Project management: Dynamics and performance

Sidwell, Anthony

doi:10.1080/01446199000000014

Cited by 25 publications

(10 citation statements)

References 5 publications

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“…In the studied case, subversion of the project sponsor role in structuring the construction practitioner and client interface prevented the project organisation and management style from reaching maturity. In Sidwell's (1990) "Outward looking > Iterative > Sequential > Focused" process maturity model, the project became stuck at the "iterative" stage of development. Sidwell suggests that, during design development, project organisational should allow for iteration between client and practitioners.…”

Section: Discussionmentioning

confidence: 99%

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

Thomson

2011

Construction Management and Economics

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Construction industry reliance on performance metrics fixed at the project outset is being superseded by increasing use of emergent client judgements to characterise success. Clients may still consider a project that fails to meet formalised time, cost and performance goals successful if it satisfies emergent requirements not understood during initial briefing.Construction practitioners do not routinely recognise that client awareness of requirements improves as projects progress. Internal conflict among the client stakeholders and their reflections on the emerging project solution help client stakeholders to better understand their needs. Dissatisfaction results when these emergent requirements are not acknowledged. The need for practitioners to recognise and respond to these issues is explored by paradigmatic case study of an office relocation and refurbishment project. The role of the 'Project Sponsor' as a synthesiser of client requirements and reflections on the emerging solution was observed to be subverted by stakeholders in a client body who found their emergent requirements were not acknowledged by construction practitioners. By characterising the harmful effect of pluralistic client complexity and emergent requirements on perceptions of project success, the rationale for a revised project sponsor role to better address these influences on perceptions of project success is contributed.

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Section: Discussionmentioning

confidence: 99%

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

Thomson

2011

Construction Management and Economics

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“…Powerful coalitions with shared ambitions. Large scale infrastructure projects are subject to an array of influences, from regulatory control to political and industrial intervention (Sidwell, 1990). Creating an ambition that inspires all stakeholders is important for any change initiative.…”

Section: The Batteries Of Change Modelmentioning

confidence: 99%

Large Scale Infrastructure Projects: The Art of Project or Change Management?

Letens¹,

Verweire²,

Prins³

2016

Front. Eng

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Although it is generally understood that change is a fundamental component of managing projects in the construction industry in general and an inevitable challenge for large scale infrastructure project in particular, there has been little to no attention in the literature to understand change in this context from a more holistic perspective. For this purpose, this work looks at change through the eyes of a framework of six batteries of change that seem essential to charge an organization's capabilities for change. The framework brings together the expertise of four specialists that all have developed their insights over many years of study and practice, and has been validated through an extensive review of the management literature on organization development and change. Reflections on the application of this model in the construction industry and in large scale infrastructure projects demonstrate that energizing organizations to successfully deal with change goes beyond the traditional techniques of managing change from a program or project management perspective. Assessing the six batteries of change in this context can help organizations to develop capabilities for change that build change energy by balancing formal/rational methods with informal/emotional interventions at both a local (department/ subproject) and global (business) level.

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“…The measurement of performance can be obtained through the level of success or failure in terms of schedule, cost and functionality (Sidwell, 1990). Downtime variance for building maintenance is often used in measuring the performance of buildings.…”

Section: Maintenance Performancementioning

confidence: 99%

Participative Mechanisms to Improve Office Maintenance Performance and Customer Satisfaction

Au-Yong

Ali

Ahmad

2015

J. Perform. Constr. Facil.

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Buildings can be poorly maintained due to lack of understanding towards the role of building maintenance in achieving organisation's objective and long-term profitability. The maintenance management is the agent that provides maintenance services to fulfil the needs of the organisation. However, involvement of all the key participants is the key to enhance maintenance planning, execution, and outcome. Whereby, participative mechanism involves the key participants to deal with the maintenance issues. Thus, this paper seeks to identify the participative mechanisms through literature review; then, establish relationship between the mechanisms and maintenance performance through questionnaire survey and interview; and finally produce a regression model for prediction purpose. The findings reveal that effective communication among the key participants is vital to enhance the maintenance performance. Therefore, this paper recommends that the management should develop an effective communication platform involving all key participants with contribution and commitment toward the maintenance activities.

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Project management: Dynamics and performance

Cited by 25 publications

References 5 publications

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

Large Scale Infrastructure Projects: The Art of Project or Change Management?

Participative Mechanisms to Improve Office Maintenance Performance and Customer Satisfaction

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