Amirtash, P; Majid Parchami, J and Jelodar, M B (2021) Integration of project management services for international engineering, procurement and construction projects. Built Environment Project and Asset Management, 11(2), pp. 330-349. ISSN 2044-124X
Abstract
International Engineering, Procurement and Construction (IEPC) projects deliver complex and critical infrastructure and construction projects. However, these projects face multiple challenges, especially in foreign construction markets, to the main contractors. The purpose of this article is to develop a tool for effective implementation of project management services for these international projects through upskilling and incorporate local expertise. Accordingly, the employment of a Native Project Management Consultant (NPMC) by the main contractor is proposed and investigated. A three-stage research method was employed for triangulation of knowledge. Initially, a comprehensive literature review was carried out to examine the theoretical foundations of the study. The concepts were further explored through a survey and expert interviews. The study was performed in Iran as the host nation of multiple IEPC projects. It was found that NPMC involvement has a significant contribution to the success of nearly all project management areas in IEPC projects. However, quality, schedule and budget management were the top-ranked areas. The study combines the results of previous studies with the interviews and questionnaire to create a tool designed to capture strategy actions and detailed activities designed to build capabilities in IEPC teams through the involvement of NPMCs. A practical tool is developed which aims to enhance NPMC integration into IEPC projects. The tool is in-line with the project management concept of work-breakdown structure; which is understandable by project stakeholders.Originality/valueThe employment of NPMCs, and their potential role in IEPC projects has not been formally investigated and guidelines for such collaborations do not exist. The current study provides a platform for regulating such facilitators and enhancing project success.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | engineering; procurement and construction project; corporate culture; collaboration; procurement; contractors; project engineering; management services; skills |
| Index terms: | platform, project success, interview, main contractor, facilitator, survey, strategy, face, literature review, employment, corporate culture, questionnaire, project stakeholder, construction project, collaboration, integration, project engineering, management service, project management, triangulation, construction market, budget management, foundations, international project, critical infrastructure, implementation |
| Subjects: | infrastructure and transport systems, sociology, organizational analysis, market analysis, professional development, digital design, project management theory and practice, production management, financial management, management, structural engineering, data analysis and analytics, contractual arrangements, psychology, practitioner, control systems, research design and methodology, data collection methods, strategic management |
| Topics: | International Construction, Human Resources, Digital Applications, Organizational Design, Engineering Principles, Information Management, Project Management, Research Practice, Business Strategy, Cost Management, Procurement, Roles and Professions, Stakeholder Management |
| Descriptive scope: | 4 PCEA |
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