Project Delivery System for Benefits Management

Discuss about the Project Delivery System for Benefits Management.

The intersection of agile and waterfall

In this article, the author has discussed the project delivery model and its importance. Here, two project delivery model has been emphasize such as agile and waterfall. The author has suggested that it is highly important to rely on one delivery model for one project in order to avoid confusion. The waterfall delivery system is the traditional process and on the other hand, agile delivery system is a breakdown process where tasks can be segregated as per priority.

Selection of Project Delivery Method in Transit: Drivers and Objectives

In this article, several types of (PDM) project delivery methods have been discussed. Currently, there are several publically funded transportation projects are available in United States. The project delivery method is a process through which a construction project can be designed. It further helps the project managers to communicate with all the stakeholders associated in the project (Touran et al., 2010). The selection of PDM is difficult, because the owner should have some knowledge about the outcome of the project in order to make the final decision. On the top of it, lack of decision-making framework is another challenge of this process.     

Measuring project management inputs throughout capital project delivery

This article emphasizes different benchmarking processes in construction project. Benchmarking processes help the project managers to improve the performance of the overall projects. Here, the author has discussed about a range of benchmarking processes in order to maintain project health. These processes focus on the cost of project, schedule, productivity and performance indicators (Yun et al., 2016). The traditional benchmarking process does not have any measurement process for change in human resource. Therefore, it sometimes fails to identify the impact of external forces. In this article, the author has discussed regarding new benchmarking processes.   

Exploring performance of the integrated project delivery process on complex building projects

In this article, the author says that nowadays, construction industry is changing their approach regarding integration of construction team. In case of vertical construction, there are three major PDMs (Project Delivery Methods) such as construction management at risk (CMR), design–bid–build (DBB) and design–build (DB). These delivery processes help the owner of the construction organization to complete the project within the expected time (Mesa, Molenaar & Alarcón, 2016). However, lack of collaboration within the team members prevents the owners from gaining positive outcome, even after adopting efficient project delivery method.

A conceptualization of relationship quality in construction procurement

This article shows that in construction projects, communication and collaboration are the most important factor. The aim of the construction companies is to deliver the project outcome within the expected deadline along with maintaining high quality (Jelodar, Yiu & Wilkinson, 2016). In this field, building god relationship with the stakeholders is not a goal. Instead, it is a way in which the overall goal of construction project can be achieved.

Relational factors in owner–contractor collaboration: The mediating role of team working

In this article, the importance of working collaboratively has been discussed. This article emphasize that inadequate collaboration within the owners and the contractors is the major reason behind unsuccessful outcome. In this occasion, different authors have said that the partners and alliances should have common goal in order to complete the project as expected by the owners (Joslin & Müller, 2016). Apart from that, it has been noted that lack of managerial attention is another factor, which prevents the construction owners from building collaborative relation. 

The relationship between project governance and project success

This article emphasizes the relationship between project success and project governance. In this article, the author has paid attention to the success factors of a construction project. There are several researches has been conducted in order to understand the procedures in which good relationship can be build between the stakeholders (Joslin & Müller, 2016). However, the most useful process found is project governance. In this process, an effective organizational structure is required. Through this organizational structure, a set of cohesive policies can be implemented.      

A model for determining the optimal project life span and concession period of BOT projects

In Build–operate–transfer (BOT), it is important to focus on the concession agreement period and the project life span. This paper provides a closer look to the model through which the agreement of BOT project and the project life cycle can be determined. In BOT project, the private finance company and the concessionaire should focus on the agreement content (Zhang et al., 2016). However, a massive change is global economy can create difficulties for the project owner. 

The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework

Previously, the major aim of a project management framework was to complete the project within the deadline and cost. However, nowadays, many other criteria has been taken under consideration. The other criteria are customer satisfaction and strategic objectives of the product. The author has discussed the iron triangle in which project managers stay focus on the cost, time and scope of the project (Badewi, 2016). It depends on age and experience of the project manager that how the project manager would be able to achieve objectives of the project along with the iron triangle.

Modeling contractors' project selection and markup decisions influenced by eminence

In case of construction firm, the aim of the organizations is to get rewarded by maximum number of projects. However, the project selection is a difficult process in which a construction organization needs to select the most appropriate project. Here, management of a construction company takes decision regarding viability of a project. There are three major steps of bidding for a project such as “project selection”, “markup decision” and “preparation of bidding documents” (Shafahi & Haghani, 2014). The first two steps are most difficult to perform and involve decision-making. The author has proposed a model to merge up these two steps for better outcome.

Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery

Nowadays, collaboration is one of the effective success factors in construction field. Construction companies are working collaboratively with the partners and alliances in order to improve project performance. In this article, the author has paid attention to the improvement of construction project with efficient collaboration procedure with all the internal stakeholders (Lahdenperä, 2012). This article suggests that teamwork is the most essential element of construction projects.  

Developing Agile Teams for Project Execution: A Cybernetic Approach

This article emphasizes the ability of switching projects in a project based consulting firm. In software industry, employees need to switch over different domains such as construction, hospitality and many more (Shankar & Narayana, 2013). However, the aim is to understand requirements of customers and deliver high quality outcome within the preferred deadline. In this article, two training process for the software industry have been proposed.

Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’

This project shows the importance of technologies in current project delivery. Previously, the technology was not that updated and therefore, the entire process was done through manual documentation. However, nowadays, project based organizations are handling a rage of projects at a time (Whyte, Stasis & Lindkvist, 2016). Therefore, it is being difficult for the companies to handle manual documentation. Moreover, this project shows the importance of big data handling by using appropriate technology.

The impact of inter-organizational relationships on contractors' success in winning public procurement projects: The case of the construction industry in the Veneto region

In this article, the author has discussed the impact of inter-organizational relation on getting public procurement projects. In order to get projects, construction organizations need to bid with their portfolio. Now, the inter-organizational relationship stands for the communication between the organizations in same fields (Sedita & Apa, 2015). It helps the companies to engage a competitive environment. Moreover, with this culture, an organization can easily get public procurement project easily.

Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’

In project field, it is important to build good relationship with the contractors. It helps the construction companies to achieve the organizational objectives in an efficient manner. Business process of construction companies depends on the communication with external alliances (Suprapto et al., 2015). With a healthy external communication, it will be possible for the companies to improve their performance and timeliness as well. A weak relation with the alliances can be harmful for the success of construction companies. 

The effectiveness of contractual and relational governances in construction projects in China

In this article, the author emphasizes the reason behind massive fail of china construction industry. The According to the author, the reason behind this fail is increasing trend of opportunist in this industry. The organizations are paying attention to short-term achievements rather than long-term achievements (Lu et al., 2015). Therefore, quality of the delivered projects is not satisfactory to the end-users. Research reviles that contractual governance is the most important tool to avoid uncertainty in construction industry.    

Identifying critical factors affecting the effectiveness and efficiency of tendering processes in Public–Private Partnerships (PPPs): A comparative analysis of Australia and China

In infrastructure sector, (PPPs) Public-private partnership is becoming the most applied process. Various projects based on different industries such as education, transport, water and healthcare is the common fields for the construction companies. However, the author has noted that most of the PPP projects are failed to provide satisfactory outcome (Liu, Wang & Wilkinson, 2016). The major reason behind this failure is ineffective tendering process. The tendering process needs to be transparent and duration of the entire process needs to be reduced in order to improve the project performance.     

A Procurement Performance Model for Construction Frameworks

In this article, the author has discussed about the impact of construction industry on UK economy. Here in this article, the author has provided different numerical statistics. According to the research conducted by the author, the construction industry of UK has contributed £110 billion to the Gross Value Added of the country (Lam & Gale, 2015). Moreover, in this article, the author has presented collaborative frameworks in order to improve performance of this industry.

Determining the Performance of Procurement Methods against Selection Criteria using Outranking – Satisfying Methodology

In construction process, various procurement methods can be implemented in order to mitigate potential issues in construction industry. The aim of these procurement models is to improve time and cost efficiency of the construction companies. Moreover, the author has proposed several theoretical explanations in order to improve performance of the construction companies (Okunlola & Johnson, 2013). However, authors mentioned that these methodologies are not widely accepted by the global companies and therefore, acceptance of these methods is low.

References

Badewi, A. (2016). The impact of Project Management (PM) and Benefits Management (BM) practices on project success: Towards developing a project benefits governance framework. International Journal of Project Management, 34(4), 761-778.

Jelodar, M. B., Yiu, T. W., & Wilkinson, S. (2016). A conceptualisation of relationship quality in construction procurement. International Journal of Project Management, 34(6), 997-1011.

Joslin, R., & Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management, 34(4), 613-626

Joslin, R., & Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management, 34(4), 613-626.

Lahdenperä, P. (2012). Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery. Construction Management and Economics, 30(1), 57-79.

Lam, T. Y., & Gale, K. S. (2015). A Procurement Performance Model for Construction Frameworks. Journal of Engineering, Project, and Production Management, 5(2), 60

Liu, T., Wang, Y., & Wilkinson, S. (2016). Identifying critical factors affecting the effectiveness and efficiency of tendering processes in Public–Private Partnerships (PPPs): A comparative analysis of Australia and China.International Journal of Project Management, 34(4), 701-716

Lu, P., Guo, S., Qian, L., He, P., & Xu, X. (2015). The effectiveness of contractual and relational governances in construction projects in China.International Journal of Project Management, 33(1), 212-222

Mesa, H. A., Molenaar, K. R., & Alarcón, L. F. (2016). Exploring performance of the integrated project delivery process on complex building projects.International Journal of Project Management, 34(7), 1089-1101

Okunlola, O. S., & Johnson, I. I. (2013). Determining the Performance of Procurement Methods against Selection Criteria using Outranking-Satisfying Methodology. Journal of Engineering, Project, and Production Management,3(2), 74

Sedita, S. R., & Apa, R. (2015). The impact of inter-organizational relationships on contractors' success in winning public procurement projects: The case of the construction industry in the Veneto region. International Journal of Project Management, 33(7), 1548-1562.

Shafahi, A., & Haghani, A. (2014). Modeling contractors' project selection and markup decisions influenced by eminence. International Journal of Project Management, 32(8), 1481-1493

Shankar, P. R., & Narayana, M. G. (2013). Developing Agile Teams for Project Execution: A Cybernetic Approach. Global Journal of Flexible Systems Management, 14(1), 33-43.

Suprapto, M., Bakker, H. L., Mooi, H. G., & Moree, W. (2015). Sorting out the essence of owner–contractor collaboration in capital project delivery.International Journal of Project Management, 33(3), 664-683

Touran, A., Gransberg, D. D., Molenaar, K. R., & Ghavamifar, K. (2010). Selection of project delivery method in transit: Drivers and objectives.Journal of Management in Engineering, 27(1), 21-27.

Whyte, J., Stasis, A., & Lindkvist, C. (2016). Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’. International Journal of Project Management, 34(2), 339-351

Yun, S., Choi, J., Oliveira, D. P., Mulva, S. P., & Kang, Y. (2016). Measuring project management inputs throughout capital project delivery. International Journal of Project Management, 34(7), 1167-1182

Zhang, X., Bao, H., Wang, H., & Skitmore, M. (2016). A model for determining the optimal project life span and concession period of BOT projects. International Journal of Project Management, 34(3), 523-532.