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Buildings
Special Issues
Strategic Planning and Control in Complex Project Management
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Strategic Planning and Control in Complex Project Management

A special issue of Buildings (ISSN 2075-5309). This special issue belongs to the section "Construction Management, and Computers & Digitization".

Deadline for manuscript submissions: closed (30 April 2024) | Viewed by 5740

Special Issue Editors

Dr. Wenxin Shen

E-Mail Website
Guest Editor
Department of Construction Management, School of Economics and Management, Beijing Jiaotong University, Beijing 100044, China
Interests: interface management; project network; program management; coordination; international project management
Prof. Dr. Wenzhe Tang

E-Mail Website
Guest Editor
State Key Laboratory of Hydroscience and Engineering, Institute of Project Management and Construction Technology, Tsinghua University, Beijing 100084, China
Interests: hydropower development; energy management; hydropower construction management; risk management; partnering
Special Issues, Collections and Topics in MDPI journals
Dr. Jin Xue

E-Mail Website
Guest Editor
John Grill Institute for Project Leadership, School of Project Management, The University of Sydney, 21 Ross Street, Forest Lodge, NSW 2037, Australia
Interests: stakeholder engagement; data-driven analysis; megaproject; complex adaptive system; dynamic project analytics

Special Issue Information

Dear Colleagues,

This Special Issue “Strategic Planning and Control in Complex Project Management” aims to publish research related to innovative theories, approaches, or practices for improving planning and control in complex projects/programs/portfolios. Multi-disciplinary research is essential in this area due to the inherent complexity and challenges associated with managing large-scale projects. By integrating insights from multiple disciplines, this Special Issue intends to contribute comprehensive frameworks and strategies to effectively navigate and control complex projects.

Original theoretical and experimental work, case studies, and comprehensive review papers are invited. Relevant topics to this Special Issue include but are not limited to the following subjects:

  • Strategic alignment between projects in megaproject/program/portfolio contexts;
  • Innovative approaches in strategic planning and control in complex projects;
  • Strategic management for inter-organizational/intra-organizational relationships in complex projects;
  • The strategic roles for planning and control in the design, procurement, and construction phases;
  • Risk management for planning and control in complex projects;
  • Interface management in complex projects/programs/portfolios;
  • Stakeholder engagement in project planning and control;
  • The creation and exploitation of different competencies in strategic planning;
  • Strategic project planning and control under climate change;
  • Strategic project planning and control in VUCA (volatility, uncertainty, complexity, ambiguity) environments;
  • The use of information technologies in strategic planning and control;
  • Other relevant topics in strategic planning and control.

Dr. Wenxin Shen
Prof. Dr. Wenzhe Tang
Dr. Jin Xue
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Buildings is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • strategic management
  • project planning
  • project control
  • project management
  • program management
  • portfolio management
  • megaproject management
  • risk management

Published Papers (5 papers)

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Research

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19 pages, 701 KiB  
Article
Study on Resilience Evaluation for Construction Management of Major Railway Projects
by Wenchao Jiang, Xi Zhao, Chaoxun Cai, Kai Chang, Kai Liu and Yuming Liu
Buildings 2024, 14(3), 732; https://doi.org/10.3390/buildings14030732 - 08 Mar 2024
Viewed by 534
Abstract
The construction of major railway projects poses significant risks, which present considerable challenges to construction management. To accurately assess the level of construction management for these projects, this study incorporated resilience theory into the field. The grounded theory method was utilized to establish [...] Read more.
The construction of major railway projects poses significant risks, which present considerable challenges to construction management. To accurately assess the level of construction management for these projects, this study incorporated resilience theory into the field. The grounded theory method was utilized to establish a resilience evaluation indicator system for managing a major railway project construction. Additionally, a resilience evaluation model based on the Analytic Hierarchy Process (AHP) and fuzzy comprehensive evaluation method was proposed. This model was applied to evaluate the construction management resilience of a major railway project located in the mountainous region of southwest China. The results indicated that the project exhibits a very high overall level of construction management resilience. Specifically, it demonstrates high levels of ability to monitor and warn, an ability to resist absorption, and an ability to respond to emergencies. Additionally, it showcases high levels of ability to recover and rebuild, and an ability to learn to adapt. The evaluation results were consistent with the actual situation and verified the correctness and reliability of the method. Based on the aforementioned research findings, this paper puts forward recommendations on material redundancy and resource security from a resource perspective, and suggestions on organizational optimization and personnel capacity improvement from a subject perspective, thus indicating directions for enhancing the management level of major engineering railway constructions. Full article
(This article belongs to the Special Issue Strategic Planning and Control in Complex Project Management)
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22 pages, 4648 KiB  
Article
A Proposed Model for Variation Order Management in Construction Projects
by Esam M. H. Ismaeil and Abu Elnasr E. Sobaih
Buildings 2024, 14(3), 726; https://doi.org/10.3390/buildings14030726 - 08 Mar 2024
Viewed by 916
Abstract
This study aims to identify the causes of excessive change orders and their impact on public construction projects in Saudi Arabia. This should support the organizations working in the construction industry to improve variation order management (VOM) as a preventive action by dealing [...] Read more.
This study aims to identify the causes of excessive change orders and their impact on public construction projects in Saudi Arabia. This should support the organizations working in the construction industry to improve variation order management (VOM) as a preventive action by dealing proactively with variation order causes. Therefore, a new methodology was proposed to minimize change orders and their impact on the successful completion of projects as well as cost during the project lifecycle. The methodology involved ten selected turnkey building projects at King Faisal University (KFU) campus, Saudi Arabia. Statistical analyses were conducted to predict the cost overrun in project size and contract value. The findings showed the most significant causes leading to variation order in public construction projects. These include the combined effect of the designer and owner technical committee, designer document, and owner stakeholder committee. Hence, a new model for VOM was developed as a best practice approach, including three stages. The first stage is the initiation process, which includes seven procedures, seven tools, and key responsibilities. The second stage deals with the course of change orders based on a certain number of procedures and weight for each parameter assigned to this phase. It supports decision processes based on a certain average ratio of weights calculation. The third stage is the decision to support decision makers in proceeding or not proceeding with the variation order. Although the present study was conducted in Saudi Arabia’s public building construction project, it is envisaged that these research results are widely applicable to other developing countries. The paper presents a direction for further research to enhance the impact of cost overrun in public sector construction projects in developing countries, i.e., Saudi Arabia. Full article
(This article belongs to the Special Issue Strategic Planning and Control in Complex Project Management)
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17 pages, 1901 KiB  
Article
Centralized or Decentralized? Communication Network and Collective Effectiveness of PBOs—A Task Urgency Perspective
by Xue Ding, Wenxin Shen and Shiai Wang
Buildings 2024, 14(2), 448; https://doi.org/10.3390/buildings14020448 - 06 Feb 2024
Cited by 1 | Viewed by 1190
Abstract
In the construction industry, there are a large number of project-based organizations (PBOs), where the efficiency of communication and collaboration among organizational members greatly impacts the success of projects. For PBOs employing both centralized and decentralized communication networks, it is worth delving into [...] Read more.
In the construction industry, there are a large number of project-based organizations (PBOs), where the efficiency of communication and collaboration among organizational members greatly impacts the success of projects. For PBOs employing both centralized and decentralized communication networks, it is worth delving into the question of under what circumstances which type of network will yield better results. Based on the IMO model and organizational learning theory, this paper conducts a grouped communication experiment involving 598 engineering management personnel to explore the differences in collective effectiveness of varying communication networks from the perspective of task urgency. Beyond task performance assessments, we have included organizational member perception to form evaluation criteria for collective effectiveness. Our research results show that under conditions of weak task urgency, decentralized networks yield higher collective effectiveness. Conversely, under conditions of strong task urgency, centralized networks demonstrate superior collective effectiveness. Furthermore, this study also verifies the mediating role of knowledge sharing behavior when task urgency is strong. This research provides significant managerial insights for the establishment of appropriate communication networks for PBOs in the construction industry. Full article
(This article belongs to the Special Issue Strategic Planning and Control in Complex Project Management)
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18 pages, 1939 KiB  
Article
The Interactive Effects of Communication Network Structure and Organizational Size on Task Performance in Project-Based Organizations: The Mediating Role of Bootleg Innovation Behavior
by Xue Ding, Long Feng, Yao Huang and Wei Li
Buildings 2024, 14(1), 98; https://doi.org/10.3390/buildings14010098 - 29 Dec 2023
Cited by 2 | Viewed by 1159
Abstract
A PBO is a temporary organization formed by assembling members with diverse experiences and backgrounds, aimed at achieving specific innovation goals. Constructing a reasonable communication network structure and enhancing organizational synergy are effective ways to promote the sustainable development of the system. This [...] Read more.
A PBO is a temporary organization formed by assembling members with diverse experiences and backgrounds, aimed at achieving specific innovation goals. Constructing a reasonable communication network structure and enhancing organizational synergy are effective ways to promote the sustainable development of the system. This study, based on the Input–Process–Output (IPO) model and social network analysis, utilized a group collaboration platform to conduct a three-stage communication experiment on 685 construction project managers. Under two organizational sizes, the internal mechanism of how communication networks with two levels of centralization influence task performance were tested. The results indicate that in the case of a smaller organizational size, PBOs using a decentralized communication network tend to achieve higher task performance. However, as the organizational size expands, PBOs employing a centralized communication network may surpass in task performance. Additionally, we found that with the expansion of organizational size, bootleg innovation behaviors of organizational members are continually stimulated, further enhancing collective task performance. This study, based on the evolution of communication network parameters, explores the structural characteristics of organizational communication networks and the mechanisms underlying the emergence of bootleg innovation behaviors. It delineates the key pathways for improving collective task performance. The findings can provide a scientific reference for the organizational evolution and development of engineering project management. Full article
(This article belongs to the Special Issue Strategic Planning and Control in Complex Project Management)
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Review

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21 pages, 1960 KiB  
Review
Extended Reality (XR) Training in the Construction Industry: A Content Review
by Shixian Li, Qian-Cheng Wang, Hsi-Hsien Wei and Jieh-Haur Chen
Buildings 2024, 14(2), 414; https://doi.org/10.3390/buildings14020414 - 03 Feb 2024
Viewed by 1181
Abstract
As modern information technology advances and equipment devices update, extended reality (XR) technologies, including virtual reality (VR), augmented reality (AR), and augmented virtuality (AV) have witnessed an increasing use and application in construction training. This review aims to comprehensively examine the evolution of [...] Read more.
As modern information technology advances and equipment devices update, extended reality (XR) technologies, including virtual reality (VR), augmented reality (AR), and augmented virtuality (AV) have witnessed an increasing use and application in construction training. This review aims to comprehensively examine the evolution of XR training in the construction domain. To achieve this, a systematic literature review of 74 journal papers from the Scopus database was conducted. This paper outlines the progression of XR training from 2009 to 2023, detailing related technologies like development platforms, display devices, and input devices. The literature review reveals that XR application in construction training spans five main areas: (1) safety management, (2) skill/knowledge acquisition, (3) equipment operation, (4) human–computer collaboration, and (5) ergonomics/postural training. Additionally, this review explores the impact of trainee roles on XR training outcomes and identifies the challenges faced by XR technology in construction training applications. The findings of this literature review are hoped to assist researchers and construction engineering trainers in understanding the latest advancements and challenges in XR, thereby providing valuable insights for future research. Full article
(This article belongs to the Special Issue Strategic Planning and Control in Complex Project Management)
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