The construction industry is among the least digitized industries, and the lack of innovation in construction project management practices has led to decreases in productivity. The European Directives for Public Procurement are pushing the entire construction supply chain towards more radical digital transformations over the next years, and project managers are left with the difficult task to harness ICT for the involvement and management of project stakeholders. Digitalization of various processes and practices used to manage stakeholders in construction projects is still low, and part of this problem lies in weak systematization of ICT systems which support these practices. Thus, this paper provides a systematic review of how digitalization and digital transformation affect the way stakeholders behave, engage, and communicate in projects. Following the PRISMA methodology, 73 sources from the literature were chosen for the final analysis. Results are presented through descriptive and qualitative content analysis. Six research topics were identified and thoroughly analyzed. Results show that BIM, social network analysis, and web-based applications as means to digitalize stakeholder management are more mature than social media and VR/AR. An important finding is the need to reengineer and digitally transform processes in construction projects and construction firms to enable further digitalization and effectiveness of digital technologies. Suggestions for further studies follow this line of thought.

Even though horizontally linear projects have low complexity schedules, they are still not successful in meeting planned time. The deadlines are mostly based on estimations done in front-end project development when limited data are available. Early time estimation models in literature rely on few variables and, almost in all cases, one of them is the estimated cost. Early cost estimations can significantly deviate from actual costs and thus lead to unreliable time estimation. Time estimation models based on neural network and other alternative methods require databases and software, which complicates the process of time estimation. The purpose of this paper is to bridge the gap of scarce time estimation models and unreliable time estimates by developing a new method for time estimation. This research has been done on one large sewer system project. The case study shows how to extract several continuous activities for a pipeline project chosen from a sewer system. Moreover, a new algorithm for the calculation of project duration is devised based on the existing equation related to the linear scheduling method, and this algorithm works with continuous activities. The new method for construction time estimation is based on the extraction of linear continuous activities, usage of the algorithm for identification of minimal buffer between activities, and calculation of the project duration. To verify the algorithm, this method is used on another pipeline project from a sewer system. The limitation is that this method can be used only for base estimation. Further research needs to be done to include uncertainties and risks in the method.

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Today, the world is undergoing a major investment cycle in infrastructure, which is vital for the development and prosperity of countries and society. Management deficiencies in infrastructure projects are well known and some of them concerns weak engagement of project stakeholders. Importance of stakeholder engagement as the key success factors for infrastructure projects is recognized. However, the literature gives very few answers how this process manifests in projects. Some scholars concluded that it is a complex and undertheorized management process which necessitates more empirical research. The research questions seek to identify how practitioners perceive the stakeholder engagement, who implements activities and processes related to engagement and in what way, which organizational aspects influence the process and how success is achieved in infrastructural projects. Interviews were conducted with eight experienced experts who participated in a whole series of (complex) infrastructure projects. The interviews examined all aspects of the engagement of stakeholders in detail, and a thematic analysis was carried out. Based on the analysis, success/failure factors related to the stakeholder engagement process were defined. As a result, a framework model for engaging stakeholders and achieving success in infrastructure projects is presented, which is based on three management levels and three levels of project success.

SažetakOvaj rad bavi se analizom istaknutih međunarodnih standarda iz područja upravljanja projektima, ali i mogućnosti primjene tih standarda u upravljanju projektima gradnje u Republici Hrvatskoj. U radu se analiziraju standardi ICB, PMBOK, PRINCE2 i ISO 21500. U drugom dijelu razrađena je studija slučaja projekta Zagrebačka obala na temelju kojih se analizira upravljanje realnim projektima gradnje u Hrvatskoj. Tom studijom slučaja pruža se praktični uvid u stanje upravljanja projektima gradnje naspram deskriptivnog standarda ISO 21500. U studiji analizirani su određeni dionici upravljanja projektima, a također je pružen i uvid u grupe procesa upravljanja projektima te upravljačku strukturu projekta. Naposljetku rezultati ovog istraživa-nja pokazuju da se u određenim velikim građevinskim projektima u RH prepoznaju standardi i najbolje prakse, ali da se još dovoljno ne primjenjuju. Voditelji projekta su prepoznati i imenovani na velikim građevinskim projektima, no još uvijek ne rade sve funkcije koje propisuju standardi, što je detektirano kao smjer u kojem će se upravljanje građevinskih projekata dalje razvijati. Ključne riječi: projekti, upravljanje projektima, ISO 21500, normeInternational standards in the field of project management -Case study: Zagrebačka obala Abstract This paper deals with the renowned international standards in the field of project management and possibilities of application of these standards in construction project management. The work analyzes standards ICB, PMBOK, PRINCE2 and ISO 21500. In the second part case study Zagrebačka obala is presented, which analyzes management of real construction project in Croatia. In this study practical insight in the management of construction projects through ISO 21500 concepts is made. All project management stakeholders were analyzed in the study, and insights were also given to project management processes and the project management structure. Finally, the results of this research have shown that engineering public recognizes standards and best practices, but does not yet use them in a satisfactory manner. Project leaders are recognized and appointed on major construction projects but still do not perform all the standards-prescribed functions, which has been identified as a direction in which the management of construction projects will be further developed.