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The returns from public investment, especially during periods of scaling up, are often lower than expected. To understand the mechanisms behind this regularity we exploit original information on investment projects obtained from World Bank project reports to document the extent and the drivers of time delays in project implementation. We find that almost 60 percent of investment projects are delayed by at least one year. Time overruns are common across sectors and countries. A sound planning and preparation matter for the timing of project execution. Country characteristics also play a role, as projects undertaken in countries with weaker institutions and in periods of public investment scaling up are completed with longer delays.

Despite significant worldwide growth in ISO 14001 standard adoption by construction firms, limited research exists on issues related to the implementation of environmentally sustainable practices and their associations with ISO 14001 certification. This article reports the results of an empirical study examining the implementation of environmentally sustainable practices, the link between their usage frequencies and ISO 14001 standard adoption, and the association between having this standard and firm size. The methodological approach involved interviews followed by a structured questionnaire to collect data from 259 construction firms in the United Arab Emirates. The results indicate that (1) environmentally sustainable practices have not been used extensively and those that have been implemented have varying usage frequencies, (2) adoption of the standard has been accompanied by partial improvement in the usage frequencies of the practices, and (3) there is no association between firm size and adoption of the standard. These findings can serve as a guide for policymakers as well as project managers in construction firms that are interested in implementing environmentally sustainable practices and those that are planning to invest in ISO 14001 certification.

Project construction is a dynamic and complex system that involves many parties from the planning stage to the project handover stage. The problems that arise are varied and generally vary from one project to another, but these problems affect project performance. Project performance is assessed from the time of project execution, the quality or quality of the project and the costs used in the construction project. Problems that arise in a project often lead to an extension of the project implementation time, additional project costs and work results that do not match the quality of the agreement. This study aims to determine the influence of the internal and external environment on project performance, especially the electricity system development project in Borneo. Internal and external environmental factors are taken from related studies as well as previous research that has been carried out in various countries and regions. It can be concluded that economic and financial factors (X1), technology factors and construction resources (X2) and project organizational culture factors (X3) are the factors causing project performance problems (Y).

The focus of this study is to examine the relationship between project risk mitigation and project execution in the Nigeria oil and gas industry. Specifically, the study examines the extent of contribution of project risk mitigation in realising project budget, quality, schedule and scope during execution. In pursuant of these objectives, survey research design was used. 102 questionnaires were administered to the Managing Directors or Chief Operating Officers and project or operations managers of the selected companies. Eighty two questionnaires were validly retrieved and used for data analysis. Data obtained were analysed mean and Spearman’s rank order correlation analysis. The study found that projects risk mitigation was significantly and positively related to project execution in terms of budget, quality, schedule and scope. The study therefore recommends that there should be a holistic integration and constant improvement of project risk mitigation strategies which will help improve the quality of projects executed in the Nigerian oil and gas industry.

This paper was prepared to introduce the importance of knowledge and awareness by adhering to international standards when establishing large economic projects (> 1.0 m $) through preparing a detailed feasibility study. This includes all stages of the project (from idea to operation) and identifies project outputs and indicators of success, in order to establish best projects and for the optimal use of public money, based on a comparison and clarification with some successful projects to benefit from their experience. In fact, most projects in the Sudan are not studied and implemented according to a disciplined professional hierarchy and international standards, which often leads to their failure. Therefore, defining this problem and describing the solution should be a professional duty, the greater of which is located in the economic, engineering, the administrative, and the executive sectors, but the opinion of the civil engineer still remains as a key factor from the idea to the operational (Rule of Thumb). To solve this problem, we proposed simple guidelines for establishing projects from the idea to the operating, benefiting from our experience with the Ministry of Finance and Economic Planning and the Islamic Development Bank, and guidelines from consultant homes and financing institutions in this regard. Finally, we think that our suggested guidelines can be used as basic platform for all those involved and those in charge of these projects, so that the Ministry of Finance and Economic Planning (the largest financier) can end up as binding directors (along the lines of purchase and contracting laws and regulations) to obtain the funding required to implement projects public financed with loans or grants by global or local funding agencies.

In this paper, an evolutionary game was developed and used to simulate interactions among the key stakeholders associated with the monitoring and control of environmental impact of the projects. Th...

Leadership is critical for the functioning of society and of any organization, and the effectiveness is incumbent on leader and follower congruence. The effectiveness of a leader is therefore inevitably contingent to the leader’s ability to develop a balance between the objectives of the followers, the leader and the organization. This is compounded by the factors that inform leader behavior, follower expectation and the tasks to be performed. Chief amongst these would be culture, religion, levels of follower education, and the tasks to be performed. The Gaza Strip is a heavily militarized, paternalistic and strongly religious environment, allowing for an environment that encourages transactional leadership. The research sought to establish the acceptability of transactional leadership at a large telecommunications organization in the Gaza Strip. The target population was employees of the organization and their perceptions about transactional leadership. The findings indicate a high acceptability of transactional leadership style by the employees of the organization.

A atratividade de um projeto é verificada por meio da compatibilidade das demandas do projeto às capacidades organizacionais da instituição responsável pela sua execução. Deste modo, a análise da atratividade de um projeto é essencial para a gestão de portfólio, aumentando as chances de sucesso do empreendimento. Entretanto, poucas pesquisas analisam a atratividade de projetos sob uma ótica ampla, além da atratividade financeira, como verificado nos resultados da revisão sistemática de literatura conduzida nesta pesquisa. Assim, este trabalho propõe uma metodologia para avaliação da atratividade de projetos baseada no método hierárquico-fuzzy, considerando a atratividade sob os aspectos técnico-econômico, socioambiental e estratégico. O método é utilizado para compilar notas atribuídas a indicadores referentes a tais critérios, considerando diferentes pesos e incertezas inerentes a projetos. A metodologia foi aplicada a 13 projetos de infraestrutura rodoviária executados no Brasil, estimando-se seus índices de atratividade. Os resultados são comparados a avaliações gerais realizadas após a execução destas obras. Deste modo, foi possível identificar o valor do índice de atratividade a partir do qual as obras apresentaram resultados negativos, possibilitando a sugestão de um Índice de Atratividade mínimo. Enfim, a metodologia proposta é simples, flexível e pode ser amplamente empregada em diversos setores devido a sua praticidade de aplicação. O índice de atratividade proposto pode ser uma ferramenta versátil para auxiliar os gestores de projeto e de portfólio na tomada de decisão quanto a avaliação de execução de projetos.

Ten years ago, a study commissioned by the President of the Federal Government of Nigeria identified that 11,886 large government projects of a total of 19,000 since Nigeria’s independence in 1960 not only failed but were abandoned. This abandonment rate of 63% of all government projects implies a severe problem in driving economic prosperity. With the global economic fragmentation, international help is fast disappearing; further adding to this is the COVID 19 pandemic. Project failure in Nigeria contributes to declining government legitimacy. The current investigation focuses on the management needs of government projects in order to succeed --- what resources, governance, and expertise and partnerships can support government infrastructure projects in helping the growing population to achieve economic development: roads, bridges, airports, power generation and transmission, hospitals, telecommunications networks, and so on. Governments are responsible for providing (or enabling the provision of) such infrastructure. Governments that do not offer these infrastructures limit economic and social development. Unfortunately, the ability of successive Nigerian governments to successfully deliver infrastructure development projects has been poor. This investigation asks why this is the case and seeks to offer recommendations to improve this situation. The work approached a mixed-method strategy of investigation: first, a unique detailed data set has been collected with 55 data points each on 19 abandoned and 19 completed projects (where there exists no systematic data on government projects in Nigeria). The econometric analysis of these data identifies the size of the economic levers that the success variables represent – making moderate improvements can (as suggested by the project sample) save hundreds of millions of dollars for a single project. Second, complementing the econometric analysis, 11 detailed case studies (of projects among the 38 on which quantitative data have been collected) demonstrate the causal “stories” of events and show the success drivers "live" – what it “looks like on the ground” when project success variables are missing and how the variables interact. Within about 100 variables that have been identified by previous literature as “generic” error sources in large projects, the investigation empirically identifies a small number of common themes that connect abandoned projects in Nigeria: underdeveloped financial planning combined with centralized decision-making, and corruption. Centralized decision-making (by the president or governor or a small group of connected people) results in projects emerging from the president desk rather than from careful plans. Widespread corruption not only inflates costs but also “poisons” the effectiveness of other management decisions. In order to address the problems, the study recommends several short-term measures, such as high-level political priorities, institutional changes, and portfolio planning and budgeting. Institutionally, the study proposes establishing a new Ministry of Large Projects focusing on Project Execution, project audit, and fraud protection., Self-funded

Поднимается проблема изученности наследия русской церковной архитектуры, которая напрямую связана с требованиями идентичности и практикой воссоздания утраченных памятников. Работа является первым историко-архитектурным исследованием Вознесенской церкви в Ливадии (1869-1876, разобрана в 1929, воссоздание начато в 2016). Обозначены черты, характерные для императорского искусства, присущие храмам Ливадии, архитектуре Владимирского собора в Херсонесе. Вознесенская церковь рассматривается в контексте становления византийского стиля в русской архитектуре эпохи историзма. Раскрывается история и символика названия Ливадия, методы и характер обращения архитекторов и заказчиков к традиции древних византийских и греческих храмов. Показаны основные этапы составления проекта и ход строительства Вознесенской церкви, приводятся данные об освящении храма и учреждении церковного причта. Публикуются проекты архитекторов И. А. Монигетти и А. Г. Венсана. Выдвигается гипотеза о создании Вознесенской церкви в Ливадии с опорой на образец кафоликона монастыря Осиос Лукас и памятники Афона. В основу изысканий положены вновь выявленные архивные материалы, проектные чертежи, рисунки, старые фотографии. In the article the author rises the problem of Russian church architectural heritage studies. This problem is directly linked to the practice and requirements of lost monuments’ identity restoration. This paper is the first historical and architectural study of the Church of the Ascension in Livadia (1869-1876, deconstructed in 1929, restoration began in 2016). The author highlights the characteristic features of the Imperial art common for Livadia churches and the architecture of Saint Vladimir Cathedral in Chersonese. The Church of the Ascension is analyzed in the context of the formation of Byzantine style in Russian architecture of the ageofhistoricism. The article explicates the history and the symbolism of Livadia name as well as the methods and the character of architects and commissioners’ use of Byzantine and Greek churches tradition. The author shows the main stages of project development and construction of the Church of the Ascension, brings data on the dedication of the church and on the church pricht establishing. The article features Monighetti’s and Vincent’s published projects. The author hypothesizes that the construction of the Church of the Ascension in Livadia was inspired by the catholicon of Hosios Loukas monastery and Athos monuments. The study is based on the newly discovered archive materials, project drafts, pictures, old photographs.

espanolRESUMEN El recorrido historico de la construccion y manejo de la Acequia Tabacundo y del Proyecto de Riego Cayambe Pedro Moncayo en el siglo XX, permite visualizar el complejo desarrollo local que se establece en este territorio, como efecto de los cambios de legislacion, institucionalidad y economia nacionales, esta ultima dependiente de los flujos de los mercados especialmente internacionales. Este analisis fortalece la comprension y reflexion de los resultados e impactos de estos procesos, mediante la revision empirica de documentos disponibles e informacion lograda directamente con los representantes territoriales relacionados a la administracion de la Acequia y ejecucion del Proyecto. Los dos modelos de administracion de la Acequia Tabacundo y el devenir del moderno Proyecto creados durante el siglo pasado, determinan caracteristicas propias y especificidades, que responden a la coexistencia local de diferencias y desarrollos combinados, especialmente a nivel productivo y social. Los conflictos por el manejo del recurso agua son evidentes al terminar el siglo XX, particularmente entre la gestion y prestacion del servicio de riego de la Acequia, por parte de la administracion municipal de Pedro Moncayo, y los diferentes consumidores del riego del territorio. Profundizando su convergencia o diferencias con la misma institucionalidad local y provincial que iniciaron la construccion del Proyecto de Riego Cayambe Pedro Moncayo. EnglishThe historical construction and management trajectory of Tabacundo’s acequia and the Cayambe Pedro Moncayo Irrigation Project in the twentieth century, allows us to visualize the complex local development established in this territory, as a result of changes in legislation, institutionality and national economy. This analysis strengthens these processes results and impacts understanding and reflection of, through the empirical review of available documents and information obtained directly with the territorial representatives related to the administration of the Acequia and project execution. Tabacundo’s Acequia two management models identified during the last century and the future of the modern project, determine their own characteristics and specificities, which respond to the local coexistence of differences and combined developments, especially at the productive and social level. The conflicts over the water resource management are evident at the end of the 20th century, particularly between the management and service provision of the Acequia irrigation service, by the municipal administration of Pedro Moncayo, and the territory´s different service consumers. Deepening their convergence or differences with the same local and provincial institutions that now begin the Cayambe Pedro Moncayo Irrigation Project construction.

In the resource levelling problem (RLP) under uncertainty, existing studies focus on obtaining an open-loop activity list that is not updated during project execution. In project management practic...

Managing project scope, time, and cost in an agile project planning are considered to be key influencing factors for a project's success. A large quantum of work and literature shows how agile with its iterative project execution methodology has produced a large number of successful projects over the last two decades, especially in the IT sector. However, the concern regarding applicability of this highly successful project execution methodology in industrial sectors other than IT has been a question to which researchers are trying to find an answer. The solution to this problem would require covering all aspect of project management through which an answer for its applicability could be provided. This study identifies the possible issues and proposes an agile plus limited to scope, time, and cost knowledge area of project management. The results are obtained from the extensive empirical findings gathered using literature study, interviews, and surveys. Further, the empirical findings and proposed model are quantitatively validated, which came out to be in accordance with the literature and empirical findings.

Fatores que influenciam no risco de extracusto na execução de projetos atraem a atenção de muitos pesquisadores. Porém, cada estudo disponível na literatura foca seus esforços no entendimento de alguns fatores avaliados como relevantes no contexto do problema daquele estudo e, normalmente, sem considerar as interações entre fatores. Esta lacuna de consideração pode levar a conclusões imprecisas sobre os potenciais danos causados pelos problemas que ocorrem ao longo do ciclo de vida do projeto, prejudicando a assertividade no processo de tomada de decisão e representando potencial risco adicional à performance do projeto. O objetivo deste estudo é identificar e integrar, de forma sistêmica, os fatores e respectivas relações causais que influenciam no risco de extracusto de execução em empresas baseadas na venda de projetos. Para tal, realizou-se uma revisão sistemática da literatura (RSL), e as relações entre os fatores identificados foram integradas em um diagrama causal, por meio de uma abordagem sistêmica. Os resultados obtidos podem contribuir para melhor compreensão do complexo sistema que envolve o fenômeno do extracusto e suportar um processo de tomada de decisão mais assertivo. Ao final, apresentam-se algumas limitações e possibilidades de sequência de estudos, por exemplo, o desenvolvimento de um sistema de predição de risco de extracusto, baseado em Redes Neurais Artificiais (RNA).

Innovation activities represented by Six Sigma (6σ) led to improvements not only in manufacturing industries but also in various business fields. In the aviation industry, Six Sigma has been used as a tool of innovation since the beginning of 2000, and it has developed into a comprehensive form of innovation activity that includes various improvement tools. In this study, the innovation activities in K company that is a representative company of aviation industry are summarized in the last 10 years, and the effectiveness of the innovation tools and the performance of the tasks are also analyzed. The results of 2,091 projects over the past decade have been analyzed from various perspectives. First, we found out the tools that were used frequently at each DMAIC step, showed their frequency, and analyzed the evaluation results for the project. The project was evaluated from grade 1 (highest level) to grade 7 (lowest level) with an average grade of 4.1 for the overall project. The evaluation grades of the projects were compared and analyzed in terms of the qualifications of the leader, the roadmap for the implementation of the project, the financial effect, the size of the financial effect, the business classification, and the project execution period. These results may suggest new perspectives for companies considering or adopting innovation programs.

Ten years ago, a study commissioned by the President of the Federal Government of Nigeria identified that 11,886 large government projects of a total of 19,000 since Nigeria���s independence in 1960 not only failed but were abandoned. This abandonment rate of 63% of all government projects implies a severe problem in driving economic prosperity. With the global economic fragmentation, international help is fast disappearing; further adding to this is the COVID 19 pandemic. Project failure in Nigeria contributes to declining government legitimacy. The current investigation focuses on the management needs of government projects in order to succeed --- what resources, governance, and expertise and partnerships can support government infrastructure projects in helping the growing population to achieve economic development: roads, bridges, airports, power generation and transmission, hospitals, telecommunications networks, and so on. Governments are responsible for providing (or enabling the provision of) such infrastructure. Governments that do not offer these infrastructures limit economic and social development. Unfortunately, the ability of successive Nigerian governments to successfully deliver infrastructure development projects has been poor. This investigation asks why this is the case and seeks to offer recommendations to improve this situation. The work approached a mixed-method strategy of investigation: first, a unique detailed data set has been collected with 55 data points each on 19 abandoned and 19 completed projects (where there exists no systematic data on government projects in Nigeria). The econometric analysis of these data identifies the size of the economic levers that the success variables represent ��� making moderate improvements can (as suggested by the project sample) save hundreds of millions of dollars for a single project. Second, complementing the econometric analysis, 11 detailed case studies (of projects among the 38 on which quantitative data have been collected) demonstrate the causal ���stories��� of events and show the success drivers "live" ��� what it ���looks like on the ground��� when project success variables are missing and how the variables interact. Within about 100 variables that have been identified by previous literature as ���generic��� error sources in large projects, the investigation empirically identifies a small number of common themes that connect abandoned projects in Nigeria: underdeveloped financial planning combined with centralized decision-making, and corruption. Centralized decision-making (by the president or governor or a small group of connected people) results in projects emerging from the president desk rather than from careful plans. Widespread corruption not only inflates costs but also ���poisons��� the effectiveness of other management decisions. In order to address the problems, the study recommends several short-term measures, such as high-level political priorities, institutional changes, and portfolio planning and budgeting. Institutionally, the study proposes establishing a new Ministry of Large Projects focusing on Project Execution, project audit, and fraud protection.

Evaluation of time-related risks often leads to changes and adjustments in construction schedules, but this influential process is not extensively mapped in literature because of the unstructured data. This absence causes information deficiency and confusion in communication, which, in turn, affects project planning and control, and hinders knowledge sharing and management. This research aims to investigate the obstacles in project execution with the assumption that a decision tree model can map user needs and trace workflows. To understand user needs, we first recorded the focus group discussions followed by semi-structured interviews, then transcribed them into a combined script of 120,000 words. Meanwhile, the prevailing standards of project execution were diagrammed to define ten interconnected categories and derive the workflow schemes to obtain a novel decision tree model, which was used together with the interview data to validate the probabilities and the weighted significance values. The next step was to quantify and prioritize the exact user needs and data specifications of the industry professionals during project execution. After the verification with the invited expert panel, the results show that the most predominant urgencies of time-related risk management are (1) the decision support tools using automated functions to check schedule logic and evaluating risks, (2) preparation assistance for risk communication, and (3) generation of risk mitigation scenarios. The findings can help to line up software development steps for scheduling programs and improve the quality of the risk response strategies for construction projects. One limitation of the current work is the sample size of interviewees, which could be enhanced by designing a questionnaire based on the findings and survey the construction industry.

Probabilistic Monte Carlo simulations are often used to determine a project's completion time given a required probability level. During project execution, schedule changes negatively affect the probability of meeting the project's completion time. A manual trial and error approach is then conducted to find a set of mitigation measures to again arrive at the required probability level. These are then implemented as scheduled activities. The mitigation controller (MitC) proposed in this paper automates the search for finding the most cost-effective set of mitigation measures using multiobjective linear optimization so that the probability of timely completion remains at the required level. It considers different types of uncertainties and risk events in the probabilistic simulation. Moreover, it removes the fundamental modeling error that exists in the traditional probabilistic approach by incorporating human control and adaptive behavior in the simulation. Its usefulness is demonstrated using an illustrative example derived from a recent Dutch construction project in which delay is not permitted. It is shown that the MitC is capable of identifying the most effective mitigation strategies allowing for substantial cost savings.

Currently, facility design standardization is a well-established and quotidian strategy, especially in the manufacturing and shipbuilding industries. Even so, the construction industry, spe...

After project agreement and before Starting BIM process, it is recommended to prepare a BIMproject execution plan (PxP or BxP).The BIM plan should outline the overall vision withimplementation details to be as a clear guide to all project stakeholders.The BIM Execution Planis a living document should be developed by the project BIM manager and refined throughout theproject’s life cycle.There are some steps procedure to develop a detailed BIM plan, starting fromidentifying the appropriate BIM goals and uses, designing BIM process maps, and identifying thesupporting infrastructure to successfully implement the plan.The plan should be prepared bydesigner lead company in accordance with all parties’needs, and should be a restricted referenceto be followed by all. قبل البدأ في تنفيذ أي مشروع بواسطة نمذجة معلومات البناء وبعد توقيع العقد مباشرة يجب وضع خطة عمل واضحة وشاملةلتکون دليلا لجميع أطراف المشروع. ويجب الأخذ في الاعتبار أن ھذه الخطة تخضع للتحديث الدوري بواسطة مديرنمذجةمعلومات البناء تبعا لاحتياجات المشروع وظروفھ عبرمراحلھ المختلفة.وتمر خطة الإعداد بعدة مراحل ابتداء من تحديد الھدف والرؤية الشاملة لتنفيذ المشروع بواسطة نمذجة معلومات البناء وحتىصياغة خطة تنفيذ المشروع بنمذجة معلومات البناء لتکون بمثابة مرجع موحد لجميع أطرف المشروع يلتزمون بھ جميعا.

Purpose The purpose of this paper is to improve students’ problem-solving skills in civil engineering and construction management education. Design/methodology/approach The design includes structured role-playing as a pedagogical method in 21 project teams with a total of 82 undergraduate students at Chang’an University, China, in a nine-week Building Information Modeling (BIM) capstone course. The methodology is a teaching–learning experiment in a civil engineering education program with a detailed description of the empirical case and assessment instruments. The approach is to train project execution planning in a capstone course by role-playing with a real-world project using the procedures of the BIM Project Execution Planning Guide (PEPG) and process mapping. Findings The study finds that students can significantly improve their problem-solving skills through planning and role-specific communication during projects. Research limitations/implications The research sample needs to be expanded from senior-level undergraduate students to consider the different backgrounds and motivations of students. Practical implications This pedagogy is helpful to educators who are interested in group learning with a real-world project; the procedures of BIM PEPG; self-chosen responsibilities within a capstone course time framework; raising the awareness of the importance of planning; information exchange; and team cooperation. Originality/value This paper fulfills an identified need to study how role-playing in information and technology rich environments can be structured.

Although foreign multinational enterprises (MNEs) often collaborate with firms in emerging markets to help execute capacity expansion projects, the current literature does not adequately explain what factors influence execution performance of such projects. Drawing on the cultural difference- and partner selection literature we investigate in this paper how cultural distance (CD) between MNE’s home and host nation, and business-group (BG)-affiliation of host country partner influence duration and completion-likelihood of capacity expansion projects. Our analysis reveals that high CD is associated with lower project-duration and greater likelihood of project-completion. Results further suggest that BG-affiliation is associated with greater likelihood of project-completion. In addition, we find that BG-affiliation negatively moderates the relationship between CD and project-duration. These findings are new to the literature and enhances our theoretical and practical understanding of project execution in emerging markets.

Purpose Monitoring and evaluation (M&E) of projects is a very important aspect of project execution and management. This is because proper M&E practices have a significant effect on the successful delivery of projects. The purpose of this paper is to examine the impact of project M&E practices on construction project success criteria. Design/methodology/approach Structured questionnaires were used to solicit the views of project professionals in the Ghanaian construction industry. The questions were developed through critical review of literature and complemented with a pilot interview on the subject. This paper utilized a partial least square–structural equation modeling (PLS–SEM) to establish the impact of project M&E practices (constructs) on project success based on the hypothesis. Findings Results showed that M&E practices had a positive statistical significant relationship with construction project success criteria. In addition, health and safety performance and project scope showed a strong significant relation with M&E practice, implying that, in developing countries, these two main constructs should be given critical attention in achieving project success. Practical implications The findings of this study may be useful to organizations in determining M&E techniques that are relevant and contribute highly to project success. This may go a long way to increase productivity and accelerate the rate of successful project delivery. Originality/value The application of rigorous analysis, PLS–SEM, gives a more reliable information on M&E practices that can ensure successful delivery of construction projects.

The recent advancements in the project execution thinking and the growing levels of large capital-intensive investment projects in construction have led to increased attention to the ‘collaboration...

This paper considers the problem of temporary shortage of some resources within a project execution period. Mathematical models for two different cases of this problem are established. Semidefinite relaxation technique is applied to get immediate solvent of these models. Relationship between the models and their semidefinite relaxations is studied, and some numerical experiments are implemented, which show that these mathematical models are reasonable and feasible for practice, and semidefinite relaxation can efficiently solve the problem.

2019 marked the start of an active phase of national projects implementation in Russia. The author uses official quantitative data from open sources to examine the features of federal support allocation among Russian regions for national project execution. The methodology and legal framework of federal transfer allocation for national project accomplishment are analyzed. The research shows that in many aspects the regime of grant financing in national projects has a number of advantages and preferences in comparison with the “standard” schemes and approaches. The author proposes formalized approaches to assess the potential impact of federal financial support for national projects on the regional budgets. The article contains recommendations for implementation of wide-purpose grant for national projects funding based on their consolidation and suggestions for optimization of administrative procedures. The author concludes that the allocation of intergovernmental transfers for national projects among regions in general reflects the fiscal capacities of regions and meets the differentiation in budget costs among them. At the same time, some regions increased the revenue base on a larger scale due to the implementation of national projects. On the other hand, it is possible to determine a group of regions with the deficit of current federal aid and preconditions for additional support.

This study aimed to optimize the cost and time of implementation of development projects in residential homes Citraland located in the town of Palu subdistrict villages Mantikulore Tondo. Completion of construction of residential houses has been delayed time of completion of the construction. This leads to greater costs incurred in development projects. Therefore, to solve these problems is necessary to analyze the optimization of project time to determine how long a project is completed. Optimization of costs and project execution time is calculated using the Critical Path Method (CPM). The method is based on the results obtained, namely the normal completion time of the project for 69 weeks with a total cost of Rp. 297,887,212.00. Aftertime optimization through crashing eachthe implementation of the activities of the development to 48 weeks with a total cost of Rp. 350,261,175.00. The probability of completion of project design development using methods Program Evolution and Review Technique (PERT) is great opportunity to complete the project work for 48 weeks amounted to 93.19%

Summary The Gulf War conflict of 1991 turned Partitioned Zone (PZ) of the Kingdom of Saudi Arabia and the State of Kuwait into a high-risk area with regards to Unexploded Ordnance(UXO) and Explosive Remnants of War (ERW). A large national and international effort has previously cleared UXO/ERW from most of the country, but to date UXO/ERW is still found because of the dynamic nature of the environment. During 2014–16, a high resolution, multi-azimuth 3D seismic Survey was completed utilizing 168,000 UniQ channels, with 20 DX-80 vibrators, shooting flip flop with four fleets 24/7, covering approximately 4,612 km2 (5,346 km2 including the 2 zippers). The survey was planned to satisfy the geological objectives, safety and security threats, and restricted access due to oil production facilities. An innovative two-phase risk-based approach was implemented to ensure personnel and operational safety while maximizing seismic production. A total of 551 days was spent for UXO/ERW identification, with a total of 82 UXO found and destroyed. The seismic acquisition project of more than 100 vehicles and 600 personnel was completed without any incidents or accidents and a high standard of verification was maintained throughout the project execution.

Economic growth and urbanization in developing countries lead to significant construction activities that generate a huge amount of waste, which is a key problem in various cities. In this regard, managing waste should become an important and integrated task in project execution. This study aims in examining waste generated from construction activities of high-rise residential building projects in Hyderabad, India with focus on two main materials of construction projects: reinforcement bar and concrete. The research follows qualitative approach by using two high-rise residential building as the case studies. Site observations on the activities related to the two materials were carried out. The results of the site observations were used as inputs to interview three project personnel of each case study for clarifications on the observations and to have in-depth exploration and understanding of the observations. The result of each project was presented, and cross-case analysis was conducted to compare similarities and differences on the factors related to the waste generation.

The returns from public investment, especially during periods of scaling up, are often lower than expected. To understand the mechanisms behind this regularity we exploit original information on investment projects obtained from World Bank project reports to document the extent and the drivers of time delays in project implementation. We find that almost 60 percent of investment projects are delayed by at least one year. Time overruns are common across sectors and countries. A sound planning and preparation matter for the timing of project execution. Country characteristics also play a role, as projects undertaken in countries with weaker institutions and in periods of public investment scaling up are completed with longer delays.

Objectives/Scope: CapEx Project delivery in the Oil and Gas industry is markedly underperforming other industries. McKinsey and IHS have reported that for projects over $1BN:98% of Projects incur cost overruns or delaysThe average cost increase is 80% of the original valueThe average slippage is 20 months behind original schedule The advent of "Industry 4.0" is highlighted by the adoption of integrated technology and software tools that focus on management of data across entire projects teams. This has enabled a leap in project execution performance in Aerospace, Manufacturing, and Agriculture. This paper investigates how the current Oil and Gas project execution methodologies can also be enhanced to leverage an Industry 4.0 strategy. This approach has been dubbed EPC 4.0. Methods, Procedures, Process Through a process of dissecting existing workflows, business processes, contracting strategies, organizational structures, and information management practices used in capital project execution, the authors have proposed revised practices leveraging digital technology capabilities. These practices take advantage of systems that bring true data integration between all project tools, leveraging a single source of truth that can be visualized in 1D (data), 2D (schematics) or 3D (model), 4D (time) and 5D (cost) enabling project analytics and collaboration between all project disciplines, project teams and project stakeholders. Results, Observations, Conclusions The result is an EPC 4.0 blueprint. A series of recommended best practices that are enabled by moving to a unified data centric strategy that will enhance project outcomes. The paper will cover the impact that EPC 4.0 has onContracting Methodologies and Project Team StructuresData Management and data centric workflows/business processesConceptual/Front End Design MaturityEnhanced project oversight, reporting and managementProject collaboration within teams and between organizationsEnhanced Change ManagementPreparation for handover to operations Early adopters of an EPC 4.0 strategy are seeing immediate results. Typical savings are a 50% reduction in engineering in costs or 5% reduction in CapEx. In addition, higher quality output from engineering flows through to procurement, construction, and commissioning yielding a further 10% CapEx savings. More importantly, predictability in project outcomes have significantly increased with teams more effectively able to mitigate and manage cost overruns and schedule delays. Novel/Additive Information The key innovation at the heart of the of EPC 4.0 strategy is the stripping away of the project practices that have built up over the years to mitigate the complexity and volume of information generated during capital project execution. By centralizing and simplifying data management, project contributors can focus on their principal role. For example, engineers can focus on engineering tasks, not on information management tasks.

Recent surveys of major capital project performance conclude that most oil & gas major capital projects fail to meet their budget and schedule objectives. We describe a new technical framework for project execution, drawing upon principles originally applied in the fields of computer and telecommunications network systems design. The constraints and activity synchronization needed to successfully operate digital network systems have many similarities with, and arguably much greater complexity than, the constraints and activity synchronization required to seamlessly execute capital projects. We show the applicability of utilizing network engineering principles to improve capital project execution. The observation is not new – indeed other industries routinely apply network systems engineering to manage their complex project operations and associated supply networks. Companies successfully applying such principles include Amazon, Federal Express and Walmart. After giving a high-level introduction to the commonality between the fields of network systems engineering and project management and execution, we briefly compare our approach with related ones such as Lean Project Management. The latter approach draws from the operations research and industrial engineering fields, which are foundational in network and systems engineering. We close by describing case examples from recent oil & gas major capital projects and the superior performance obtained by using a network systems approach.

Typically, Owners beef up their Project Management/Controls organization and develop Project Execution concepts once a development concept has been selected and Basic Engineering gets well under-way. It is observed that Owner's Schedule & Cost influence is high, while expenditure of either is low during Concept & Planning phases as against during the Execution phase. This work proposes elaboration of a number of key project dimensions, collectively called integrated Front-End Loading (iFEL), enabling PM diligence during Conceptual and Scope development phases, overcoming the traditionally limited visibility to PM added value in these phases by not limiting PM resource investments, while keeping the ever-evolving scope, risk, complexity challenges in perspective. A purpose-built Project Management Organization (PMO) implementing the above methods and administering the various procedures during the Feasibility/Concept, pre-FEED (Front End Engineering Design) and FEED phases can assume control of the value levers, improve predictability of the desired project outcomes and set the project on course for EPC (Engineering, Procurement & Construction) execution success as demonstrated by reference project(s) that adopted this approach. This work proposes establishment of a dedicated, technically competent and scalable PMO during Pre-EPC phases to oversee front-end scope definition, maintenance of a list of big-ticket decisionsto be landed during each phase, securing of key resources, contracting strategies, formulation of a proactive management response system and overall value assurance. The PMO can then suitably scale-up and assume back stopper duties during EPC(M) (Engineering, Procurement, Construction Management) follow-up, delivering on project promises that led to the investment decision.

The main goal of project control is to identify project opportunities or problems during project execution, such that corrective actions can be taken to bring the project in danger back on track when necessary. In this study, we define different scenarios to allocate the limited budget used for the cost of activity execution, delays, and corrective actions, according to the timing and amount of the budget release. A large computational experiment is conducted on real-life project data to evaluate the performance of each scenario. The results show that both the timing and amount of the budget release have an effect on project performance.

Prior research has disagreed on the definition of construction project success and the best way to achieve it. Additionally, there is very little research that takes a practitioner’s viewpo...

The use of competition as a conflict-handling style aimed at win-lose end results has been highlighted by some researchers to be common during project execution. However, the impact of such competition on project performance remains largely under-researched. This article seeks to address this gap in the existing literature. A system dynamics simulation model of competition between two key project participants (client and engineering consultant) was formulated through a mixed methods research methodology incorporating the system dynamics approach. Data gathered for two sets of unique projects were used separately to conduct model calibrations, simulation experiments, and impact analyses. The results suggested that the competition negatively influenced project performance.

Purpose While it is common for most C-suite executives to have substantial project responsibilities, many do not have a strong understanding of project management leading to significant failures. As projects are the main mechanisms for implementing changes, project performance has disproportional impact on the competitiveness and viability of organizations. This paper aims to attempt to raise awareness of the Chief Project Officer (CPO) role and lay out important skills and capabilities that are needed for managers to ascend to this role as well as key topics of concern when preparing the mindset to be a successful CPO. Design/methodology/approach The authors have based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and drawing from our industry experience in the field of project management. Findings Most organizations have project managers, either formal or informal, to lead projects. As project environment intensifies across industries, larger organizations rely on a project executives and project management office to oversee projects and performance of C-suite tasks. However, these projects and project management office (PMO) managers often lacks the authority and legitimacy to fully carry out the expected function. This is a clear gap in organizational management, and the gap is growing as more resources are dedicated to projects. Many organizations are equipped with the human resource to develop a CPO, the authors identify five main skills and 20 key topics that are crucial to the success of this vital role. Originality/value While the awareness of the CPO is still in its infancy, most organizations have equivalent or emerging senior project executive roles that may evolve and become CPOs. Today, organizations are increasingly pushed to pursue project-oriented structures to a rapidly changing environment, global market and fast-paced technological advances. It is likely that the CPO role will grow and become a crucial component in top management teams in the coming years to help organizations in moving forward to achieve their strategic goals and objectives.

In the same year that the Norwegian Continental Shelf (NCS) celebrates 50-years since the Ekofisk discovery in 1969, which in earnest established Norway as an oil and gas nation, the start-up of the Johan Sverdrup development will extend profitable oil and gas production with lower carbon emissions from the NCS for another five decades. The third largest oil field on the NCS, after the Ekofisk and Statfjord fields, and with recoverable reserves estimated at 2.7 billion barrels of oil equivalent, Johan Sverdrup certainly has the resources to be a North Sea giant. However, being a giant is more than having the necessary resources in place, it is also about turning these resources into recoverable reserves that can be produced in a safe, profitable and – increasingly in today's context – carbon efficient way. This paper provides a high-level summary of the experiences and lessons-learned from the development of the Johan Sverdrup field, and has the objective of serving as an introduction to the technical session papers that follow. As such, the paper aims to highlight what it took to make Johan Sverdrup a true North Sea giant, fit for the 21st century: a safe and successful execution of a mega-project, with next-generation facilities adapted to a more digital way of working, with an ambition to profitably recover more than 70% of the resources, while limiting carbon emissions from production to a minimum. The Johan Sverdrup development has set a new standard for project execution in Equinor, the paper concludes with lessons-learned of relevance for both Equinor's future project portfolio and projects globally.

Project teams in oil & gas major capital projects usually believe that large oil & gas capital projects typically have unique scope and are comprised of highly customized elements. We show that large capital oil & gas projects have a lot of inherent repeatability, using a well-known analysis from Operations Science of processes and products called the Product-Process Matrix. We use this observation to show Operations Science methods, specifically a technical framework known as Project Production Management (PPM), can be applied to the execution and delivery of all projects, large or small, customized or standardized, improving project performance over prior conventional project management practices. We elaborate upon the Operations Science foundation underpinning the PPM framework, showing how it allows for a scientific analysis of the repeatability occurring in project work activities in different forms – knowledge, process and products. We start by identifying the assumptions of repeatable knowledge implicit in the disciplines used in conventional project management. We review the prior literature and taxonomy of a production system. All manufacturing systems are production systems. However, not all production systems are manufacturing systems. Manufacturing systems are but one type of production system. We explain that the belief that PPM is a simple application of line flow – also known as high volume manufacturing – is an overly simplistic characterization of PPM. A deeper analysis of the work activities of projects shows different types of production systems embedded within a typical project. Describing the work activities encountered in a project as a set of inter-connected production systems makes them amenable to the modeling and analysis tools of PPM, such as Little's Law and Kingman's Formula, which can be used to predict the limits of project execution and where best to manage variability by the strategic allocation of buffers such as capacity, inventory and time. We illustrate the concepts by identifying examples of repeatability present in an actual oil & gas capital projects.

Summary In the overall E&P industry the definition of corporate exploration success differs from organization to organization. It could vary widely from investing early into the right piece of acreage for an investment company, to drilling a discovery well for an exploration only company, to matching the producing volume of hydrocarbon from subsurface with the discovery volume claimed by the Exploration department for a major oil and gas producer. Most of the organizations define their business processes as per their corporate goals and establish stage gate processes for decision making. The exploration processes framework is the guidance to identify and prioritize the work to be done as per the business goal, facilitate collaboration between domains, make each domain understand their roles and responsibility to achieve the common goal, and how their work is going to be used in the next step. The digital solution is embedding the exploration processes framework into cloud native application, with the preservation of data and knowledge, empowers the capacity to integrate analysis from multiple exploration domains, increase the understanding of regional geology to find and mature opportunities. The digital technology successfully establishes the connection between the business goals and the technical project execution.

This chapter discusses project plan Implementations which occurs after the project plan is developed and approved. Project Execution Plan and Project Governance Plan flow diagrams must be constructed. In addition, the execution of the plan should be closely monitored. At this stage of the project, activities for project closure implementation should begin.