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Improving Project Management Practice: an Engineering and Construction Case Study
Sofia V. Carvalho, Anabela P. Tereso, Gabriela FernandesCentre ALGORITMI, University of Minho
Campus de Azurém, 4804-533 Guimarães, Portugal
Contents
• Introduction
• Literature Review and Main Concepts
• Case Study
• Proposal of PMIIs
• Conclusions
• Future Research
• References
Introduction
Research question
What are the PMIIs that are the most
appropriate for an Engineering & Construction
(E&C) company that wants to increase its
organizational maturity in Project Management?
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Improving Project Management Practice: an Engineering and Construction Case Study 1
Introduction1
Improving Project Management Practice: an Engineering and Construction Case Study
• Objectives of this research
o Identification of the problems experienced with PM practice in the company.
o Identification and development of PMIIs that mitigate difficulties and fulfill the needs of the company's projects.
o Verification of the adaptability of the PM tools and techniques proposed in a pilot project and validation of the PMIIs using focus groups.
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Introduction1
Improving Project Management Practice: an Engineering and Construction Case Study
• Approach used based on:
o The Project Management Body of Knowledge (PMBoK®) and Construction Extension to the PMBoK® Guide from PMI [1-2]
Project Management Lifecycle Integration
PM Processes: Inputs / Tools and Techniques / Outputs
o The framework proposed by Fernandes, Ward, and Araújo [3]
Key PMIIs that should be introduced in organizations
How the key PMIIs should be aligned to ensure the fulfillment of PM organizational needs
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Literature Review and Main Concepts2
Improving Project Management Practice: an Engineering and Construction Case Study
“The specificity of project management in different contexts and industries is recognized, but little empirical research encompasses a sufficiently broad
range of contexts and project types to precisely identify these specificities.”
Besner and Hobbs, 2013 [4]
“The value of any organizational improvement must be judged in the context and situation from which it arises and how well the improvement itself fits
within the context of the organization, industry and geography in which it is embedded”
Thomas and Mullaly, 2008 [5]
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Literature Review and Main Concepts2
Improving Project Management Practice: an Engineering and Construction Case Study
Fernandes, Ward, and Araújo [3]
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Literature Review and Main Concepts2
Improving Project Management Practice: an Engineering and Construction Case Study
PMI [2]
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Literature Review and Main Concepts2
Improving Project Management Practice: an Engineering and Construction Case Study
Oberlender [6]
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Case Study3
I. Engineering & Construction industry
II. Design, Production and Assembly of Metallic Structures
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Improving Project Management Practice: an Engineering and Construction Case Study 8
Case Study3
Improving Project Management Practice: an Engineering and Construction Case Study 9
Case Study3
Improving Project Management Practice: an Engineering and Construction Case Study 10
Proposal of PMIIs4
Improving Project Management Practice: an Engineering and Construction Case Study
I. Processes, Tools and Techniques
II. General Management System
III. People andOrganizational Learning
• PMII 1: Integrate PM life cycle into the life cycle of BysteelProjects
• PMII 2: Develop PM Tools and Techniques
• PMII 3: Redefine an organizational structure appropriate to projects
• PMII 4: Introduce the figure of Project Manager
• PMII 5: Develop a Project Manager Support Guide
• PMII 6: Promote the involvement of the company in the development of the integration of PM processes
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Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 1: Integrate PM life cycle into the life cycle of Bysteel Projects
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Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 2: Develop PM Tools and Techniques
The selection of these tools was made taking into account two studies carried out about the identification of PM tools and techniques perceived as most useful [7,8]
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Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 3: Redefine an organizational structure appropriate to projects
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4
Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 4: Introduce the figure of Project Manager
Internal Project
Manager
External Project
ManagerClient
Suppliers
Subcontrators
Site Manager
Assistant Site
Manager
Design Team Modelling Team Production Team
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4
Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
Integration Scope Time Cost Risks Stakeholders Communication Quality Procurement Human Resources
Initiation x
Initial Planning x x x x x x x
Project Monitoring
Execution x x x x x
Monitor and Control x x x x xx
Replanning x x xx
Closure x
PMII 5: Develop a Project Manager Support Guide
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Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 5: Develop a Project Manager Support Guide
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Improving Project Management Practice: an Engineering and Construction Case Study
Proposal of PMIIs
PMII 6: Promote the involvement of the company in the development of the integration of PM processes
Focus groups bring together prequalified stakeholders and
subject matter experts to learn about their expectations and
attitudes about a proposed product, service, or result. A
trained moderator guides the group through an interactive
discussion designed to be more conversational than a one-
on-one interview. [2]
Questionnaires and surveys are written sets of questions
designed to quickly accumulate information from a large number
of respondents. [2]
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Conclusions5
Improving Project Management Practice: an Engineering and Construction Case Study
• A set of key PMIIs were proposed: the internal processes of theorganization were mapped, and the processes improvement was done,applying the best PM practice contextualized to the organization.
• Practical contribution, based on theoretical foundations, that provides PMpractitioners, especially the ones from the engineering and constructionsector, with guidelines for improving PM practice in organizations thatwant to increase its PM maturity.
• The engagement of the company’s board and its employees in adoptingnew PM processes was done.
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Future Research6
Improving Project Management Practice: an Engineering and Construction Case Study
• Long-term goal - achievement of the standardization of PM processes andthe professionalization of project management.
• Roll out of the initiatives proposed to all the projects of the organization,with the appropriate adaptation, in order to optimize the projectmanagement practices in Bysteel, S.A.
• Measure the value of project management at Bysteel - measure the impacton project success of using project management practices.
Acknowledgments. This work has been supported by COMPETE: POCI-01-0145-FEDER-007043 and FCT – Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2013.
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References7
Improving Project Management Practice: an Engineering and Construction Case Study
• [1] PMI, “A Guide to the Project Management Body of Knowledge - PMBOK® Guide, 5th ed”. Project Management Institute, Newtown Square, Pennsylvania, 2013.
• [2] PMI, “Construction Extension to the Project Management Body of Knowledge - PMBOK® Guide, 3th ed.” Project Management Institute, Newtown Square, Pennsylvania, 2003.
• [3] G. Fernandes, S. Ward, and M. Araújo, “Developing a framework for embedding useful project management improvement initiatives in organizations,” Proj. Manag. J., vol. 45, no. 4, pp. 81–108, 2014.https://doi.org/10.1002/pmj.21441
• [4] C. Besner and B. Hobbs, “Project Management Practice, Generic or Contextual: A Reality Check,” Proj. Manag. J., vol. 39, no. 1, pp. 16–33, 2008.
• [5] C. Besner and B. Hobbs, “Contextualized project management practice: A cluster analysis of practices and best practices,” Proj. Manag. J., vol. 44, no. 1, pp. 17–34, 2013.
• [6] G. D. Oberlender, “Project Management for Engineering and Construction”. McGraw Hill, 2000.
• [7] G. Fernandes, S. Ward, and M. Araújo, “Identifying useful Project Management Practices: A Mixed MethodologyApproach.” 2013.
• [8] M. Ferreira, A. Tereso, P. Ribeiro, G. Fernandes, and I. Loureiro, “Project Management Practices in Private Portuguese Organizations” Procedia Technol., vol. 9, pp. 608–617, 2013.
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