scholarly journals Overview and analysis of stakeholder management topic on major construction projects

2017 ◽  
Author(s):  
Kristijan Robert Prebanic ◽  
Ivana Burcar Dunovic
Keyword(s):  
Construction Projects ◽  
Stakeholder Management

The evolution of stakeholder management practices in Australian mega construction projects

2018 ◽  
Vol 25 (6) ◽  
pp. 690-706 ◽  
Author(s):  
Rebecca Jing Yang ◽  
Sajani Jayasuriya ◽  
Chathuri Gunarathna ◽  
Mehrdad Arashpour ◽  
Xiaolong Xue ◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Empirical Studies ◽  
Stakeholder Analysis ◽  
Secondary Data ◽  
Project Teams ◽  
Content Type ◽  
Project Objectives

Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

Exploring the critical success determinants for supply chain management in modular integrated construction projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibrahim Yahaya Wuni ◽  
Geoffrey Qiping Shen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Construction Projects ◽  
Process Management ◽  
Stakeholder Management ◽  
Seamless Integration ◽  
Chain Management ◽  
Content Type ◽  
Mean Values ◽  
Critical Success

PurposeModular integrated construction (MiC) projects are co-created by a network of organizations and players providing different roles, information and activities throughout the supply chains. Hence, a successful delivery of MiC projects can hardly be decoupled from effective supply chain management (SCM). This study investigated the critical success determinants of effective SCM in MiC projects.Design/methodology/approachComprehensive literature research and expert review identified 20 candidate success determinants, which formed the basis for a structured questionnaire survey of experts in eighteen countries. The study computed the mean scores, normalized mean values and significance indices of success determinants for SCM in MiC projects.FindingsThe analysis revealed that design for SCM, effective communication and information sharing, organizational readiness and familiarity with MiC, seamless integration and coordination of supply chain, early involvement of critical supply chain stakeholders and extensive supply chain planning are the top five critical success determinants of effective SCM in MiC projects. The 20 success determinants are categorized into five: project strategy, bespoke competencies, process management, stakeholder management and risk management.Research limitations/implicationsThe study has some limitations. The smaller sample size could affect the generalizability of the results. The generalized analysis of the success determinants overlooked their sensitivities to specific contexts, industry climates and project types.Originality/valueThe study established a novel set of critical success determinants for SCM in MiC projects that have not been explicitly discussed in the MiC success literature and described their hypothetical dynamic linkages. It contributes to a better understanding of how best to manage the MiC project supply chain effectively.

Stakeholder management in prefabricated prefinished volumetric construction projects: benchmarking the key result areas

2020 ◽  
Vol 10 (3) ◽  
pp. 407-421
Author(s):  
Ibrahim Yahaya Wuni ◽  
Geoffrey Qiping Shen
Keyword(s):  
Information Sharing ◽  
Construction Projects ◽  
Quantitative Research ◽  
Success Factors ◽  
Stakeholder Management ◽  
Stakeholder Analysis ◽  
Content Type ◽  
Body Of Knowledge ◽  
Building Systems ◽  
Structured Questionnaire

PurposePrefabricated prefinished volumetric construction (PPVC) projects are industrialized building systems that are co-created. Thus, effective management of the involved stakeholders is required to ensure project success. However, knowledge of how best to manage the diverse stakeholders in PPVC projects is limited. This research identified and prioritized the success factors or key result areas (KRAs) for the effective stakeholder management (SM) in PPVC projects.Design/methodology/approachA quantitative research design was implemented involving a literature review and structured questionnaire survey with international PPVC experts. The research identified and statistically analysed 12 KRAs for SM in PPVC projects.FindingsAnalysis showed that the top three KRAs for SM in PPVC projects include: effective working collaboration, communication and information sharing among participants; effective coordination of the PPVC supply chain segments; and early involvement of relevant stakeholders in the PPVC project. A factor analysis clustered the 12 KRAs into stakeholder analysis and early involvement, effective communication and information sharing and stakeholder interest integration and conflict management.Practical implicationsThe paper identified and prioritized the KRAs required for the effective SM in PPVC projects. To practitioners, the results may serve as decision support on the key areas to focus to ensure effective SM in PPVC projects and may guide the efficient allocation of limited resources.Originality/valueThis research constitutes the first exclusive attempt at identifying and benchmarking the generic KRAs required for effective SM in PPVC projects and contributes to the SM body of knowledge in industrialized construction.

Critical success factors for implementing design-build: analysing Malaysian public projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zheng Ping Lee ◽  
Rahimi A. Rahman ◽  
Shu Ing Doh
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Test Analysis ◽  
Content Type ◽  
Public Projects ◽  
Critical Success ◽  
Design Build ◽  
Survey Responses

Purpose The success rate of design-build (D-B) implementation in Malaysia’s private construction projects is low compared to the nation’s public projects. Thus, the purpose of this paper is to investigate the critical success factors (CSFs) for D-B implementation in Malaysian public construction projects. Design/methodology/approach To achieve the research objectives, 111 questionnaire survey responses from construction-related professionals were collected and analysed using multivariate analysis, including t-test, analysis of variance (ANOVA) and factor analysis. Findings The results indicate that while the client’s briefing effectiveness remained the top CSF among many nations, the other top CSFs in Malaysia D-B construction projects vastly differed compared to those countries. Moreover, the underlying components for successful D-B projects in Malaysia include the project management team, leader competency and “stakeholder” management. Originality/value This is one of the first studies that identify the CSFs for D-B implementation in the Malaysian construction industry. The outcomes provide a valuable reference and resource for academic scholars and construction practitioners to increase D-B implementation in the Malaysian private sector.

scholarly journals EXPLORING CRITICAL SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT IN CONSTRUCTION PROJECTS

2009 ◽  
Vol 15 (4) ◽  
pp. 337-348 ◽  
Author(s):  
Jing Yang ◽  
Geoffrey Qiping Shen ◽  
Manfong Ho ◽  
Derek S. Drew ◽  
Albert P. C. Chan
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Assessment Tool ◽  
Stakeholder Management ◽  
Project Managers ◽  
Pilot Studies ◽  
Five Dimensions ◽  
Social Responsibilities ◽  
Critical Success

With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were “managing stakeholders with social responsibilities”, “assessing the stakeholders’ needs and constraints to the project”, and “communicating with stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų šalių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti šiuos veiksnius ir nustatyti jų santykinį reikšmingumą. Šio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų šalių valdymu statybos projektuose, išnagrinėti jų prioritetus ir pagrindinius tarpusavio ryšius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos šakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge išsiųstas klausimynas ir gauti 183 atsakymai. Trys aukščiausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų šalių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis šalimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reikšmingas, 15 KSV suskirstyti į 5 grupes: išankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos šios grupės bei jų ryšiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų šalių valdymui statybos projektuose. Šie duomenys padeda paaiškinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų šalių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti.

scholarly journals МОДЕЛІ УПРАВЛІННЯ СТЕЙКХОЛДЕРАМИ НА ЕТАПАХ ЖИТТЄВОГО ЦИКЛУ ПРОЕКТІВ РОЗВИТКУ ТРАНСПОРТНИХ СИСТЕМ

2020 ◽  
pp. 97-107
Author(s):  
Дмитро Петрович Литвиненко ◽  
Ольга Володимирівна Малєєва
Keyword(s):  
Construction Projects ◽  
Quantitative Assessment ◽  
Stakeholder Management ◽  
Stakeholder Analysis ◽  
Infrastructure Development ◽  
Communication Management ◽  
Management Processes ◽  
Model Of Management ◽  
State Of Affairs ◽  
Project Life

The subject of the study is the stakeholder management processes of the project. The components of the content of infrastructure development and construction projects, in particular the interests of stakeholders, are considered. The purpose of the work is to develop new models and tools for infrastructure development and construction projects. The following tasks are solved in the article: the creation of a model of a dynamic stakeholder map according to the stages of the project lifecycle; normalization of the created model into the old link of stakeholders; creation of graphical visualization of the model of management of stakeholders; developing a quantitative assessment of stakeholder management success. Research methods: PMBOOK methodology for stakeholder management according to matrix models, system models. The following results were obtained: the models and methods of stakeholder management were analyzed in modern infrastructure development and construction projects; the model of a dynamic map of interested parties was developed, the created model is formalized in a matrix of interrelations and qualitative characteristics, the plan of management of stakeholders in the form of a system cube is visualized; the quantitative assessment of stakeholder management success is proposed according to the models received. Conclusions: The directions for the development of the infrastructure projects industry are described and the main differences and features are explained. A stakeholder analysis of the project allowed them to form their composition regarding the stages of the project life cycle. A tool is proposed to analyze the current state of affairs in stakeholder management and to determine whether the project situation meets its objectives. Models have been created to evaluate the stakeholder tools and determine the correctness of the adopted project management team strategy. Proper use of the developed models will accurately and confidently determine the effectiveness of the stakeholder management strategy and correct their work on time. Practical application of the problems described will help to optimize and improve the communication management processes in the project and stakeholder management.

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