A Project Management Investigative Framework Establishing Links for Better Project Outcomes

Siriram, Rajenlall

doi:10.7166/30-2-2064

Cited by 4 publications

(8 citation statements)

References 50 publications

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“…(2021): participants were required to have senior decision-making experience in industrial-type projects. This approach was also used by Siriram (2018, 2019). In this paper, we follow the multiple projects approach like Zerjav et al.…”

Section: Methodsmentioning

confidence: 99%

“…The fourth criterion was chosen from Zerjav et al (2021): participants were required to have senior decision-making experience in industrial-type projects. This approach was also used by Siriram (2018Siriram ( , 2019. In this paper, we follow the multiple projects approach like Zerjav et al (2021), where the researchers followed a phenomenon-based research approach using interviews in transportation infrastructure.…”

Section: Research Methodology 31 Research Designmentioning

confidence: 99%

“…The research approach is an interpretive analysis (Sandberg, 2005) consisting of interviews with participants of the expert panel (Aguinis and Solarino, 2019;Mikecz, 2012;Harvey, 2011;Siriram, 2018Siriram, , 2019. Taking this approach, the expert panel participants bring together experience across a diverse range of industrial projects over at least the past three decades (Zerjav et al, 2021).…”

Section: Data Collection and Analysismentioning

confidence: 99%

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Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects

Siriram

2022

IJMPB

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PurposeThe objective of this research is to explore integration and transition activities in large industrial projects. The purpose is to (a) obtain a better understanding of the integration and transition activities between the project front-end (FE) and project initiation phases (PIPs), (b) explore what, how and when these integrations and transitions occur, and (c) explore what the integration and transition activities mean to project practitioners.Design/methodology/approachA qualitative research design methodology is followed, based on interviews using open-ended questions. An expert panel is used to provide responses to questions pertaining to the integration and transition between the project FE and PIP. The research is focused on managing large projects in the South African electrical engineering industrial projects industry. A literature review combined with empirical analysis reflects the importance of integrating and transitioning in project business.FindingsThe findings provide guidance to researchers and practitioners on integration and transition mechanisms, how and when these occur. It highlights the benefits of integration and transition activities. Important lessons for researchers and practitioners are provided together with areas for future research.Originality/valueThis is an interpretative analysis of expert opinion. Expert panel members are experienced at senior decision-making level, and their expertise was accessed based on experience, education and knowledge. This extensive experience is shared in this paper providing insights into their opinions, experiences, success and failures. These inputs together with the literature review provide interesting implications for both a theoretical foundation as well as practical implications for practitioners.

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Section: Methodsmentioning

confidence: 99%

Section: Research Methodology 31 Research Designmentioning

confidence: 99%

Section: Data Collection and Analysismentioning

confidence: 99%

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Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects

Siriram

2022

IJMPB

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“…Without increasing project resources or schedules, the deliverables are increased (Abbasi et al, 2014). Numerous O&G projects around the world's quality and risk are threatened by this project scope issue (Siriram, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Tendering Management Practices on Oil & Gas Project Scope Creep in the UAE: A Structural Equation Modeling Method

Alkarbi¹,

Ajmal²,

Zabadi³

2023

IJBM

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The goal of this study is to determine whether or not contract quality (CQ) can mediate the effect of tendering management (TM) procedures on the project scope creep (PSC) issue in the UAE's oil and gas (O&G) industry. The data collected from 270 individuals working in public and private companies on O&G projects in the UAE are analyzed using a structural equation modeling (SEM) methodology. The findings showed that TM significantly influenced PSC during the project's execution phase. The findings also supported the hypothesis that CQ mediated the relationship between TM and PSC during this period. This study provides clear guidelines for procurement, project, and other stakeholder managers and leaders on how to avoid project scope creep through careful planning of any O&G project's scope, budget, and duration by managing tendering activities and creating high-quality contracts to facilitate project management. The impact of TM on PSC during the project's execution phase through the CQ has not yet been researched in the UAE setting, despite existing literature and ideas in these three fields of study. This report could include mention the research of O&G industrial groups.

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“…PSC phenomenon is extensively faced during the O&G project execution phase. PSC is defined as an increase in deliverables without increasing project resources or timelines (Abbasi et al, 2014;Siriram, 2019).…”

Section: Introductionmentioning

confidence: 99%

Critical Factors to Overcome Project Scope Creep in the Oil and Gas Industry

Alkarbi

Ajmal

Salameh

2022

International Journal of Service Science, Management, Engineering, and Technology

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This study aims to determine procurement and project management critical factors to develop procurement strategy with stakeholders to eliminate Project Scope Creep (PSC) risks in the oil & gas (O&G) sector. Analytical Hierarchy Process (AHP) methodology is applied to prioritize the critical factors from Tendering Management (TM), Contract Quality (CQ), and Project Management (PM) criteria to solve the PSC problem. Data from eight managerial levels and two specialists from procurement and project departments of two O&G companies in the UAE context. The study revealed that there are six factors out of fifteen, which are critical factors from procurement management; i.e., 1) tender strategy 2) tender clarifications meetings and negotiation 3) tender document preparation 4) techno-commercial bids evaluation & award 5) well-written contracts and 6) supplier selection criteria. This study provides managers with tools and strategies for successful project management practices in the UAE.

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A Project Management Investigative Framework Establishing Links for Better Project Outcomes

Cited by 4 publications

References 50 publications

Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects

Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects

The Impact of Tendering Management Practices on Oil & Gas Project Scope Creep in the UAE: A Structural Equation Modeling Method

Critical Factors to Overcome Project Scope Creep in the Oil and Gas Industry

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