried out as projects. ...
The monograph explores the mechanisms of change management and the feature of low tolerance of personnel to organizational changes. The changing environment and trends in the build-up of developed new technologies by enterprises affecting organizational changes are traced in the research. Advanced technologies, methodologies and solutions that contribute to the successful innovation activity of Kazakhstani enterprises are highlighted. Particular attention is paid to qualitative analysis based on the results of case study research aimed at determining the normative benchmarks of innovative transformations of the business community of the country. The multifaceted nature of change management in organizations corresponds to the interdisciplinary approach and integrative solutions in corporate change management from behavioral and social sciences of managing individuals, group dynamics, organizational behavior to project technologies and information business solutions.
The book is addressed to a wide range of readers interested in the problems of change management, innovative activities and advanced technologies of innovative project management.
... This is attributed to the fact that organizations are unlikely to accomplish all the responsibilities they have to their primary or secondary stakeholder groups, i.e., mainly fulfilling the economic and all noneconomic responsibilities of some key stakeholders while ignoring or varying the degree to which they fulfil responsibilities to others (Chinyio and Olomolaiye, 2010;Mitchell et al., 1997). Additionally, stakeholders are not static, thus necessitating that managers conduct and update stakeholder analysis during the entire life cycle of the project (Cleland, 2002;Olander and Landin, 2005). Given such, this calls for life cycle management (i.e., across life cycle stages) that attempt to study all the stakeholders' groups over the project life cycle to ultimately fulfil their needs and interests while successfully executing the project (Jawahar and Mc laughlin, 2018). ...
Port energy transition projects (PETPs) are complicated, necessitating stakeholders' collaborative efforts, varying in importance, stakes, priorities, resources and competing interests. The purpose of this study is to provide insights about stakeholder management tools using the life cycle approach. The stakeholder theory and the stakeholders' circle methodology have been utilised to build pathways to manage PETPs' stakeholders. While twenty-two groups of stakeholders with varying stakes have been identified as potentially involved in the shift to, and implementation of, PETPs, the five-step approach (i.e., identify, prioritise, visualise, engage, monitor) is proposed to manage and engage them and overcome arising challenges. This life cycle approach inspires and enables port mangers and practitioners to effectively identify key stakeholders and then develop engagement strategies to build and maintain robust relationships with them. While seen as a guiding tool, the exhibited life cycle approach fosters trust and collaboration, leading to better decision-making, and resource allocation in PETPs. While this is the first study that addresses the subject matter, it could be regarded as an extended application of the stakeholder theory and stakeholder circle method in the PETPs. Nonetheless, the findings from this research make due contribution to streamlined port energy transition and to stakeholder management.
... Feedback is vital for enhancing individual and team performance in various contexts, including construction projects. It is a dynamic two-way process involving both the sender(s) and receiver(s) [78]. Feedback actions, defined as information provided by an external source about specific aspects of an individual's task performance, as stated by Kluger Denisi [79], enable individuals to adapt and refine their efforts. ...
This systematic literature review examines the effects of social media use (SMU) and practices (SMPs) on team feedback (TF) and performance (TP) within the context of construction project management. It explores the complex interactions between SMU and SMPs and their impact on communication, collaboration, and stakeholder involvement in construction projects. The study investigates how these digital practices transform traditional methods of team interaction, feedback processes, and overall team performance amidst the challenging and diverse backdrop of construction sites. The goal of the review is to offer a detailed insight into the contribution of social media to contemporary construction project management, underscoring its value in boosting team communication, coordination, and effectiveness. This research is pivotal for decoding the changing dynamics of construction management, where digital tools and platforms play a crucial role in achieving project success. The anticipated outcomes are poised to provide significant implications for construction industry professionals, guiding them in harnessing social media for enhanced project management and team cooperation.
... Stakeholders are so critical in projects that PMI defines project management as the process of adapting the specifications, plans and approaches to be in line with concerns and expectations of the various stakeholders (PMI, 2008). Thus, one of the key functions of a project manager is to manage project stakeholders' expectations and concerns as successful completion of the project is dependent not only on cost, time and quality but also on stakeholder satisfaction (Bourne & Walker, 2005;Cleland, 1995). ...
This study assessed the competencies of Buea municipal project team members and its implications on the execution of the Central Market Project in the Buea Municipality of the South West Region of Cameroon. The study was guided by four specific objectives: To examine the skills of Buea municipal project team members and its effect on the Buea Central Market Project; assess the knowledge level of project team members and its effect on the Buea Central Market Project. Establish the level of experience amongst project team members and its effect on the execution of the Buea Central Market Project. Data for the study was mostly collected from primary sources with the use of a questionnaire, and focus group discussions with stakeholders of Buea municipal council projects. The study adopted a mixed-method and made use of the descriptive survey design. 90 municipal project stakeholders were purposively and conveniently sampled to participate in the study. The data were analyzed using descriptive and inferential statistics. ANOVA test and multiple regression were used to test our hypothesis. The findings revealed that the skills, knowledge level, and experience level of the Buea municipal project team members significantly affected the execution of the Buea Central Market Project. The study recommended that: there should be non-politicization of municipal projects by the council authorities-through the recruitment of competent project team members void of political inclination; key project team members and advisers on municipal projects within the municipality should be given the opportunity to attend yearly training seminars and workshops on developmental projects. The council could also sponsor the training of key project team members through exchange programs in advanced nations
... Skupia się na dbaniu o spójność projektów, wzajemną zgodność, opłacalność oraz zapewnienie dogodnym warunków kadrowych, technologicznych czy organizacyjnych w przedsiębiorstwie. Poniżej porównano przypadek operacyjnego (tradycyjnego) zarządzania projektami z podejściem strategicznym [13,14]. ...
... Feedback is vital for enhancing individual and team performance in various contexts, including construction projects. It is a dynamic two-way process involving both the sender(s) and receiver(s) [87]. ...
This systematic literature review explores the impact of social media use (SMU) and practices (SMPs) on team feedback (TF) and performance (TP) in construction project management. The study delves into the intricate dynamics between SMU and SMPs and their influence on communication, collaboration, and stakeholder engagement within construction projects. It investigates how these digital practices reshape the traditional methods of team interaction, feedback mechanisms, and overall team performance in the complex and multifaceted environment of construction sites. The review aims to provide a comprehensive understanding of the role of social media in modern construction project management, highlighting its significance in enhancing team communication, coordination, and performance. This research is crucial for understanding the evolving landscape of construction management, where digital tools and platforms are increasingly integral to successful project outcomes. The findings are expected to offer valuable insights for professionals in the construction industry, helping them leverage social media effectively for improved project management and team collaboration.
... According to Mitchell, Agle, and Wood (2017), stakeholder theory highlights the interconnectedness of organizations with various stakeholder groups and underscores the importance of managing these relationships for project success. Furthermore, Cleland and Ireland (2022) argue that project stakeholders possess the potential to significantly influence project outcomes by exerting pressure, providing resources, or advocating for specific project objectives. As Gareis, Huemann, and Martinuzzi (2013) argued, successful project execution depends on fostering strong relationships with stakeholders who possess the power to shape project objectives, provide critical resources, and advocate for the project within their networks. ...
... Empirical review According to Kohli and Chitkara (2008), project monitoring and evaluation experts argue that planning in M&E needs to be performed during project planning others still argue that it should be done after completion of planning but before the design phase or intervention (Nyonje et al, 2012). The general consensus however agrees that planning needs to include information on how the project needs to be assessed (Cleland & Ireland, 2007). In this study, the M&E plan details activities that influence project performance. ...
... Stakeholder management literally assists project managers with selecting strategies to maximize the value of a project for its stakeholders (Cleland, 1999). Stakeholder management is dealing with making stakeholders satisfied by engaging them to fulfill their interests (Bowie & Werhane, 2004;Post et al., 2002). ...
Indonesia’s Offshore platform decommissioning is a complex activity involving lots of stakeholders with different interest and power. To date only one (1) platform that has been removed from its origin place offshore and sank as rig-to-reef near Kalimantan, Indonesia. The whole business process took 7 (seven) years from the first discussion in 2017 until the execution in 2022, which is not desirable for future decommissioning projects. This research collected data from the key stakeholders including the Production Sharing Contract (PSC) Contractor and several institutions involved in the project to examine the complexities of stakeholder alignment as study case for future decommissioning project. The qualitative analysis utilizes Current Reality Tree to find the root cause and Future Reality Tree to identify required injection to improve the stakeholder alignment. The results show three main challenges: unavailability of Abandonment and Site Restoration (ASR) Fund, decision of end-of-state of the facilities, and process approval for Asset Write-Off. The root causes are weak implementation of existing decommissioning regulations and lack of understanding of stakeholder’s needs. Injection into the future reality tree include formalizing funding mechanism for the PSC with no ASR fund, introduction of umbrella regulation to cover different business process in different ministries and establishment of ASR strategy by taking into account the PSC organizational capability.
The complexity of real estate development projects demands efficient project management models. However, in practice, many real estate development projects face issues such as long cycles, difficult cost control, and inefficient resource allocation. Optimizing the project management model is crucial to addressing these issues. This paper explores the current state of project management in real estate development, analyzes the shortcomings of traditional management models, and proposes optimization methods based on lean management, informatization management, and risk management. Furthermore, the article presents practical cases to demonstrate the outcomes achieved after optimizing the management model. Finally, the paper summarizes the key factors for optimizing real estate development project management models and offers suggestions for industry development. The research aims to provide practical and feasible project management optimization solutions for real estate development companies to improve project execution and profitability.
Evolving Management Practices: Navigating the Modern Business Landscape
The situation analysis is carried out and the problems in the innovative and economic sphere of Ukraine development during its independence are revealed. Theoretical researches of modern tendencies, processes and procedures concerning progress organization and management of the leading countries and companies of the world are carried out. The model and algorithm of practical realization of this process are offered. The characteristic of structural and hierarchical construction of the strategic program-target management system of Ukraine progress and its elements is presented. The sequence of effective improvement of the public administration sustainable development system of the national economy and social life is determined. The practical implementation of the proposals outlined in this paper will help accelerate Ukraine's progress towards global economic standards
Allah SWT is the best decision maker because He is managing the universe alone. He says, “Not for you (O Muhammad SAW, but for Allah) is the decision; whether He turns in mercy to (pardons) them or punishes them; verily, they are the Zalimun (polytheists, disobedient, and wrong doers, etc.).” Allah SWT has ordained to follow Him, His Prophet (ﷺ) and people in authority. He says, “O you who believe! Obey Allah and obey the Messenger (Muhammad SAW), and those of you (Muslims) who are in authority. (And) if you differ in anything amongst yourselves, refer it to Allah and His Messenger (SAW), if you believe in Allah and in the Last Day. That is better and more suitable for final determination.” The people in authority make scores of decisions every day. Since the Prophet (ﷺ) was His deputy yet he was making various decisions. We have examined his way of decisions making and put them in this book for the benefit of decision makers and others.
The author has taken the material from his four publications and combined them in the volume because of their relevance. Therefore, it has six chapters. They are:
Ch.1-Basics of decisions making
Ch.2-Management of information for decision making
Ch-3 Decisions making methods of the Prophet (ﷺ)
Ch.4-Important Managerial decisions of the Prophet (ﷺ)
Ch 5-Problem Solving decisions of the Prophet (ﷺ)
Ch 6-The epilogue
The first chapter is an introduction to the topic. The second chapter deals with the information requirements for decision making while the third chapter examined the generic approach of the Prophet (ﷺ) for making decisions. The fourth chapter investigated the important managerial decisions of the Prophet (ﷺ). Chapter five investigates the topic from a different perspective: the Prophet’s (ﷺ) method of dealing with problems. The Prophet (ﷺ) has given us twelve methods for making decisions to resolve problems. The closing chapter is a summary and conclusion of the whole discussion about the topic.
A velocidade da transformação do mercado mundial aliada a competitividade acirrada oriunda do desejo por novos produtos e novas tecnologias tem como consequência a crescente demanda pela busca de conhecimento sobre as expectativas do mercado em que as organizações atuam para enfrentar o problema de introduzir de novos produtos, mais rápido do que os concorrentes, sem aumentar custos e garantir a qualidade almejada. Nesse contexto, a inserção de um produto novo passa a ser um ponto importante na estratégia organizacional de enfrentamento a concorrência, com a gestão do ciclo de vida entendendo o ponto ideal para iniciar o processo de desenvolvimento de um novo produto, se torna o fator determinante na sobrevivência das organizações. O presente trabalho, tem como objetivo a utilização da metodologia da engenharia simultânea integrada ao processo de desenvolvimento do novos produtos suportando as estratégias corporativas para enfrentar a concorrência, por meio da redução de ciclo, custos e com incremento da qualidade do projeto.
Managing the protection of historic buildings involves interplay of multiple stakeholders with conflicting interests, which could hinder the success of managing any intervention work for protecting the buildings. The goal of this paper is to identify and analyse the essential enablers that promote efficient management of multiple stakeholders in the protection of historic buildings and their interactions in Saudi Arabia. Literature review and expert-based survey were utilized to identify and evaluate the enablers. The ISM technique was used to investigate and explain the intricate interrelationship among the different enablers by providing a multi-level hierarchical structure of the enablers while the enablers were classified based on their driving and driven strengths using the MICMAC approach. The findings indicate that ‘identifying the general interest of the local communities’ is the most critical enabler for improving the management of multiple stakeholders. The findings of this study have important implications for managers and practitioners involved in the protection of historic buildings. Understanding the enablers of managing multiple stakeholders can guide managers in developing effective strategies for stakeholder engagement and collaboration. Thus, recognizing the significance of the enablers managers can enhance stakeholder relationships, foster cooperation, and achieve successful outcomes in heritage conservation projects. Meanwhile, from a practical perspective, the study offers insights that can inform decision-making and policy development in the protection of historic buildings. The identification of enablers provides a framework for designing and implementing stakeholder management strategies.
Competence classification framework has been under discussion extensively. Researchers are still striving to find out best approach to classify competencies. A well-designed classification framework can provide strong basis for designing training programs to develop managers. In current debate on classification framework a number of classification schemes has been initiated by researchers. This paper attempts to review thoroughly literature on competence classification and present classification scheme along with competencies in each class.
This study investigated stakeholder management roles and the performance of Universal Primary Education (UPE) schools in Moyo District. The study sought to examine the role of the District Education Office in the performance of UPE schools, to find out the extent to which headteachers contribute to the performance of UPE schools and to assess the contribution of parents in the performance of UPE schools in Moyo Town Council. The study used a cross-sectional survey research design with both quantitative and qualitative approaches. The study used 92 respondents selected using simple random and purposive sampling techniques. Data was analysed descriptively and thematically. The findings revealed that the District Education Office's role is to mobilize resources, pay school fees through a capitation grant, train, employ and pay teachers, and construct classrooms, among others. The findings also revealed that, although the government certainly put some effort into advancing education for all by introducing UPE through providing education funds, many shortfalls still exist in terms of equity and quality of the provided education. In addition, headteachers play important roles in the supervision of lesson plans, schemes of work, content delivery, teachable tools and class tools, which are very important in improving performance further despite their low involvement in decision-making; parents have the mandate of providing scholastic materials, school uniforms and basic requirements such as the feeding of their children during school time. The study recommended that there is a need for a deliberate effort by the government to encouraging the parents of their triple role in supporting their children in schools, there is also a need for a proper needs assessment prior to the allocation of available funds, such that, the few available funds are allocated to where there is more need; this will help to improve the delivery of education services. Lastly, there is a need to ensure that headteachers regularly perform supervision roles so as to instill commitment and hard work, which would, in turn, lead to improved teachers’ and pupils’ performance in UPE schools. Parents should, therefore, give positive encouragement to their children to perform better academically.
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Project management is a disciplined approach to planning, executing, and efficiently completing projects. The project management cycle is a series of phases that guide project managers and their teams through the process of delivering a project from initiation to closure. This article delves into the key phases of the project management cycle, exploring their significance and the best practices associated with each.
Stakeholder analysis is a crucial aspect of project management, ensuring that all relevant parties are identified, their interests understood, and effective communication maintained. This article explores the importance of stakeholder analysis and provides a structured approach to managing stakeholders throughout a project lifecycle.
The aim of this paper is to determine the importance and strength of the use of the project management model in Croatian companies. The research included companies in Croatia from different fields of activity in order to obtain a comprehensive study on the impact and acceptance of digital project management. The research is based on a questionnaire that was sent to the addresses of project team members. The results of the research and analysis confirmed a strong connection between the use of the digital project management model and the satisfaction of team members in Croatian companies. Likewise, the research results confirmed the great interest and motivation of project team members, which is a very solid foundation for the future development of this project management model. The research confirmed the assumption that more technologically developed companies are more inclined to the digital project management model than companies in the classic linear production model. The high motivation of project team members and a strong interest in further learning and advancement are the basis for building a competitive advantage of the companies they work in in the future.
The COVID-19 pandemic is a highly contagious disease and has spread across the globe at an unprecedented rate. Countries have implemented international travel bans and ordered mass lockdowns to reduce its transmission. This has led to significant disruptions in trade, production, and supply chains, and as a result, negatively impacted the economic performance of various global and national sectors, including the construction sector in Australia. PPP projects have been under considerable stress due to the risks and uncertainties in the market and the enforcement of restrictions that affected the effective management and engagement of key stakeholders of a PPP project. This chapter uses a case study to explore how changes were made to stakeholder management strategies and the online interactive tools that were implemented in a PPP hospital project in Melbourne, Australia, during the COVID-19 pandemic. The hospital was adept in its shift to a virtual and online environment in reaching out to the various stakeholders. It was learnt that flexibility is vital for effective consultation with user groups such as clinicians.
