Frontiers of Engineering Management >
Project management maturity in construction consulting services: Case of Expo in China
Received date: 01 Nov 2018
Accepted date: 30 Aug 2019
Published date: 15 Sep 2020
Copyright
For many years, project management maturity models (PMMM) derived from the software industry have brought immeasurable benefits. However, the adoption and investigation of PMMM in the construction field have been weak and insufficient, particularly in construction consulting services (CCS). Moreover, professionals have gradually realized the importance of non-process factors (e.g., teamwork, culture, leadership) in the evaluation of PMMM. This study describes the construction of PMMM for CCS that considers non-process factors and combines them with CCS-specific process factors. To verify the effectiveness of the proposed model, we conduct a case study on the overall project management consultancy for China’s 2010 Winter Expo. The results would fill in the PMMM research gap in CCS and provide practitioners with ideas to improve their performance.
Yongkui LI , Qing YANG , Beverly PASIAN , Yan ZHANG . Project management maturity in construction consulting services: Case of Expo in China[J]. Frontiers of Engineering Management, 2020 , 7(3) : 384 -395 . DOI: 10.1007/s42524-019-0070-z
1 |
Al-Barak A A (1993). Causes of Contractors’ Failures in Saudi Arabia. Dissertation for the Master Degree. Dhahran, Saudi Arabia: King Fahd University of Petroleum and Minerals
|
2 |
Al-Sari M I, Al-Khatib I A, Avraamides M, Fatta-Kassinos D (2012). A study on the attitudes and behavioural influence of construction waste management in occupied Palestinian territory. Waste Management and Research, 30(2): 122–136
|
3 |
Alias Z, Zawawi E M A, Yusof K, Aris N M (2014). Determining critical success factors of project management practice: A conceptual framework. Procedia: Social and Behavioral Sciences, 153: 61–69
|
4 |
Aziz R F (2013). Ranking of delay factors in construction projects after Egyptian revolution. Alexandria Engineering Journal, 52(3): 387–406
|
5 |
Barriball K L, While A (1994). Collecting data using a semi-structured interview: A discussion paper. Journal of Advanced Nursing, 19(2): 328–335
|
6 |
Belassi W, Tukel O I (1996). A new framework for determining critical success/failure factors in projects. International Journal of Project Management, 14(3): 141–151
|
7 |
Blaikie N W H (1991). A critique of the use of triangulation in social research. Quality & Quantity, 25(2): 115–136
|
8 |
Chandler A D (1992). Organizational capabilities and the economic history of the industrial enterprise. Journal of Economic Perspectives, 6(3): 79–100
|
9 |
Chen F (2007). Individual rights and collective rights: Labor’s predicament in China. Communist and Post-Communist Studies, 40(1): 59–79
|
10 |
Cheung S O, Wong P S P, Wu A W Y (2011). Towards an organizational culture framework in construction. International Journal of Project Management, 29(1): 33–44
|
11 |
Chow L K, Ng S T (2010). Delineating the performance standards of engineering consultants at design stage. Construction Management and Economics, 28(1): 3–11
|
12 |
CMMI Product Team (2002). CMMI for systems engineering/software engineering/integrated product and process development/supplier sourcing. Version 1.1. Continuous Representation. Technical Report. CMU/SEI-2002-TR-012
|
13 |
Cooke-Davies T J, Arzymanow A (2003). The maturity of project management in different industries: An investigation into variations between project management models. International Journal of Project Management, 21(6): 471–478
|
14 |
Enevoldsen P, Sovacool B K (2016). Examining the social acceptance of wind energy: Practical guidelines for onshore wind project development in France. Renewable & Sustainable Energy Reviews, 53: 178–184
|
15 |
Flamholtz E G (1999). Human Resource Accounting: Advances in Concepts, Methods and Applications. New York: Springer Science & Business Media
|
16 |
Garbharran H, Govender J, Msani T (2012). Critical success factors influencing project success in the construction industry. Acta Structilia, 19(2): 90–108
|
17 |
Greene R R, Galambos C, Lee Y (2004). Resilience theory: Theoretical and professional conceptualizations. Journal of Human Behavior in the Social Environment, 8(4): 75–91
|
18 |
Haddad E (2015). Construction resources management system for Gaza Strip building contractors. Civil and Environmental Research, 7(5): 27–35
|
19 |
Jia G S, Cao L, Chen J G, Zhou S S, Wang J (2008). Application of organizational project management maturity model (OPM3) to construction in China: An empirical study. In: 2008 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2: 56–62
|
20 |
Jiang W, Lu Y, Le Y (2016). Trust and project success: A twofold perspective between owners and contractors. Journal of Management Engineering, 32(6): 04016022
|
21 |
Kärnä S, Junnonen J M, Sorvala V M (2009). Modelling structure of customer satisfaction with construction. Journal of Facilities Management, 7(2): 111–127
|
22 |
Kerzner H (2001). Strategic Planning for Project Management Using a Project Management Maturity Model. New York: John Wiley & Sons
|
23 |
Kwak Y H, Ibbs C W (2002). Project management process maturity (PM)2 model. Journal of Management Engineering, 18(3): 150–155
|
24 |
Lau E, Rowlinson S (2011). The implications of trust in relationships in managing construction projects. International Journal of Managing Projects in Business, 4(4): 633–659
|
25 |
Li H, Love P E D (1998). Developing a theory of construction problem solving. Construction Management and Economics, 16(6): 721–727
|
26 |
Lingard H, Lin J (2004). Career, family and work environment determinants of organizational commitment among women in the Australian construction industry. Construction Management and Economics, 22(4): 409–420
|
27 |
Lingard H, Rowlinson S (1997). Behavior-based safety management in Hong Kong’s construction industry. Journal of Safety Research, 28(4): 243–256
|
28 |
Lu P, Qian L, Chu Z, Xu X (2016). Role of opportunism and trust in construction projects: Empirical evidence from China. Journal of Management Engineering, 32(2): 05015007
|
29 |
Mansfield N, Odeh N (1991). Issues affecting motivation on construction projects. International Journal of Project Management, 9(2): 93–98
|
30 |
Memon A H, Abdul Rahman I A, Abdul A A A (2013). Assessing causal relationships between construction resources and cost overrun using PLS path modelling focusing in southern and central region of Malaysia material resource. Journal of Engineering Technology, 4(1): 67–78
|
31 |
Neenan M (2009). Developing Resilience: A Cognitive-Behavioural Approach. London: Routledge
|
32 |
Nguyen L H, Watanabe T (2017). The impact of project organizational culture on the performance of construction projects. Sustainability, 9(5): 781
|
33 |
Nitithamyong P, Tan Z (2007). Determinants for effective performance of external project management consultants in Malaysia. Engineering, Construction, and Architectural Management, 14(5): 463–478
|
34 |
Odeh A M, Battaineh H T (2002). Causes of construction delay: Traditional contracts. International Journal of Project Management, 20(1): 67–73
|
35 |
Odusami K T, Iyagba R R O, Omirin M M (2003). The relationship between project leadership, team composition and construction project performance in Nigeria. International Journal of Project Management, 21(7): 519–527
|
36 |
Office of Government Commerce (OGC) (2001). Portfolio, Programme and Project Management Maturity Model (P3M3). Available at: gov.uk/government/publications
|
37 |
Othman A A E (2015). An international index for customer satisfaction in the construction industry. International Journal of Construction Management, 15(1): 33–58
|
38 |
Panahi B, Moezzi E, Preece C N, Wan Zakaria W N (2017). Value conflicts and organizational commitment of internal construction stakeholders. Engineering, Construction, and Architectural Management, 24(4): 554–574
|
39 |
Pasian B (2011). Project Management Maturity: A Critical Analysis of Existing and Emergent Contributing Factors. Dissertation for the Doctoral Degree. Sydney: University of Technology Sydney
|
40 |
Pasian B (2014). Extending the concept and modularization of project management maturity with adaptable, human and customer factors. International Journal of Managing Projects in Business, 7(2): 186–214
|
41 |
Paulk M C, Curtis B, Chrissis M B, Weber C V (1993). Capability maturity model, version 1.1. IEEE Software, 10(4): 18–27
|
42 |
Pennypacker J S (2005). PM solutions’ project portfolio management maturity model. Havertown, USA: Center for Business Practices
|
43 |
Project Management Institute (PMI) (2003). Organizational Project Management Maturity Model (OPM3): Knowledge foundation. Newtown Square, Pennsylvania: Project Management Institute
|
44 |
Rameezdeen R, Gunarathna N (2012). Organisational culture in construction: An employee perspective. Construction Economics and Building, 3(1): 19–30
|
45 |
Ren Y, Jia Y (2017). Research on owner project management maturity model of highway construction project. In: 5th International Conference on Mechatronics, Materials, Chemistry and Computer Engineering (ICMMCCE 2017). Atlantis Press
|
46 |
Sawalha I H S (2015). Managing adversity: Understanding some dimensions of organizational resilience. Management Research Review, 38(4): 346–366
|
47 |
Senaratne S, Ruwanpura M (2016). Communication in construction: A management perspective through case studies in Sri Lanka. Architectural Engineering and Design Management, 12(1): 3–18
|
48 |
Shi L, Ye K, Lu W, Hu X (2014). Improving the competence of construction management consultants to underpin sustainable construction in China. Habitat International, 41: 236–242
|
49 |
Souza T F, Gomes C F S (2015). Assessment of maturity in project management: A bibliometric study of main models. Procedia Computer Science, 55: 92–101
|
50 |
Tabassi A A, Bakar A H A (2009). Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran. International Journal of Project Management, 27(5): 471–480
|
51 |
Tamin R Z, Tamin P F, Shahab F, Widiasanti I, Oktavianus A (2015). Improving Indonesian construction consulting services. Journal of Engineering and Technological Sciences, 47(2): 189–200
|
52 |
Tang J, Heinimann H R (2018). A resilience-oriented approach for quantitatively assessing recurrent spatial-temporal congestion on urban roads. PLoS One, 13(1): e0190616
|
53 |
Toh Y Z, Goh Y M, Guo B H W (2017). Knowledge, attitude, and practice of design for safety: Multiple stakeholders in the Singapore construction industry. Journal of Construction Engineering and Management, 143(5): 04016131
|
54 |
Vanhoucke M (2018). Planning projects with scarce resources: Yesterday, today and tomorrow’s research challenges. Frontiers of Engineering Management, 5(2): 133–149
|
55 |
Wendler R (2012). The maturity of maturity model research: A systematic mapping study. Information and Software Technology, 54(12): 1317–1339
|
56 |
Xiang Q (2015). Discussion on problem-based engineering management system. Frontiers of Engineering Management, 2(3): 249–260
|
57 |
Yimam A H (2011). Project Management Maturity in the Construction Industry of Developing Countries (The Case of Ethiopian Contractors). Dissertation for the Master Degree. College Park, Maryland: University of Maryland, College Park
|
/
〈 | 〉 |