ORCID Profile
0000-0003-4769-2676
Current Organisation
RMIT University
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Publisher: Emerald
Date: 22-08-2023
DOI: 10.1108/JOPP-09-2021-0053
Abstract: International development projects are a dominant means by which aid is distributed to countries. Over the past 70 years, the distribution of trillions of dollars of development aid has been mediated by the United Nations (UN). However, most of this aid has failed to deliver the expected outcomes for which it was assigned. Nevertheless, a significant proportion of projects can be considered successful. Despite the glaring question as to which factors contribute to the success or failure of projects, no study has comprehensively documented the relationship between procurement mechanisms invoked to deliver aid projects and project outcomes. This study aims to assess this relationship. Leveraging network analysis methodology, this study examines the World Bank data set of over 247,000 developmental contracts worldwide granted over the past 20 years. It identifies the range of procurement practices used and interrogates their ability to deliver satisfactory project outcomes. Eleven prevalent practices are identified covering aid projects across twelve sectors. As might be expected, Africa is the largest recipient of aid, while the Middle East is the least. Overwhelmingly, international competitive bidding (ICB) is the leading procurement procedure, both in terms of contract number and total dollar value. However, ICB does not always deliver the best outcomes, with other, more boutique approaches sometimes doing better. The breadth of this study, encompassing such a vast data resource, and generating such a rich pool of findings will now empower researchers to take the next important step, which is to progress this study in exploring why it is that certain procurement strategies have worked for some sectors, but not others. Countries, financial institutions, the UN and construction enterprises alike will be very interested in the results. The spectrum of outcomes identified will be of interest to academics and practitioners alike wishing to investigate further the drivers behind the results described here.
Publisher: Elsevier BV
Date: 03-2022
Publisher: MDPI AG
Date: 03-12-2022
Abstract: Information technology (IT) projects are becoming more complex due to technological advancements, increased sociopolitical demand, and competition. In recent years, the project complexity field has attracted increasing attention with erse strategies and methods proposed to identify, evaluate, and respond to various complexities. This study aims to identify and prioritize factors contributing to complexity in IT projects by reporting two case studies conducted on large IT organizations. The literature on project complexity informed and guided this exploratory research. The data were collected through 21 semi-structured interviews and analyzed by applying open and axial coding content analysis. Underpinned by complexity theories, 19 factors contributing to the complexity of IT projects were identified, and their importance was highlighted using the Friedman test. The top five factors contributing to IT project complexity were identified as follows: the ersity of stakeholders technological newness of the project conflicting goals of stakeholders variety of product sub-systems and components and uncertainty of project objectives. This study’s findings contribute to the project management literature and inform practitioners about how to achieve more effective management of complex IT projects.
Publisher: MDPI AG
Date: 20-09-2022
Abstract: An ongoing question is what constitutes the characteristics of a project manager. This is the subject of many studies. The characteristics, skills, abilities and knowledge of project managers—essential factors in a project’s success—describe their level of competency. This study aims to assess the relationship between project manager competencies and project complexity in the information technology (IT) sector. In total, 21 semi-structured interviews were conducted with senior practitioners associated with complex IT projects in the private and public sectors. All transcripts were analysed through grounded theory and content analysis, with experts approving the results. Our study identified 41 competencies within project complexity, with these grouped under the following 10 dimensions: project management (PM) knowledge management skills interpersonal skills and attributes professionalism expertise emotional skills contextual skills influencing skills team working and cognitive skills. According to this research, leadership is the core competency of a project manager, while project management knowledge is the most essential of these competency dimensions. This study’s findings can assist both academics and practitioners in simplifying the complexity of projects and helping to achieve a project’s objectives.
Publisher: Emerald
Date: 31-08-2022
Abstract: This paper aims to explore the various sociotechnical dimensions of building information modelling (BIM)-induced changes associated with stakeholder management of projects. This paper relies on grounded theory and data collection from two case studies – one in the public sector and one in the private sector – and is underpinned by Leavitt’s (1964) sociotechnical model. Findings reveal four new dimensions of stakeholder management as being affected through BIM-induced changes: commitment transparency learning and experience and stakeholder satisfaction, with these extending beyond the dimensions recognised in the existing literature. Another novelty lies in bringing to light the highly context-specific nature of BIM-induced changes pertinent to stakeholder management, with the two case studies demonstrating differences in these changes. Furthermore, a theoretical model of the causal impacts of various identified dimensions is presented, in which the sequence of changes and the causal associations between the identified dimensions are conceptualised. Through Leavitt’s (1964) Diamond lens, the procedure of change and its evolutionary procedure for various components of the sociotechnical system of stakeholder management are theorised. The tentative conceptualisations presented offer a springboard from which to further investigate the episode of change pertinent to various dimensions of stakeholder management in BIM-enabled projects.
No related grants have been discovered for navid Ahmadi Eftekhari.