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The transportation industry is continually developing larger complex projects in an effort to keep the traveling public and goods moving. Investigating successful projects enables practitioners to apply and refine successful practices in order to manage future projects more effectively. This paper investigates the Transportation Expansion (T-REX) p...
Context in source publication
Context 1
... project management involves integrating three dimensions of a project that must be satisfied to deliver a required scope of work (NCHRP 2009). These three dimensions are cost, schedule, and technical (also termed quality or design) (Fig. 1). The traditional approach to project management has generally served the industry well during the expansion of transportation infrastructure. All project managers sought to optimize the avail- able resources (time and money) with the technical performance needs of the project (design). However, this became increasingly difficult when ...
Citations
... However, recent research and industry trends suggest that costs may decrease over time as projects progress (Lopez del Puerto and Shane 2014;Hu et al. 2015a;Zhai et al. 2017). ...
Cost management effectiveness is a critical aspect of construction project management, with cost overruns posing significant challenges to project success. This research article investigates the phenomenon of decreasing costs over time in construction projects. It examines various strategies employed by project managers to reduce costs as projects progress, analyzes empirical data from real-world construction projects, and discusses the implications of cost reduction trends on project management practices. The study reveals that factors such as economies of scale, learning curve effects, technology advancements, and process optimization contribute to cost reduction over time. The findings provide valuable insights into effective cost management strategies and their implications for project stakeholders. The construction industry faces constant pressure to deliver projects within budget while maintaining high quality standards. Decreasing costs over time in construction projects requires strategic planning, efficient resource utilization, and continuous optimization of processes. This abstract explores various methodologies for cost reduction in construction projects, including value engineering, lean construction principles, strategic procurement, technology integration, risk management, and effective project management. By implementing these methodologies throughout the project lifecycle, construction teams can identify cost-saving opportunities, streamline operations, mitigate risks, and ultimately achieve significant cost reductions. Case studies demonstrate the tangible benefits of these methodologies in real-world construction projects, showcasing how proactive cost management strategies contribute to project success. Through careful analysis, collaboration, and innovation, construction projects can achieve cost savings while delivering high-quality results within schedule constraints. Construction projects are characterized by complex processes, diverse stakeholders, and tight budget constraints. Cost management is a critical aspect of project management, with cost overruns posing significant risks to project success (Flyvbjerg 2014a: Flyvbjerg 2014b; Brockmann et al. 2016). Traditionally, construction projects have been associated with cost escalation due to factors such as material price fluctuations, labor shortages, and unforeseen delays. There are several methodologiesto reduce construction project costs, effective cost management requires alot of consideration and careful planning. Many researchers and academiciansmade efforts to reduce the construction projects and to optimize the processplanning. These methods includes precise estimating of the cost, careful trackingof the expenditures, and a proactive approach to the identification andmitigation of project overrun issues in construction. To attain theserequirements, project managers usually emphasize the budget plans with maximumdetails. A system is required to be built for tracking the actual costs andestimated costs. Many times unforeseen issues cause interruptions and budgetrequirements are increased. A feedback mechanism is employed for analyzing theunforeseen issues and their resulting disturbances and cost overruns. The cost managementof any project must ensure the optimized allocations of the available resourcesand time, especially the human resources and the heavy machinery that is beingallocated on a rental basis. Effective cost management also consider therequirement of negotiation and market trends for ensuring the most economiccosts incurring for each resource.
... It is worth noting that case studies are one of the most widely used methods for identifying CSFs [20]. For example, by investigating cases in Mexico and the United States, Lopez del Puerto and Shane [21] identified four common critical factors to success, including early agency agreements and commitments, understanding of the cultural and socio-political circumstances, public outreach and recognition of events that affect the project. Shenhar and Holzmann [22] noted that factors such as clear strategic vision, comprehensive coordination and adaptation to complexity are critical to megaproject success. ...
This study empirically examines the success determinants that instigate or contribute to project success and empirically evaluates the levels of importance at which the ascertained determinants contribute to project success in China. Based on a literature review and interviews, a questionnaire survey used to gather a total of 129 valid responses was gathered from megaproject experts who have worked on at least a billion RMB (approximately USD 0.14 billion) worth of projects in different provinces. Moreover, factor analysis was adopted to explore and identify the underlying relationships among the identified critical success factors. The top three success factors were adequate communication and coordination among related parties, cooperation and strong support from local governments and partnering/relationships with key stakeholders. Six constructs were developed from thirty-five success variables using the Factor Analysis tool, with the topmost-ranked construct being organisational-related factors. This paper can provide valuable insights and a holistic critical success factor framework concerning construction megaproject management. Particularly, it contributes to a deepened understanding of the megaproject’s success factors and helps project stakeholders to manage megaprojects more effectively. Additionally, this study could serve as the premise for further empirical research on determining factors of megaproject success in different contexts.
... Paranagamage et al. (2012) state that the lesson learned should incorporate into the work process to (1) enhance future performance, (2) find the solution to the present problem or make a preventative action, (3) create the policy or obtain the guideline of the companies and (4) prevent the adverse situation. According to Puerto and Shane (2013), investigating successful megaprojects is an important lesson that enables practitioners to apply and refine successful practices to manage future projects. Ferrada et al. (2016) argue that lessons learned from megaprojects are typically not systematically incorporated into subsequent projects. ...
Purpose
There is a large amount of published literature on project management. However, there exists a gap between the existing literature and current practices in the industry for the development and execution of megaprojects. Existing literature generally focuses on individual elements applicable to project management in general. This article aims to provide an overview of the project management system components used in industrial megaprojects and identify the gaps between theory and practice, which can be used as input for further research on the topic.
Design/methodology/approach
The topic of megaproject management is reviewed based on available literature sources on megaproject management systems to identify the main gaps in the literature between theory and practice. Based on the findings, an analysis is provided to discuss the improvements required in distinct project management areas and phases.
Findings
There are multiple gaps associated with issues, failures, successes and challenges in industrial megaprojects. Improvements are needed in distinct management areas and over the entire project lifetime. Further guidelines are required for achieving improved megaproject management systems. Such concepts could benefit researchers and practitioners in streamlining their research toward the most relevant and critical areas of improvement of megaproject management systems.
Originality/value
This study addresses the literature gaps between theory and practices on megaproject management systems with an overview that provides helpful guidance for industrial applications and future research. A holistic analysis identifies gaps and critical drives in the body of knowledge, revealing avenues for future research focused on quality as the central pillar that affects the entire megaproject management system.
... The success of asset delivery is generally measured against the well-known performance measures of project management: cost, time and quality (Cooke-Davies, 2002;Thi & Swierczek, 2010;Lopez del Puerto & Shane, 2014). The first offshore wind turbine was installed about 25 years ago. ...
Libro: Optimum Decision Making in Asset Management (2017)
Authors:
Editorial Advisory Board
Jorge Marcos Acevedo, University of Vigo, Spain
Aitor Arnaiz, IK4-Tekniker, Spain
Adolfo Crespo Márquez, University of Seville, Department of Industrial Management, School of Engineering,
Spain
Fredy Kristjanpoller, University Federico Santa María, Valparaíso, Chile
Carmen Martin, Toulouse University, Ecole Nationale d’Ingénieurs de Tarbes, Laboratoire Génie de
Production, France
François Pérès, Université de Toulouse, Ecole Nationale d’Ingénieurs de Tarbes, Laboratoire Génie de
Production, France
Javier Santos, Tecnun, University of Navarra, Spain
Miguel Ángel Sanz Bobi, Comillas Pontifical University, Spain
Antonio Sola, Ingeman, Association for the Development of Maintenance Engineering, Spain
List of Reviewers
Samir Al Sharif, Taibha University, Saudi Arabia
Olga Aleksenko, Sumy State Unviersity, Ukraine
David Amorza Gomar, University of Cadiz, Spain
Syamsundar Annamraju, Visakhapatnam Steel Plant, India
Aitor Arnaiz, IK4-Tekniker, Spain
Luis Barberá, University of Seville, Spain
A.J.J. Braaksma, University of Twente, Netherlands
Javier Cárcel Carrasco, Polytechnic University of Valencia, Spain
Eduardo Castellano, IKERLAN, Spain
Jose Luis Cenalmor Fidalgo, Konica Minolta Business Solutions, Spain
Jose Contrera Márquez, INGECON, Venezuela
Peter Eecen, ECN, Netherlands
María de Lourdes Eguren Martí, University of Barcelona, Spain
Rafael González-Palma, University of Cadiz, Spain
Antonio Jesus Guillén Lopez, University of Seville, Spain
Samir Khan, Coventry University, UK
Khairy A.H. Kobbacy, Taibha Unviersity, Saudi Arabia
Fredy Kristjanpoller, University Federico Santa Maria, Chile
Leire Labaka, Tecnun, University of Navarra, Spain
Carlos Lopez-Escobar Beares, ALCOA, Spain
Patricia Maraña, Tecnun, University of Navarra, Spain
Jorge Marcos Acevedo, University of Vigo, Spain
Carmin Martin, Toulouse University, France
Yuliia Parfeneko, Sumy State University, Ukraine
Carlos Parra, University of Seville, Spain
François Pérès, Toulouse University, France
Manuel Rodriguez Mendez, ESeyPro S.L., Spain
Richard Ruitenburg, University of Twente, Netherlands
Miguel Angel Sanz Bobi, Comillas Pontifical University, Spain
Jose Maria Sarriegi, Tecnun, University of Navarra, Spain
Vira Shendryk, Sumy State University, Ukraine
Antonio Rosique Sola, Ingeman, Spain
Wieger Tiddens, University of Twente, Netherlands
Tiedo Tinga, University of Twente, Netherlands
Jasper Veldman, University of Groningen, NTherlands
Pablo Viveros Gunckel, University Federico Santa Maria, Chile
Patzi Xabier Zubizarreta, IKERLAN, Spain
Foreword
I am pleased and honoured at the opportunity to write a short Foreword to Optimum Decision Making in Asset Management. The book’s editors, Vicente González-Prida Díaz and María Carmen Carnero Moya, bring a wealth of experience to bear on their topic, they are good friends and well recognized authors of research papers and manuscripts within the field of assets management, and more precisely, assets’ warranty and predictive maintenance technologies management.
Vicente González-Prida Díaz is a member of the SIM Research Group (Sistemas Inteligentes de Mantenimiento) of the University of Seville. He has managed warranty and technical services departments in various multinational companies in the military and in the utilities sectors. María Carmen Carnero Moya is Associate Professor (with tenure) at the Higher Technical School of Industrial Engineering of the University of Castilla-La Mancha in Ciudad Real, in the Department of Business Administration.
He has published extensively in the area of predictive maintenance management and has been involved in many maintenance projects, especially within the Health sector.
Many of the contributors of this book, included the two Editors, are members of the Network of Excellence on Assets Management (DPI2014-56547-REDT), Promoted in Spain by the Plan Estatal de Investigación Científica y Técnica y de Innovación 2013-2016, released by the Economy and Competitiveness Ministry of the Government of Spain. Because of my responsibility as the coordinator of this network, I am glad to see this work as another interesting outcome of our academic and research community (Section 1 of the book contains papers in which at least one of the authors is a member of
our network), dealing with the topic of assets management.
The field of Physical Assets Management is an emerging field of action in industry and in other sectors, which has given renewed attention to the maintenance of industrial equipment, buildings and infrastructure in general. The main concern of assets management is to ensure the integrity and sustainability of the assets, paying at the same time special attention to their eco-efficiency over their life cycle.
This book is a good example of how the industrial maintenance concept has evolved over time with the advent of new technical and organizational capabilities to the industry. Concepts like risk and uncertainty management, or life cycle cost analysis and management are becoming a must for modern assets and maintenance managers. Good examples of this reality are also presented in Section 2 of the book, from very diverse and enriching perspectives.
It is also importance to notice the emergence of standards such as the family ISO 55000, introducing new challenges especially for industrial organizations. The open nature of the standard, besides the number of different areas it deals with, makes essential the search for collaboration between companies and research institution interested in this field.
I think this book will contribute to connect different research centres together with practitioners and other interested parties, in order to facilitate the identification and to face the challenges of emerging needs of modern industry, within the context of asset management.
Adolfo Crespo Márquez is currently Full Professor at the School of Engineering of the University of Seville, and Head of the Department of Industrial Management. He holds a PhD in Industrial Engineering from this same University. His research works have been published in journals such as the International Journal of Production Research, International Journal of Production Economics, European Journal of Operations Research, Journal of Purchasing and Supply Management, International Journal
of Agile Manufacturing, Omega, Journal of Quality in Maintenance Engineering, Decision Support Systems, Computers in Industry, Reliability Engineering and System Safety and International Journal of Simulation and Process Modeling, among others. Prof. Crespo is the author of 7 books, the last four with Springer-Verlag in 2007, 2010, 2012 and 2014 about maintenance, warranty and supply chain
management. Prof. Crespo leads the Spanish Research Network on Dependability Management and the Spanish Committee for Maintenance Standardization (1995-2003). He also leads a research team related to maintenance and dependability management currently with 5 PhD students and 4 researchers. He has extensively participated in many engineering and consulting projects for different companies, for the Spanish Departments of Defense, Science and Education as well as for the European Commission
(IPTS). He is the President of INGEMAN (a National Association for the Development of Maintenance Engineering in Spain) since 2002.
Adolfo Crespo Márquez School of Engineering. University of Seville, Spain
... Interrelated; Nonlinear and Emergence Boyce, 100 Kumaraswamy, 101 Zhang and Kumaraswamy, 102 Zhai et al., 103 London and Siva 36 Vizhina et al., 104 Rizzo, 34 Ma et al., 105 Zhai et al., 106 El-Sabek and McCabe, 107 Wang and Pitsis, 23 Ninan et al., 108 Derakhshan et al., 37 Peric and D'hondt, 109 Roman, 110 Schlack and Varas, 111 McDermot et al., 112 Carrión, 113 Xue et al., 114 Ebrahim et al., 115 El-Adaway and Ezeldin, 116 Kassa, 117 Cherinet, 118 Oyegoke and Al Kiyumi, 119 Zaman, 120 van Marrewijk et al., 121 Ullberg, 122 van den Ende and van Marrewijk, 123 Ramabodu and Verster, 124 Kumaraswamy, 125 Alpkokin and Capar, 126 Asnakew, 127 Amankwah-Amoah and Osabutey, 128 Enns, 129 Errays and Rochdi, 130 Lopez del Puerto and Shane, 131 Zárate-Toledo et al., 132 Camargo and Vázquez-Maguirre, 133 Movik and Allouche, 134 Van de Graaf and Sovacool 135 Biygautane 136 Foran et al., 137 Kiik, 138 Adeniran and Daniell, 139 Komendantova et al., 140 Prasitsom and Likhitruangsilp, 141,142 Oyeyipo et al., 143 Wang et al., 144 Walubengo and Kyalo, 85 Santoso and Gallage, 86 Lamberti et al., 145 Cornelissen, 146 Molloy and Chetty, 147 Naghizadeh et al., 35 Dowse and Fletcher, 21 Vico et al., 148 Zouain et al., 83 2 Difficulty, complicated, barrier, obstacle in technical, financial, partnership, procurement, social responsibility, and many other things. ...
... 127 This challenge is inseparable from the relatively unstable political and economic conditions in developing countries. 34,131 2. Emergence: The megaproject item's/entities' condition of continuous change and uncertainty. Change and uncertainty reflect the concept of emergence in relation to complexity. ...
... -Project leader/manager capability to integrate several interrelated items into the megaproject 127,131 and bridge the innovation team 88,89 -Leader project balancing multiple approaches (to support flexibility planning and strategy) wherein space is constructed in a megaproject that is intended to address both progrowth and pro-poverty goals 96 -Project's leader/manager leverages and encourages adaptive learning attributes 95 and leads the innovation 88 ...
Complexity is considered one of the hallmarks of megaproject failure; however, no common definition of complexity in the megaproject context exists in contemporary literature; particularly in developing countries. The present study explores the definitions, characteristics, and strategy to respond to the complexity of megaprojects in developing countries. An exploration of normative theories and a systematic literature review were performed to investigate the concept of complexity. This study proposes the definition of complexity as a “challenge” for entities—including project managers—in megaproject management. This definition extends to encompass both positive and negative challenges, offering a more balanced perspective on the causes of failure in addition to the sources of opportunities for innovation. We determine the aspects of megaproject complexity associated with structural and social factors of interrelatedness, nonlinearities, and emergence. This study proposes a formal definition, clarifying the characteristics of complexity and synthesizing strategy themes that respond to megaproject complexity. This resulting study provides insights for both megaproject researchers and professionals.
... For instance, investing in megaprojects has been fre- quently used by authorities around the world as a popular policy to stimulate the economy since the economic crisis of the 1930s ( Ma et al. 2017). Some recent examples are the [2008][2009] Chinese economic stimulus program, the 2008 European Union stimulus plan and the American Recovery and Reinvestment Act of 2009 (Lopez del Puerto and Shane 2014;Zhou and Mi 2017). ...
The aims of this study are (1) to check the prevalence of cost overrun in megaprojects, (2) to investigate the efficacy of cost control in megaprojects, (3) to identify the popular tools and techniques used for cost control, (4) to find out the key knowledge areas highly relevant to cost control in megaprojects and (5) to make a comparison of these results between mega and general projects. To achieve these goals, a comprehensive literature review was conducted first, followed by a questionnaire administered to 32 Singapore-based construction companies having experiences in megaprojects. The results showed that: on average 44.22% of megaprojects in Singapore experienced cost overrun, which is about 6% higher than that for general projects; megaprojects are facing a lower efficacy in cost control than general projects; ‘S-curve’, ‘forecasting techniques’, ‘cost control software products’ and ‘Work Breakdown Structure’ are the popular tools and techniques used for cost control in megaprojects, and they are used more frequently in megaprojects than in general projects. Finally, six knowledge areas were found highly relevant to cost control in megaprojects, demonstrating higher relevance to cost control in megaprojects than in general projects.
... Extracting and ranking potentially causal or risk factors for delays from project data [10,11], synthesizing them [12,13,14], or -conversely -critical success factors [15,16] received much scientific attention. Moreover, many studies documented the phenomenon of pervasive delays across various types of projects [17,18,19] and in different countries [20,21,22]. Furthermore, a host of delay analysis methods were developed [23,24,25,26], all of which had limitations and exhibited larger or smaller biases toward owner or contractor [27]. ...
... The contractual flexibility scale was designed in accordance with previous studies (Athias and Saussier, 2007;Cruz and Marques, 2013;Demirel et al., 2017;Nystén-Haarala et al., 2010;Susarla, 2012). The project conflict scale was designed using relevant literature (Chen et al., 2014;Ng et al., 2007;Wu, 2013;Wu et al., 2017b;Zhang and Huo, 2015), as was the project success scale (Jiang et al., 2016;Luo et al., 2017b;del Puerto and Shane, 2014;Sato and Chagas, 2014). Variable measures were developed based on a systematic literature review and on-site interviews with experts. ...
Purpose
This study aims to investigate the influence of contractual flexibility on different types of conflict, determine if contractual flexibility is significantly correlated with project success between contracting parties, verify the mediating effect of project conflicts on the relationship between contractual flexibility and project success and examine the relationship between different types of conflicts and project success in megaprojects.
Design/methodology/approach
A theoretical model was developed and a structured questionnaire survey was conducted with 468 professionals. The structural equation modeling technique was used to analyze the data.
Findings
The results showed that both types of contractual flexibility – term and process flexibility – were correlated with and significantly positively affected project success, and term flexibility was found to have a greater influence. The introduction of project conflicts significantly weakened the relationship between contractual flexibility and project success, verifying the partial mediating effect of conflicts. All types of project conflicts play a destructive role in achieving project success; relationship conflict had the largest negative effect. Contractual flexibility affects two paths with respect to project success: the direct path (contractual flexibility → project success) and the indirect path (contractual flexibility → conflict → project success). The direct effect of contractual flexibility on project success is positive; the corresponding indirect effect is negative. The direct effect is greater than the corresponding indirect effect.
Research limitations/implications
Different types of conflicts may mutually transform to extent certain degree. However, this study did not address the potential influence of conflict transformation on project success. The results implied that more emphasis should be placed on contractual terms, particularly on developing flexible terms in the contractual document, when implementing megaprojects. Meanwhile, this study reveals the effects of conflicts on project success in megaprojects, which provides a useful reference for project stakeholders to avoid the negative effect of conflicts.
Practical implications
This study provides a better understanding of the relationship between contractual flexibility, types of conflicts in megaprojects and a reliable reference for the project manager to effectively deal with these related issues. This implies the contracting parties strengthen communication and cooperation to establish a trust mechanism, while reducing the negative influence of project conflicts and enhancing the positive effect of contractual flexibility.
Originality/value
Few studies have investigated the effects of contractual flexibility on conflict and project success in megaprojects; this study contributes significant theoretical and practical insights to contract management and conflict management and provides a reliable reference to achieve project success.
... The results of the quantitative survey suggest that the technical competence and the managerial ability of the project leadership team, as well as the organisation stability, rather than the physical attributes and conditions of a megaproject, have a higher level of influence on successful delivery. These findings are supported by Lopez and Shane (2014), who identified early agreement with the community and local authorities, identification of the cultural and socio-political circumstances and public outreach efforts as the key factors for the success of the Highway Durango-Mazatlan Projects (Mexico), and Hauswirth et al. (2004), who observed that earlier planning, procurement strategies, the involvement of the community and authorities in the feasibility phase and a constant information update on the construction process were important factors in the delivery of the five projects they studied. The projects which comprised three mega projects (the I-15 ...
By their very nature, megaprojects have significant short- and longer-term impacts on the socio-economic, technical, environmental and political landscapes of the host country, but many are delivered with time and cost overruns and sometimes with quality discrepancies. This paper examines the critical success factors for megaprojects in Colombia-from the project definition stage to successful handover-from the perspective of professionals involved in the delivery of megaprojects in that country. It applies a mixed approach of quantitative and qualitative data collection and analysis to rank 34 factors identified in literature sources as being critical to the success of megaprojects. Analysis shows that inadequate information at the tender stage, design changes during the construction phase and limited availability and supply of materials have had a major negative influence on the delivery of megaprojects in Colombia. In contrast, adverse weather conditions and lack of prior experience with similar projects have had the least impact. This paper recommends approaches to mitigate the risks associated with the factors investigated.
... Thus, these are the contingency factors considered in the research reported in this paper. Regarding the first contingency factor, the size or duration of the project, prior research on mega projects suggests that the management and governance approaches required in large projects with long durations differ from those required in small projects (del Puerto et al. 2014; Han et al. 2009). In the research reported in this paper this contingency factor was measured by duration (months). ...
Successful completion of a construction project requires the ability to coordinate activities of numerous individuals participating in tasks that often have high levels of complexity and uncertainty. Thus, the project manager plays crucial roles, often setting the ground rules and fostering a collective approach that strongly influence project performance. However, there are uncertainties regarding various aspects of project managers' influence, particularly related to their leadership style. Thus, the research reported in this paper explores the degrees to which leadership styles affect project outcome and specific leadership styles are appropriate in specific types of situations. The analysis is based on a questionnaire survey of views of 162 project managers employed by the largest public infrastructure client in Sweden. The results indicate that project performance (in terms of cost, time, and quality) is affected by leadership, suggesting that the project manager's leadership style is a significant project success factor. Further, the results show that certain styles are appropriate in different situations, highlighting the importance of a contingency perspective.
