Mughrabi, A O (2019) Change management capability maturity model for contractors in the Kuwaiti construction industry. PhD thesis, Heriot-Watt University, UK.
Abstract
This research aims to improve the implementation of project change management by contractors to secure better outcomes in construction projects. An empirically designed and tested change management capability maturity model was developed to be used as an infrastructure for boosting the change management capabilities for contractors in Kuwait. This research commenced with an extensive literature review to understand project changes and the implementation of project change management by contractors. This literature review was followed by semi-structured interviews with contractors to allow for a deeper understanding of the success criteria of change management. To validate this criteria, a quantitative questionnaire survey took place and indicated 52 change management success criteria from the perspective of contractors in Kuwait. These success criterions (represented by practices and tools) were grouped using the principal component analysis (PCA) technique and assigned weights within their designated groups using the Analytic Hierarchy Process (AHP) and Delphi technique to indicate their relevant significance within a successful change management process. As a result, the Change Management Capability Maturity Model (CMCMM) was constructed to evaluate the contractor’s capability to conduct a prosperous change management process according to the previously concluded success criteria. The model was reviewed by domain experts and by conducting several case studies to substantiate its fitness for purpose and practicality. The case studies also showed that CMCMM was effective in indicating the change management process gaps and successfully outlined the pathway of process improvement and Institutionalisation. The research contributes to the body of knowledge related to construction management and capability maturity models in addition to having several practical implications. This contribution is represented by the development of an empirically based capability maturity model that uses a validated and weighted criteria within each stage of project change management process to evaluate the contractor’s ability to conduct project change management process. The research also provides a step-by-step user guide to enable the proper usage of CMCMM and enhance the model’s degree of usability by new users in the organisation.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Erdogan, B and Bowles, G |
| Uncontrolled Keywords: | change management; construction project; contractor; Delphi technique; interview; questionnaire survey; Kuwait |
| Index terms: | literature review, change management, usability, survey, success criteria, interview, process improvement, body of knowledge, construction project, capability maturity model, Kuwait, questionnaire, Delphi technique, institutionalization, case study, implementation, construction industry, principal component analysis |
| Subjects: | knowledge management, contractual arrangements, Geography, production management, assessment methods, data collection methods, user-centered design, data analysis and analytics, management, industry analysis, statistical analysis, sociology |
| Topics: | Organizational Design, Design Practice, Roles and Professions, Business Strategy, Information Management, Research Practice, Procurement, Project Management, Geographical Context |
| 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