The value of learning from program management has not received full recognition in the workplace. The purpose of our study was to investigate whole life program management success and its link to leadership competency units to define meaning of true program success and motivation for learning. An inductive interpretive approach using open-dialogue interview technique was applied. Seventeen Defence leaders responsible for the acquisition and support of UK major defence programs in excess £50 Billion published in the UK National Audit Office (NAO) Major Project Report 2015 participated in this study. A case study of the UK Defence programs provides insights into what success is in a Defence context. The study suggests that whole life program management success, measured against capability outcome as against performance, cost and time (PCT), can be achieved through competent leadership. This can be a motivation for learning from the program success. The findings showed that success extended beyond baseline deliveries, and it is insufficient to measure success with PCT parameters. Our study defines what success is and propose its achievement has a direct correlation to program leadership competency and its non-achievement be understood by organisations for survival in a complex highly structured environment.
{"title":"Whole Life Program Success, Leadership Competencies and Motivation for Learning – UK Defence Case","authors":"S. Kannan, Olanrewaju Adebayo","doi":"10.19255/JMPM02606","DOIUrl":"https://doi.org/10.19255/JMPM02606","url":null,"abstract":"The value of learning from program management has not received full recognition in the workplace. The purpose of our study was to investigate whole life program management success and its link to leadership competency units to define meaning of true program success and motivation for learning. An inductive interpretive approach using open-dialogue interview technique was applied. Seventeen Defence leaders responsible for the acquisition and support of UK major defence programs in excess £50 Billion published in the UK National Audit Office (NAO) Major Project Report 2015 participated in this study. A case study of the UK Defence programs provides insights into what success is in a Defence context. The study suggests that whole life program management success, measured against capability outcome as against performance, cost and time (PCT), can be achieved through competent leadership. This can be a motivation for learning from the program success. The findings showed that success extended beyond baseline deliveries, and it is insufficient to measure success with PCT parameters. Our study defines what success is and propose its achievement has a direct correlation to program leadership competency and its non-achievement be understood by organisations for survival in a complex highly structured environment.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"186 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116187050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this study is to investigate the relationship between Agile practices and a team’s maturity. This is a quantitative study that was carried out specifically to software developing organizations. The questionnaire was made up of questions to determine the Agile practices and characteristics of a mature Agile team. The questionnaire also included questions from the Tuckman model for team maturity. The results show that the way Agile practices are used can influence the team’s performance and maturity level. Through the use of quantitative research, it was noted that there is a correlation between Agile practices and a team’s maturity. This research study opens the minds of Information Technology (IT) professionals on how to build their teams in order to increase their skill levels to enhance project success. This research study has concluded that less mature teams need to be trained well enough with regard to Agile practices from an early stage to help them transition to a level of maturity that allows these teams to be self-managing and efficient within an organization.
{"title":"The Relationship between Agile Practices and A Team’s Maturity","authors":"Albert Moyo, L. Khoza","doi":"10.19255/JMPM02610","DOIUrl":"https://doi.org/10.19255/JMPM02610","url":null,"abstract":"The purpose of this study is to investigate the relationship between Agile practices and a team’s maturity. This is a quantitative study that was carried out specifically to software developing organizations. The questionnaire was made up of questions to determine the Agile practices and characteristics of a mature Agile team. The questionnaire also included questions from the Tuckman model for team maturity. The results show that the way Agile practices are used can influence the team’s performance and maturity level. Through the use of quantitative research, it was noted that there is a correlation between Agile practices and a team’s maturity. This research study opens the minds of Information Technology (IT) professionals on how to build their teams in order to increase their skill levels to enhance project success. This research study has concluded that less mature teams need to be trained well enough with regard to Agile practices from an early stage to help them transition to a level of maturity that allows these teams to be self-managing and efficient within an organization.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123699818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
There is a lack of research exploring dyad communication and knowledge management in the complex project context. The present study aims to narrow the identified gap by identifying the main barriers, considering both tacit and explicit knowledge. Besides, the influence of this dyad in project performance is investigated. This research explores the emergent literature on knowledge management and communication management in the complex project context by performing a mapping study. A sample of 116 article is in-depth analyzed through a combination of bibliometric and content analysis, using an axial coding process. The results point out that the main communication barriers are environmental and different priorities among team members. The study points the knowledge barriers, particularly the knowledge codification process and inadequate information technology. This study highlights the lack of more confirmatory research approaches, such as developing a relation between triad knowledge management, communication, and project performance. Besides, it points to the lack of studies on learning capabilities.
{"title":"Exploring the Dyad Communication and Knowledge Management: A Study Investigating the Main Barriers in Complex Project Context","authors":"Jeniffer de Nadae, M. M. Carvalho","doi":"10.19255/JMPM02615","DOIUrl":"https://doi.org/10.19255/JMPM02615","url":null,"abstract":"There is a lack of research exploring dyad communication and knowledge management in the complex project context. The present study aims to narrow the identified gap by identifying the main barriers, considering both tacit and explicit knowledge. Besides, the influence of this dyad in project performance is investigated. This research explores the emergent literature on knowledge management and communication management in the complex project context by performing a mapping study. A sample of 116 article is in-depth analyzed through a combination of bibliometric and content analysis, using an axial coding process. The results point out that the main communication barriers are environmental and different priorities among team members. The study points the knowledge barriers, particularly the knowledge codification process and inadequate information technology. This study highlights the lack of more confirmatory research approaches, such as developing a relation between triad knowledge management, communication, and project performance. Besides, it points to the lack of studies on learning capabilities.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124954538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
M. Al‐Maadeed, Shahbaz Hussain, M. Al-Salem, Abdelaziz Bouras
This work presents and disseminates the services and infrastructure required to manage research projects quantity and quality in higher education institutions. To achieve this objective, smart management of research offices, their processes and collaborative projects are of paramount importance in order to understand the underlying activities for effective decision making. This approach has been developed in depth considering the lifecycle of grants in a research office. The processes of a research office, its automation, importance of collaborative projects with academia and industry around the globe and their impact on research output have been developed first and then applied on a public higher education institution. The developed framework with its implementation example can be adopted by various research based organizations to efficiently manage and strengthen their research outlook.
{"title":"Service based framework of research projects in higher education institutions","authors":"M. Al‐Maadeed, Shahbaz Hussain, M. Al-Salem, Abdelaziz Bouras","doi":"10.19255/JMPM02601","DOIUrl":"https://doi.org/10.19255/JMPM02601","url":null,"abstract":"This work presents and disseminates the services and infrastructure required to manage research projects quantity and quality in higher education institutions. To achieve this objective, smart management of research offices, their processes and collaborative projects are of paramount importance in order to understand the underlying activities for effective decision making. This approach has been developed in depth considering the lifecycle of grants in a research office. The processes of a research office, its automation, importance of collaborative projects with academia and industry around the globe and their impact on research output have been developed first and then applied on a public higher education institution. The developed framework with its implementation example can be adopted by various research based organizations to efficiently manage and strengthen their research outlook.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122095690","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jorge F. Guedes, L. Pereira, R. Costa, Á. Dias, Rui Gonçalves
The Information Technology sector has been using proximity offshoring (nearshoring) as common practice over the past 2 decades, mainly for software development projects. Using a large business transformation project from a global consumer goods company as a single case study, the present paper analyses the benefits and key challenges of incorporating such delivery models in these types of projects, focusing its attention mainly on the financial and quality aspects. The analysis suggests that, when compared to traditional services delivery (on-site consultants), near-shoring practices can have a very positive financial impact for the vendor and the customer, translating into an increase on the Return on Investment (ROI) without a significant increase of risks or losses in quality – The project’s cost can have a significant reduction on the vendor side, with a consequent reduction to the end client. Regardless these benefits, it is suggested that traditional consulting still plays an un-replaceable role in these types of projects. Furthermore, it is suggested that it is equally important the commitment from top management for such initiatives.
{"title":"Return on Investment of Near-Shoring Projects","authors":"Jorge F. Guedes, L. Pereira, R. Costa, Á. Dias, Rui Gonçalves","doi":"10.19255/JMPM02506","DOIUrl":"https://doi.org/10.19255/JMPM02506","url":null,"abstract":"The Information Technology sector has been using proximity offshoring (nearshoring) as common practice over the past 2 decades, mainly for software development projects. Using a large business transformation project from a global consumer goods company as a single case study, the present paper analyses the benefits and key challenges of incorporating such delivery models in these types of projects, focusing its attention mainly on the financial and quality aspects. The analysis suggests that, when compared to traditional services delivery (on-site consultants), near-shoring practices can have a very positive financial impact for the vendor and the customer, translating into an increase on the Return on Investment (ROI) without a significant increase of risks or losses in quality – The project’s cost can have a significant reduction on the vendor side, with a consequent reduction to the end client. Regardless these benefits, it is suggested that traditional consulting still plays an un-replaceable role in these types of projects. Furthermore, it is suggested that it is equally important the commitment from top management for such initiatives.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116792728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Agile methods and iterative and incremental development (IID) have attracted significant attention in recent years. They are widely applied in many industries quite dissimilar to their origins in manufacturing and information system development. Agile methods and IID are part of a rich stream of research and practice that can be traced back to the 1930’s, but much of this history has been lost in recent rhetoric about these methods. The purpose of this paper is to consolidate the many streams of research and practice that have contributed to agile and IID forms of project management. This paper presents a systematic literature review connecting the fragmented streams of academic and applied literature that have historically contributed to the development of agile methods and IID, allowing a deeper view of past recent iterations of how these methods are commonly represented. We argue that although the roots of the currently popular approaches can be traced back to 1930s’, these have been mostly disassociated from present agile and IID practices due to a combination of barriers to transfer of knowledge such as divergent use of language and terminology between fields, attention decay, and the current industry-led narrative. Mapping and clarifying these historical links provides a useful perspective on contemporary project management practice and opens further possibilities for deeper research into agile project management methods.
{"title":"The Origins of Agile and Iterative Methods","authors":"Andrew Whiteley, Julien Pollack, P. Matouš","doi":"10.19255/JMPM02502","DOIUrl":"https://doi.org/10.19255/JMPM02502","url":null,"abstract":"Agile methods and iterative and incremental development (IID) have attracted significant attention in recent years. They are widely applied in many industries quite dissimilar to their origins in manufacturing and information system development. Agile methods and IID are part of a rich stream of research and practice that can be traced back to the 1930’s, but much of this history has been lost in recent rhetoric about these methods. The purpose of this paper is to consolidate the many streams of research and practice that have contributed to agile and IID forms of project management. This paper presents a systematic literature review connecting the fragmented streams of academic and applied literature that have historically contributed to the development of agile methods and IID, allowing a deeper view of past recent iterations of how these methods are commonly represented. We argue that although the roots of the currently popular approaches can be traced back to 1930s’, these have been mostly disassociated from present agile and IID practices due to a combination of barriers to transfer of knowledge such as divergent use of language and terminology between fields, attention decay, and the current industry-led narrative. Mapping and clarifying these historical links provides a useful perspective on contemporary project management practice and opens further possibilities for deeper research into agile project management methods.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125115620","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Based on previous research, the authors know that nowadays, new hotel developers in Asia typically appoint interdependent – but non-integrated – separate entities during various phases of their projects, to make the business case, and to design, build, open and operate each new hotel asset. Consequently, important opportunities for integration and synergistic improvements between phases in new hotel development projects can be missed. There are inherent inefficiencies and crucial conflicts of interest in this approach, which inevitably lead to difficulties and problems during and after the project. Previous studies have also demonstrated the root causes and consequences of poorly planned and executed new hotel opening projects, where time delays of multiple months and multi-million US dollar cost overruns against the initial project budget goals, coupled with massive opportunity costs, are the norm. In this paper, the authors introduce a well-defined project framework that hospitality asset owners and developers can follow, in order to avoid these problems and develop their new hotels efficiently and effectively. It also illustrates how this framework can be used to understand project costs and shed new light on how to develop new hotels cost effectively. There is surprisingly little research literature on these important topics. To ensure an optimal outcome is achieved, this paper advocates that all phases of this New Hotel Development Project Life Cycle must be considered holistically, in order to ensure coordinated planning and execution of project activities in each phase, and integration of the interdependencies across all phases.
{"title":"The New Hotel Development Project Life Cycle - Doing the Right New Hotel Project Holistically, and Doing it the Right Way","authors":"Gert Noordzy, R. Whitfield","doi":"10.19255/JMPM02508","DOIUrl":"https://doi.org/10.19255/JMPM02508","url":null,"abstract":"Based on previous research, the authors know that nowadays, new hotel developers in Asia typically appoint interdependent – but non-integrated – separate entities during various phases of their projects, to make the business case, and to design, build, open and operate each new hotel asset. Consequently, important opportunities for integration and synergistic improvements between phases in new hotel development projects can be missed. There are inherent inefficiencies and crucial conflicts of interest in this approach, which inevitably lead to difficulties and problems during and after the project. Previous studies have also demonstrated the root causes and consequences of poorly planned and executed new hotel opening projects, where time delays of multiple months and multi-million US dollar cost overruns against the initial project budget goals, coupled with massive opportunity costs, are the norm. In this paper, the authors introduce a well-defined project framework that hospitality asset owners and developers can follow, in order to avoid these problems and develop their new hotels efficiently and effectively. It also illustrates how this framework can be used to understand project costs and shed new light on how to develop new hotels cost effectively. There is surprisingly little research literature on these important topics. To ensure an optimal outcome is achieved, this paper advocates that all phases of this New Hotel Development Project Life Cycle must be considered holistically, in order to ensure coordinated planning and execution of project activities in each phase, and integration of the interdependencies across all phases.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"57 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132090969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Project alliances are a contemporary approach for managing complex construction projects. In order to succeed, they require establishment of trust and collaborative ways of working, calling for fundamental changes in the behaviors and values among organizational members taking part in them. The increasing use of project alliancing may therefore influence the underlying values, norms and regulations within the construction sector, and hence contribute to the cultural change within the construction industry by large. The purpose of this paper is to elaborate the understanding of the cultural change that is produced by the use of project alliances, focused on collaborative behaviors. The research particularly develops knowledge on the mechanisms through which the use of project alliances may shape the industry culture. Data were collected from the Finnish construction sector, where alliance projects are increasingly popular. Central industry representatives were interviewed, and data content analysed. The findings reveal that industry level cultural change related to project alliances is a continuously evolving process and an outcome of change events and purposeful cultural change work at multiple levels including individuals, organizations, networks and construction industry. The results therefore draw attention to the role of multi-level interactions in advancing cultural change, which has to date received limited attention. The findings on the role of individuals’ career paths and trajectories are also novel, as they implicate that individual level movement and cultural orientation may play a more significant role in cultural change dynamics within project-based industries than has been acknowledged
{"title":"Cultural Change in the Construction Industry The Role of Project Alliance Organizational Culture","authors":"Anneli Lehto, K. Aaltonen","doi":"10.19255/JMPM02509","DOIUrl":"https://doi.org/10.19255/JMPM02509","url":null,"abstract":"Project alliances are a contemporary approach for managing complex construction projects. In order to succeed, they require establishment of trust and collaborative ways of working, calling for fundamental changes in the behaviors and values among organizational members taking part in them. The increasing use of project alliancing may therefore influence the underlying values, norms and regulations within the construction sector, and hence contribute to the cultural change within the construction industry by large. The purpose of this paper is to elaborate the understanding of the cultural change that is produced by the use of project alliances, focused on collaborative behaviors. The research particularly develops knowledge on the mechanisms through which the use of project alliances may shape the industry culture. Data were collected from the Finnish construction sector, where alliance projects are increasingly popular. Central industry representatives were interviewed, and data content analysed. The findings reveal that industry level cultural change related to project alliances is a continuously evolving process and an outcome of change events and purposeful cultural change work at multiple levels including individuals, organizations, networks and construction industry. The results therefore draw attention to the role of multi-level interactions in advancing cultural change, which has to date received limited attention. The findings on the role of individuals’ career paths and trajectories are also novel, as they implicate that individual level movement and cultural orientation may play a more significant role in cultural change dynamics within project-based industries than has been acknowledged","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"125 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121898247","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this paper is to analyze the different Project Management Maturity Models (PMMM) and give suggestions on how to select or develop a model to assess the Project Management Maturity of an organization. While it seems consolidated to classify PMMM into 5 levels, it would be useful to evaluate separately as “determinants of maturity”: a. the individuals (project managers and team members), b. the projects and how they are managed (with extension to portfolio and programs too), and c. the organization as a whole and its capacity to deploy and apply Project Management. This paper is the most recent, complete review on PMMM.
{"title":"Project Management Maturity Models: Literature Review and New Developments","authors":"E. Fabbro, S. Tonchia","doi":"10.19255/JMPM02503","DOIUrl":"https://doi.org/10.19255/JMPM02503","url":null,"abstract":"The purpose of this paper is to analyze the different Project Management Maturity Models (PMMM) and give suggestions on how to select or develop a model to assess the Project Management Maturity of an organization. While it seems consolidated to classify PMMM into 5 levels, it would be useful to evaluate separately as “determinants of maturity”: a. the individuals (project managers and team members), b. the projects and how they are managed (with extension to portfolio and programs too), and c. the organization as a whole and its capacity to deploy and apply Project Management. This paper is the most recent, complete review on PMMM.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115511137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
T. Silva, A. V. Arrotéia, Darli Rodrigues Vieira, S. Melhado, M. M. Carvalho
The adoption of building information modeling (BIM) has a strong potential to influence project performance positively. However, the implementation and use of BIM also involve challenges and risks that must be considered for its practice's success. This study aims to identify gaps and future research direction within the field of BIM and risk management. Besides, it explores the relationship between risks related to BIM implementation and project success dimensions. For this, a literature review is applied, merging bibliometric and content analysis. The results show that the three most frequently mentioned risks are technological interface among programs, followed by interoperability issues, and inadequate knowledge or expertise. Besides, insights pinpoint the positive relation between the BIM critical success factors and the risks associated with BIM, particularly in the design phase.
{"title":"Exploring the Influence of Risks in BIM Implementation: A Review Exploring BIM Critical Success Factors and BIM Implementation Phases","authors":"T. Silva, A. V. Arrotéia, Darli Rodrigues Vieira, S. Melhado, M. M. Carvalho","doi":"10.19255/JMPM02511","DOIUrl":"https://doi.org/10.19255/JMPM02511","url":null,"abstract":"The adoption of building information modeling (BIM) has a strong potential to influence project performance positively. However, the implementation and use of BIM also involve challenges and risks that must be considered for its practice's success. This study aims to identify gaps and future research direction within the field of BIM and risk management. Besides, it explores the relationship between risks related to BIM implementation and project success dimensions. For this, a literature review is applied, merging bibliometric and content analysis. The results show that the three most frequently mentioned risks are technological interface among programs, followed by interoperability issues, and inadequate knowledge or expertise. Besides, insights pinpoint the positive relation between the BIM critical success factors and the risks associated with BIM, particularly in the design phase.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130900991","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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