Shehu, Z (2008) The framework for effective adoption and implementation of programme management within the UK construction industry. PhD thesis, Glasgow Caledonian University, UK.
Abstract
The recent shift in industry from project to programme management has no doubt brought efficiency and improvements, but the construction industry is scarcely aware or reluctant to embrace the new culture. The lack of clarity in programme management has called for a need to contextualise, explore and document its practice in the construction industry to identify the quintessential challenges, critical success factors and skills and competencies for effective construction programme management. In order to provide awareness and clarify the ambiguities of programme management, this study provides a framework for the systematic implementation and successful practice of programme management in the construction industry. To facilitate this research, a total of 119 usable questionnaires were received and 17 semi-structured interviews were conducted to facilitate the findings of the study. A triangulation of the existing literature, industrial questionnaire survey and semi-structured interviews were employed to develop a framework for effective adoption and implementation of programme management. The main conclusions drawn from the study include identifying and documenting how programmes differ from projects; highlighting the programme management skills and competencies requirements for effective implementation and practice. In addition, the major challenges to implementation and practice of programme management and the critical success factors that are essential to the successful implementation of programme management have also been explored, investigated and documented. The research has also explored and documented the ideal number of years of experience, academic qualifications, career pathway, training and CPD requirements for effective programme management. The study proposes that formal procedures should be in place in order to equip programme teams with the requisite support and training needed to be effective in implementing and practicing construction programme management. Integrated relationships and communication should be maintained to facilitate formal and informal learning, understanding and knowledge sharing. For future research, this study can be extended to look into benefits management, the maturity stages of construction programmes, integration of programme's supply chain, efficient communication and effective stakeholder management.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | communication; improvement; integration; learning; skills; training; efficiency; interview; questionnaire survey; critical success factor |
| Index terms: | integration, career, questionnaire, critical success factor, stakeholder management, triangulation, interview, survey, knowledge sharing, programme, implementation, construction industry, efficiency, informal learning, qualification |
| Subjects: | contractual arrangements, knowledge management, participation process, control systems, learning methods, data collection methods, research design and methodology, industry analysis, project controls, organizational analysis, professional development, educational resources, performance management |
| Topics: | Organizational Design, Time Control, Research Practice, Information Management, Stakeholder Management, Quality Management, Education, Project Management, Procurement |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here