Tools for Complex Projects

Remington, Kaye; Pollack, Julien

doi:10.4324/9781315550831

Cited by 94 publications

(123 citation statements)

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“…To measure this, we collaborated with a pair of Nigerian engineers familiar with the OPEN initiative and a group of international scholars with research interests in project complexity. The complexity indicators were based on the technical specifications of each project, and constructed following engineering best practice that emphasises multiple dimensions of complexity (Remington and Pollack, 2007). The online Appendix:…”

Section: Project Completion Quality and Complexitymentioning

confidence: 99%

Management of Bureaucrats and Public Service Delivery: Evidence from the Nigerian Civil Service

Rasul¹,

Rogger

2017

Econ J

275

127

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We study how the management practices bureaucrats operate under correlate with the quantity of public services delivered, using data from the Nigerian Civil Service. We have hand-coded independent engineering assessments of 4,700 project completion rates. We supplement this with a management survey in the bureaucracies responsible for these projects, building on Bloom and Van Reenen (2007). Management practices matter: increasing bureaucrats' autonomy is positively associated with completion rates, yet practices related to incentives/monitoring of bureaucrats are negatively associated with completion rates. Our evidence provides new insights on the importance of management in public bureaucracies in a developing country setting.

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Section: Project Completion Quality and Complexitymentioning

confidence: 99%

Management of Bureaucrats and Public Service Delivery: Evidence from the Nigerian Civil Service

Rasul¹,

Rogger

2017

Econ J

275

127

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“…In this paper we postulate that the optimal capital structure of complex projects incorporates mezzanine nance. Mezzanine is a layer of nance 2 See Regmington and Pollack (2008). that is sandwiched between senior debt and lower priority equity.…”

Section: Introductionmentioning

confidence: 99%

A Backup Quarterback View of Mezzanine Finance

Mello

Quintin

2019

Real Estate Economics

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Mezzanine nance is ubiquitous. Traditional arguments describe the purpose of Mezzanine debt as completing the market, specically as plugging a nancing gap. According to that view, intermediate seniority claims add to the available menu of risk-return combinations hence helps cater to the needs of heterogeneous investors and generates additional sources of capital for productive investment projects. We describe a completely dierent yet equally fundamental role for Mezzanine debt which creates economic value even in a world where all investors are homogenous and risk-neutral. According to our theory, Mezzanine nanciers serve as substitute managing agents back-up quarterbacks of sorts ready to replace the original borrower when the project underperforms.They enable senior borrowers to provide incentives to the original agent without resorting to inecient punishment such as foreclosing on the project even when its NPV as a going-concern remains positive. The fact that Mezzanine lenders tend to be industryspecialists while senior borrowers tend to be traditional intermediaries, we argue, constitutes direct evidence that Mezzanine stakeholders provide the expertise senior lending need to eciently mitigate agency frictions.

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“…One of the major roles of project management in complex projects is to lead others (Remington and Pollack, 2007), improve methods, processes and communication and consistently enhance project performance (Turner and Müller, 2005) in order to make the project a success for the client and other stakeholders (Lim and Mohamed, 1999;Baccarini, 1999). Failures are often due to a mismatch between the project management capability and motivation, technical project understanding (Tan, 2004;Hillson, 2003) and with the project's managerial requirements (Crawford, 2000;Wysocki and Lewis, 2001).…”

Section: Introductionmentioning

confidence: 99%

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

James

2018

jmr

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This is a research paper that is focused on assessing the leadership impacts of Project Management (JV Lead Management) on a road tunnelling construction project in Bangladesh in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership's impact on the project. The scope for this research was the off-site supervisory team. The targeted population of interest was made up of 14 lower-managers/engineers located at one off-site main office in the late design stage/early construction phase of a road-tunnelling project.The research outcomes consisted of four4 main themes and the corresponding 11 sub-themes.The paper addresses raised issues and determines outcomes and implications for the continuing project construction management and the paper also indicates that the Project Management and other senior members of the JV Lead Management -both in-country and overseas -may benefit from more effective leadership training focused on utilizing and embracing contemporary project leadership developments.The road tunnel construction management appears to be very weak due to their low level of technical knowledge, style, orientation and strategies adopted by the Project Management, who operate with a demonstrated lack of coherent leadership or oversight practiced by the JV Lead managing entity.1. Engage in more appropriate learning and training (Sense, 2003) 2. Develop rehabilitation and retraining programmes for project management in terms of technical, people, process and social skills (Goldman, 2011) 3. Identify JV Lead Management bullying and harassment behaviour issues (Richards and Freeman, 2002) and provide legitimate avenues (formal and informal) for staff making claims regarding unwanted leader behaviours (Aasland, et al., 2010)

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Tools for Complex Projects

Cited by 94 publications

References 0 publications

Management of Bureaucrats and Public Service Delivery: Evidence from the Nigerian Civil Service

Management of Bureaucrats and Public Service Delivery: Evidence from the Nigerian Civil Service

A Backup Quarterback View of Mezzanine Finance

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

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