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As development financiers strive to implement climate adaptation measures that are effective and consistent with countries climate-resilient development pathways in line with the Paris Agreement, there is an urgent and increasing need to reduce vulnerability to climate variability and climate change, ensure that development operations are climate-resilient, particularly promote development operations that build climate resilience, and to monitor and evaluate the success of these measures. Given this need, the objective of this document is to provide a general conceptual framework to guide IDB project teams from different sectors in how to identify climate resilience opportunities and define indicators at the project level that will facilitate the monitoring and assessment of climate resilience results. With the conceptual framework presented in this document, the IDB aims to (1) lay the conceptual foundations to seize climate resilience opportunities in development projects by presenting definitions and examples for climate resilience elements and capacities as a basis for a conceptual climate resilience metrics framework and (2) guide sectorial specialists in identifying output and outcome indicators to monitor climate resilience results at the project level and to later evaluate the effectiveness of implemented adaptation and climate resilience activities.

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

Project portfolio management (PPM) is central for project-based firms to achieve structure and prioritization among multiple projects. Competitive pressures, emergence of new technology and constantly changing customer demand imply a dynamic nature of PPM that calls for adjustments to different situations. This paper investigates PPM challenges that a company in the lighting industry face during a technology transformation from fluorescent technology to LED technology. The technology transformation resembles a modular innovation and the question asked is: How does technology transformation influence the project selection process? The findings rest upon an in-depth case study where data was collected via narrative interviews with representatives having detailed insights into the company's PPM activities and decisions. The key findings from the study are: (1) When a company faces a technology, which involves most products in the portfolio to be converted to a new technology, the project selection focus shifts from “what products should be developed” to “in what order should the products be developed”. (2) The technology transformation might lead to that the planned order for carrying out projects can be frequently changed due to reprioritizations during project execution phase. Based on the key findings it can be concluded that PPM selection seems more dynamic than postulated in the literature. This paper contributes with increased insights into the dynamic nature of project selection, specifically related to a technology transformation situations characterized by modular innovation. Further studies are needed regarding effects of other kinds of technology transformations on project selection activities and decisions as well as other factors contributing to the dynamics of PPM.

This study sought to examine the relationship between project risk avoidance and project execution in the Nigerian oil and gas industry. Specifically, the study examined the relationship between project risk avoidance and four components of project execution (budget, quality, schedule and scope) among 51 oil and gas companies operating in Rivers State, Nigeria. To achieve this objective, 102 managing executives were given questionnaires, with 82 questionnaires correctly filled and returned. Data obtained were analysed using mean scores and Spearman’s rank order correlation analysis. The study found that projects risk avoidance was positively and significantly related to all four components of project execution. The main implication of this finding is that oil and gas companies need to invest heavily in innovative technologies and processes that will enhance their ability to avoid risk, thus improving the quality of projects they execute. Abstrak dalam Bahasa Indonesia.Studi ini berusaha untuk menguji hubungan antara proyek penghindaran risiko dan eksekusi proyek di industri minyak dan gas Nigeria. Secara spesifik, studi tersebut meneliti hubungan antara proyek penghindaran risiko dan empat komponen eksekusi proyek (anggaran, kualitas, jadwal dan ruang lingkup) di antara 51 perusahaan minyak dan gas yang beroperasi di Negara Bagian Rivers, Nigeria. Untuk mencapai tujuan ini, 102 eksekutif pelaksana diberikan kuesioner, dengan 82 kuesioner diisi dan dikembalikan dengan benar. Data yang diperoleh dianalisis menggunakan skor rata-rata dan analisis korelasi urutan peringkat Spearman. Studi tersebut menemukan bahwa penghindaran risiko proyek berhubungan positif dan signifikan dengan keempat komponen pelaksanaan proyek. Implikasi utama dari temuan ini adalah bahwa perusahaan minyak dan gas perlu berinvestasi besar-besaran dalam teknologi dan proses inovatif yang akan meningkatkan kemampuan mereka untuk menghindari risiko, sehingga meningkatkan kualitas proyek yang mereka j

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

En la medida que la ingeniería avanza en la búsqueda de una gestión más estratégica, brinda grandes virtudes que la empresa IC Constructora requiere incorporar para potencializar los proyectos con un trabajo en equipo y un sistema de conocimientos y experiencias, que actualmente son compilados, normados para una tarea exitosa y orientados para optimizar la eficiencia en el marco de una filosofía de calidad, como se reproduce en la guía de PMBOK. Asimismo, la naturaleza temporal de un proyecto, que tiene la definición de su inicio y fin, su alcance es cuando se logre el objetivo principal con eficiencia en todos sus aspectos de gestión, de allí la importancia de fundamentar la dirección del mismo.

This paper assesses the link between the effort to prepare investment projects and the effort to implement them. Effort is measured as the total number of staff hours devoted to the project preparation or execution stages. The analysis uses a pooled cross-sectional data set of Inter-American Development Bank investment projects approved after 2007 and closed by December 2018. The estimates show the association between preparation and execution effort controlling for project characteristics and country, sector, and time effects. Although one would expect, all else being constant, that more effort during the preparation stage would translate into less effort during execution, the estimates display a counter-intuitive positive relationship between preparation and execution effort. The conjecture in this paper is that the set of control variables fails to capture the effect of project-specific factors that may generate the co-movement between preparation and execution effort. Identifying, measuring, and accounting for these factors remains an open task.

The purpose of this study was to explore the factors through which the project implementation phase could be enhanced by cultural knowledge. The importance of studying this subject is that the exploitation of cultural knowledge (Hofstede & Hofstede 2005, Schwartz 1999, Ng et al. 2006, Hall 1976, Lewis 2006) and competence (Koskinen 2001) is still limited in the constantly increasing project-based business (Turner 1999, Artto et al. 2011, PMBOK 2004) in the international field. Two objectives exist in this study: understanding project complexity through the main challenges in project implementation and evaluating the impacts of the cultural factors behind them. We propose the multiple case study approach (Eisenhard & Graebner 2007, Yin 2014).The prominence of cultural knowledge in project implementation is difficult to determine, so the research design has exploratory features. Case project A was implemented in Sub-Saharan Africa and Case project B in the Near East. Interviewed managers worked either from distance and only visited the target country periodically or represented the perspective of an operational level manager working in the host country. The main cultural challenges that occurred in the projects are defined by these interviewees. This methodology gives evidence of the main challenges in the two case projects and clarifies the multiplicity of cultural issues in the project context. The importance of the subject was highlighted and the interviewed managers demonstrated that cultural knowledge can offer benefits. Numerous studies exist concerning the challenges in the project business (Deresky 2014, Turner 1999). The outcomes of the research stressed the uniqueness of projects and the situational need for cultural knowledge. The results highlighted the pervasive nature of culture in the international playing field. Companies are obliged to adjust their operations according to environments with multifaceted requirements. National cultures not only

A project manager’s responsibility by and large as a leader is to guide the entire project team, to work towards successful completion of a project according to the predetermined goals. This research study looks into the connection between project planning and project success taking the case of a construction project. This was done by examining to what extent project planning plays a significant role in ensuring a project attains success status. The major aspects of project planning were examined and they include; requirements definition along with development of project specifications as well as project management processes and benefits of project planning. These pivotal aspects of project planning were analysed with respect to project success as far as the end user, the stakeholders and the entire project team are concerned. A number of researchers indicated that at the project planning stage it is quite challenging for the project team, particularly to accurately determine actual project tasks needed to complete a project. However, in reality project planning ensures fundamental facts about a project such as scope, schedule, design and quality likewise budgets are projected for the entire project life, this in turn impacts the rest of the project phases. This is the case as the project plan documents and guides the execution of project activities while taking into account constraints such as time and quality among many others. In the end, this research has established that given the impact of project planning in every project stage and if done well, it can be a good platform to ensure the project team and project activities continually pull in the same direction to make a project successful. More importantly, project success implies a number of things to the project stakeholders, so a broad definition of project success has to be taken into account when embarking on a project.

Construction Management and Engineering, Structural Engineering, Civil Engineering and Geosciences

A project manager’s responsibility by and large as a leader is to guide the entire project team, to work towards successful completion of a project according to the predetermined goals. This research study looks into the connection between project planning and project success taking the case of a construction project. This was done by examining to what extent project planning plays a significant role in ensuring a project attains success status. The major aspects of project planning were examined and they include; requirements definition along with development of project specifications as well as project management processes and benefits of project planning. These pivotal aspects of project planning were analysed with respect to project success as far as the end user, the stakeholders and the entire project team are concerned. A number of researchers indicated that at the project planning stage it is quite challenging for the project team, particularly to accurately determine actual project tasks needed to complete a project. However, in reality project planning ensures fundamental facts about a project such as scope, schedule, design and quality likewise budgets are projected for the entire project life, this in turn impacts the rest of the project phases. This is the case as the project plan documents and guides the execution of project activities while taking into account constraints such as time and quality among many others. In the end, this research has established that given the impact of project planning in every project stage and if done well, it can be a good platform to ensure the project team and project activities continually pull in the same direction to make a project successful. More importantly, project success implies a number of things to the project stakeholders, so a broad definition of project success has to be taken into account when embarking on a project.

Construction Management and Engineering, Structural Engineering, Civil Engineering and Geosciences

Fluor Corporation executive to give Vecellio LectureBlacksburg, VA , September 16, 2013 Virginia Tech College of Engineering Bob Prieto, senior vice president, Fluor Corporation, will present the 2013 Vecellio Distinguished Lecture, titled “Black Holes, Black Swans, Black Magic: the Emerging Arts of Project Execution,” on Friday, Oct. 11 at 4 p.m. in Torgersen 2150. His talk will provide a whirlwind tour of some of the growing challenges in construction project execution and some of the emerging “arts” that might come to the rescue, Prieto said. “The lecture will look at three broad challenges represented by black holes, black swans, and black magic, and suggest how our perceptions and tools must change to meet these challenges head on.” Prieto is responsible for Fluor’s strategy for the firm’s industrial and infrastructure group. This group encompasses three major business lines: infrastructure with an emphasis on public – private partnerships; mining; and industrial. He consults with owners of large engineering and capital construction programs across all of the firm’s market sectors in the development of programmatic delivery strategies. Prior to joining Fluor, he served as chair of Parson Brinckerhoff. Prieto is the author of Strategic Program Management, The Giga Factor, and Topics in Strategic Program Management, as well as more than 450 other papers and presentations. He is a member of the American Society of Civil Engineers’ Industry Leaders Council, National Academy of Construction, and a Fellow of the Construction Management Association of America. Until 2006 he served as one of three U.S. presidential appointees to the Asia pacific Economic Cooperation Business Advisory Council. A $1 million endowment was provided to the Construction Engineering and Management Program in Virginia Tech's Via Department of Civil and Environmental Engineering by the Vecellio Family Foundation and individual family members: the late Mrs. Leo (Evelyn) Vecellio, Sr.; Leo and Ka

Fluor Corporation executive to give Vecellio LectureBlacksburg, VA , September 16, 2013 Virginia Tech College of Engineering Bob Prieto, senior vice president, Fluor Corporation, will present the 2013 Vecellio Distinguished Lecture, titled “Black Holes, Black Swans, Black Magic: the Emerging Arts of Project Execution,” on Friday, Oct. 11 at 4 p.m. in Torgersen 2150. His talk will provide a whirlwind tour of some of the growing challenges in construction project execution and some of the emerging “arts” that might come to the rescue, Prieto said. “The lecture will look at three broad challenges represented by black holes, black swans, and black magic, and suggest how our perceptions and tools must change to meet these challenges head on.” Prieto is responsible for Fluor’s strategy for the firm’s industrial and infrastructure group. This group encompasses three major business lines: infrastructure with an emphasis on public – private partnerships; mining; and industrial. He consults with owners of large engineering and capital construction programs across all of the firm’s market sectors in the development of programmatic delivery strategies. Prior to joining Fluor, he served as chair of Parson Brinckerhoff. Prieto is the author of Strategic Program Management, The Giga Factor, and Topics in Strategic Program Management, as well as more than 450 other papers and presentations. He is a member of the American Society of Civil Engineers’ Industry Leaders Council, National Academy of Construction, and a Fellow of the Construction Management Association of America. Until 2006 he served as one of three U.S. presidential appointees to the Asia pacific Economic Cooperation Business Advisory Council. A $1 million endowment was provided to the Construction Engineering and Management Program in Virginia Tech's Via Department of Civil and Environmental Engineering by the Vecellio Family Foundation and individual family members: the late Mrs. Leo (Evelyn) Vecellio, Sr.; Leo and Ka

The accident rate in the Malaysian construction industry is among the highest compared to other developing countries. The Malaysian government has recommended the self-regulation of safety management systems (SMS) for construction projects with the hope of improving the situation; however, the readiness of the local contractors to implement SMS is questionable. This research investigated the systemic issues of contractors in processing plants, during SMS development and implementation. Firstly, a literature review has surveyed the scenario of the construction supply chain as well as enabling an understanding of its impact on SMS implementation during project execution in the processing plants. Secondly, this paper has identified factors influencing SMS implementation through in-depth semi structured interview. Data were analyzed through grounded theory analysis method. The findings of this research appear to show that many obstacles encountered by contractors are interlinked, including cultural factors, working conditions and the organizational process.

The accident rate in the Malaysian construction industry is among the highest compared to other developing countries. The Malaysian government has recommended the self-regulation of safety management systems (SMS) for construction projects with the hope of improving the situation; however, the readiness of the local contractors to implement SMS is questionable. This research investigated the systemic issues of contractors in processing plants, during SMS development and implementation. Firstly, a literature review has surveyed the scenario of the construction supply chain as well as enabling an understanding of its impact on SMS implementation during project execution in the processing plants. Secondly, this paper has identified factors influencing SMS implementation through in-depth semi structured interview. Data were analyzed through grounded theory analysis method. The findings of this research appear to show that many obstacles encountered by contractors are interlinked, including cultural factors, working conditions and the organizational process.