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  This study investigates the influence of project delivery methods on critical performance indicators, such as time, cost, site disputes, and quality, when executing court-building projects in Kenya. The study hypothesized that project delivery methods have no significant influence on the execution of court-building projects in relation to time, cost, site-dispute and quality. Reliability was tested using Cronbach's Alpha technique, and validity was tested using Principal Component Analysis (PCA). This study combined the collection and analysis of quantitative and qualitative data using a mixed-methods approach. Sixty-three projects were surveyed using a convergent parallel mixed survey design. Document analysis was used to obtain secondary data, and questionnaires and interview guides were used to collect the primary data. Descriptive statistics, such as mode, mean, and standard deviation, were used to analyse the quantitative data, while correlation and regression analysis techniques were used for inferential statistical analysis. The slope coefficients were considered significant at p ≤ 0.05. Thematic and document analyses were applied to the qualitative data to triangulate the findings with the quantitative data. According to the study, project delivery methods significantly influenced the execution of construction projects in terms of quality, cost, and site disputes, but not time. The study also emphasizes how the Kenyan judiciary needs flexible and context-specific project delivery approaches because those that were employed did not address timeliness, a crucial delivery factor. This research offers helpful information to scholars, practitioners of project and construction management, policymakers, and other parties involved in putting the Kenyan judiciary's infrastructure into place.      

PurposeIn responding to global issues of creating sustainable development, the Indonesian government has enacted regulations (i.e. Ministry of Public Works and Housing No. 05/PRT/M/2015) on the implementation of sustainable construction in infrastructure project execution. The purpose of this paper is to evaluate the means of implementing sustainable principles in the execution of infrastructure projects in Indonesia by the main construction service providers and their partners. A lesson-learned is presented as a source of knowledge to underpin the extensive implementation of sustainable principles in the construction of infrastructure projects leading to an integrated approach in creating a sustainable infrastructure that fulfills the requirements of sustainable development.Design/methodology/approachThe method used is questionnaire surveys with Indonesian construction practitioners who are working on building construction, road and bridge construction, water facilities construction and house and settlement construction.FindingsFrom the results, the practices of sustainability principles by construction service providers in infrastructure project execution are imperative from the project procurement phase. The evaluation continues to the phase of construction project execution, which reveals the inconsiderable performance of sustainability indicators due to current constraints on the implementation of sustainability principles.Originality/valueThis research looks into the existing gaps between sustainable construction principles and their practical implementation in Indonesian infrastructure projects. This will foster a holistic approach in the practice of undertaking sustainable procurement processes, thus reinforcing project management techniques in the phase of sustainable construction project execution. This also strengthens the interrelated roles and responsibilities of project stakeholders by taking into account principles of safety, balance and the harmony of infrastructure and the environment.

There is an increasing number of big data science projects aiming to create value for organizations by improving decision making, streamlining costs or enhancing business processes. However, many of these projects fail to deliver the expected value. It has been observed that a key reason many data science projects don’t succeed is not technical in nature, but rather, the process aspect of the project. The lack of established and mature methodologies for executing data science projects has been frequently noted as a reason for these project failures. To help move the field forward, this study presents a systematic review of research focused on the adoption of big data science process frameworks. The goal of the review was to identify (1) the key themes, with respect to current research on how teams execute data science projects, (2) the most common approaches regarding how data science projects are organized, managed and coordinated, (3) the activities involved in a data science projects life cycle, and (4) the implications for future research in this field. In short, the review identified 68 primary studies thematically classified in six categories. Two of the themes (workflow and agility) accounted for approximately 80% of the identified studies. The findings regarding workflow approaches consist mainly of adaptations to CRISP-DM ( vs entirely new proposed methodologies). With respect to agile approaches, most of the studies only explored the conceptual benefits of using an agile approach in a data science project ( vs actually evaluating an agile framework being used in a data science context). Hence, one finding from this research is that future research should explore how to best achieve the theorized benefits of agility. Another finding is the need to explore how to efficiently combine workflow and agile frameworks within a data science context to achieve a more comprehensive approach for project execution.

The National Department of Public Works and Infrastructure (NDPWI), an agency for infrastructure development in South Africa, provides accommodation and other infrastructure to various public service departments. Each department communicates its infrastructure requirements with the NDPWI. However, there are usually time lags between project briefing and the actual delivery of the infrastructure. Therefore, this article aims to explore the causes of delays and offer solutions to enhance customer satisfaction. The case study method of qualitative research was adopted. Data were collected from the NDPWI regional offices in Bloemfontein, Cape Town and Kimberley, and the professional service department at the head office in Pretoria, among purposively selected participants not below the deputy director level. The Delphi technique was used as an instrument for data collection and complemented during a focus group session. The findings revealed that the major factors contributing to delays included poor planning by the project execution team (PET), ineffective project monitoring and overcentralisation of the decision-making process. The findings, conclusions and recommendations of this research provide useful information for organisational restructuring, the training and continuous retraining of project personnel, especially the project managers. These steps hold the potential for ameliorating the negative effects of delay in the execution of construction projects by the NDPWI.

In the evolving construction landscape, this study introduces a novel methodology leveraging Building Information Modeling (BIM) to revolutionize safety management across diverse projects. By transitioning from traditional, reactive approaches to a proactive, comprehensive framework, BIM’s integration into the design and execution phases enables the dynamic assessment and mitigation of risks, thereby enhancing workplace safety. Grounded in an extensive literature review and underscored by the implementation in two case studies—the Search for Hidden Particles (SHiP) experiment at CERN and the Basilica of Santa Croce’s façade maintenance in Florence—this research demonstrates BIM’s significant impact on reducing accidents, ensuring adherence to safety protocols, and streamlining project execution. Comparative analysis with traditional methods confirms BIM’s superiority in risk mitigation, safety outcomes, and project efficiency. Stakeholder feedback further validates the methodology’s effectiveness, marking a shift towards its broader adoption for safer, more efficient construction practices. Future directions suggest exploring BIM’s scalability, integration with emerging technologies, and long-term impacts on safety and sustainability, aiming for its standardization across the construction industry.

Power Grid Efficiency directly affects the development level of the company and is an important embodiment of the company’s comprehensive strength and market competitiveness. Different from the previous single cause analysis, this paper uses the earned value method to evaluate the project progress objectively and systematically, and establishes the relevant evaluation index system, so as to have certain reference value for the company’s decision-making adjustment.

Purpose While it is common for most C-suite executives to have substantial project responsibilities, many do not have a strong understanding of project management leading to significant failures. As projects are the main mechanisms for implementing changes, project performance has disproportional impact on the competitiveness and viability of organizations. This paper aims to attempt to raise awareness of the Chief Project Officer (CPO) role and lay out important skills and capabilities that are needed for managers to ascend to this role as well as key topics of concern when preparing the mindset to be a successful CPO. Design/methodology/approach The authors have based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and drawing from our industry experience in the field of project management. Findings Most organizations have project managers, either formal or informal, to lead projects. As project environment intensifies across industries, larger organizations rely on a project executives and project management office to oversee projects and performance of C-suite tasks. However, these projects and project management office (PMO) managers often lacks the authority and legitimacy to fully carry out the expected function. This is a clear gap in organizational management, and the gap is growing as more resources are dedicated to projects. Many organizations are equipped with the human resource to develop a CPO, the authors identify five main skills and 20 key topics that are crucial to the success of this vital role. Originality/value While the awareness of the CPO is still in its infancy, most organizations have equivalent or emerging senior project executive roles that may evolve and become CPOs. Today, organizations are increasingly pushed to pursue project-oriented structures to a rapidly changing environment, global market and fast-paced technological advances. It is likely that the CPO role will grow and become a crucial component in top management teams in the coming years to help organizations in moving forward to achieve their strategic goals and objectives.

In construction projects, a significant part of construction work is done by subcontractors (SCs). Therefore, their management by main contractors (MCs) becomes an important issue as the density of SCs is created at the construction sites. In recent years, more focus on SC evaluation and selection in bidding process has been on the agenda whereas the subject of SC performance appraisal on-site during the project execution phase has been untended in the literature. Thus, this study aims to focus on the measurement and evaluation of the performance of SCs in the project execution phase, and to provide a tentative performance-based dynamic management framework that MCs will use in the management of SCs in order to take proactive measures. In line with the aim, a total number of 23 performance measurement criteria (PMC) under 7 main groups were determined as a result of a comprehensive literature review and expert evaluations. Knowing that not every criterion will have the same effect in performance measurement, pairwise comparisons of the criteria were made using the Pythagorean Fuzzy Analytic Hierarchy Process (PFAHP) method and their importance weights were determined. The PFAHP method was obtained by integrating the Pythagorean fuzzy set into the AHP method and chosen with the aim of improving the fuzzy AHP method and obtaining more consistent results by eliminating the uncertainty since Pythagorean fuzzy sets is more capable than fuzzy sets at expressing and handling uncertainty in uncertain environments. Lastly, a framework for SC performance measurement and evaluation on project execution phase is presented. It is believed that the presented framework will allow for a proactive management style that will enable effective decisions to be made while the project is ongoing, and a dynamic way of working instead of static and conventional work.

Despite significant worldwide growth in ISO 14001 standard adoption by construction firms, limited research exists on issues related to the implementation of environmentally sustainable practices and their associations with ISO 14001 certification. This article reports the results of an empirical study examining the implementation of environmentally sustainable practices, the link between their usage frequencies and ISO 14001 standard adoption, and the association between having this standard and firm size. The methodological approach involved interviews followed by a structured questionnaire to collect data from 259 construction firms in the United Arab Emirates. The results indicate that (1) environmentally sustainable practices have not been used extensively and those that have been implemented have varying usage frequencies, (2) adoption of the standard has been accompanied by partial improvement in the usage frequencies of the practices, and (3) there is no association between firm size and adoption of the standard. These findings can serve as a guide for policymakers as well as project managers in construction firms that are interested in implementing environmentally sustainable practices and those that are planning to invest in ISO 14001 certification.

Electrical contractors encounter problems such as limited construction sites, schedule interference, and inefficient communication with other contractors when they typically subcontract with general contractors. Electrical projects require effective and systematic project management strategies to overcome these problems and achieve the desired goal. In an electrical construction project, individual tasks are interconnected at different stages, including pre-construction planning (PCP) and project execution (PE). Therefore, analyzing the effect of task strings on the project success in terms of schedule and cost performance is necessary. The main objective of this study is to perform a static analysis to compare successful and failed projects with a focus on the cost and schedule performances, using the PCP and PE task strings in electrical construction projects. To achieve this, a continuous PCP-PE task strings implementation score was calculated for each PE group in terms of cost and schedule, and successful and failed projects on unweighted and weighted values were compared and analyzed by performing an independent sample t-test. Consequently, it was confirmed that the use of most task strings had a positive effect on the cost success at a confidence level of 95%, and that only the subcontractor management group had a positive effect on the schedule success. Hence, it was derived that the usage of task strings for these groups is recommended for cost success in electrical construction, and continuous PCP-PE task strings do not have a positive effect on schedule success; therefore, it is recommended to use the PCP-PE task strings only for specific groups for schedule success in electrical construction. Demonstrating the relationship between the PCP and PE tasks, the findings of this study are expected to help electrical contractors achieve a better performance using effective project management strategies.