Pub Date : 2019-12-19DOI: 10.1504/ijpom.2019.10025952
Stephen Akunyumu, T. Adjei-Kumi, J. Danku, E. Kissi
Communication is an indispensable element in every human interaction. In the construction industry, interaction is mainly characterised by unfamiliar groups of people who come together in a purpose-driven environment within short periods. These interactions, however, do not happen without encountering challenges. Thus, the aim of this paper is to identify the communication problems encountered on site during the construction of projects. The survey strategy was adopted for the study. Data gathered from construction managers were analysed with the principal component analysis. Overall, a total of six principal components: lack of access to information, cultural challenges, delay in information delivery, technical language challenge, lack of feedback, and lack of teamwork, emerged as the problems encountered on site communication. The results of the study bring to the fore some of the communication challenges facing the industry that requires immediate attention and solution. It is recommended for project managers and supervisors to recognise the impact of effective communication on project success and fashion out well thought out communication plans during the planning stage of the project.
{"title":"Communication problems in projects - a research study for construction site projects: a case study of Ghana","authors":"Stephen Akunyumu, T. Adjei-Kumi, J. Danku, E. Kissi","doi":"10.1504/ijpom.2019.10025952","DOIUrl":"https://doi.org/10.1504/ijpom.2019.10025952","url":null,"abstract":"Communication is an indispensable element in every human interaction. In the construction industry, interaction is mainly characterised by unfamiliar groups of people who come together in a purpose-driven environment within short periods. These interactions, however, do not happen without encountering challenges. Thus, the aim of this paper is to identify the communication problems encountered on site during the construction of projects. The survey strategy was adopted for the study. Data gathered from construction managers were analysed with the principal component analysis. Overall, a total of six principal components: lack of access to information, cultural challenges, delay in information delivery, technical language challenge, lack of feedback, and lack of teamwork, emerged as the problems encountered on site communication. The results of the study bring to the fore some of the communication challenges facing the industry that requires immediate attention and solution. It is recommended for project managers and supervisors to recognise the impact of effective communication on project success and fashion out well thought out communication plans during the planning stage of the project.","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74366243","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}
A decision to allow a patient's life to end by withdrawing or withholding medical treatment can be extremely difficult. In addition to making the appropriate medical and ethical judgments, there are also legal considerations to take into account, the most important of which is ensuring that the death is lawful. This paper addresses when it is legal to withdraw or withhold medical treatment that is needed to keep a patient alive. It draws on cases and legislation from the common law world (including Australia, England and New Zealand) and considers the various legal tests applied in the different jurisdictions. Two of the most common tests employed in this situation are the "best interests of the patient” test and the “substituted judgment” test. Some jurisdictions also include other criteria as well, such as a requirement that withdrawing or withholding of medical treatment is “not inconsistent with good medical practice”. This paper analyses these different legal tests, and after identifying the factors that are judged to be legally relevant to consider when deciding to withdraw or withhold treatment, outlines a preferred model. This model addresses who the relevant decision maker should be, and the criteria that should govern their decision. It suggests that family members are better equipped and more appropriate to act as decision makers than health professionals, and also questions the appropriateness of responsible medical opinion as the decisive factor in such cases, preferring instead an approach more consistent with the principles of self determination. The model also proposes a method for resolving any disputes that arise.
{"title":"Decision-making","authors":"Nick van Dam, J. Marcus","doi":"10.4324/9781003021797-8","DOIUrl":"https://doi.org/10.4324/9781003021797-8","url":null,"abstract":"A decision to allow a patient's life to end by withdrawing or withholding medical treatment can be extremely difficult. In addition to making the appropriate medical and ethical judgments, there are also legal considerations to take into account, the most important of which is ensuring that the death is lawful. This paper addresses when it is legal to withdraw or withhold medical treatment that is needed to keep a patient alive. It draws on cases and legislation from the common law world (including Australia, England and New Zealand) and considers the various legal tests applied in the different jurisdictions. Two of the most common tests employed in this situation are the \"best interests of the patient” test and the “substituted judgment” test. Some jurisdictions also include other criteria as well, such as a requirement that withdrawing or withholding of medical treatment is “not inconsistent with good medical practice”. This paper analyses these different legal tests, and after identifying the factors that are judged to be legally relevant to consider when deciding to withdraw or withhold treatment, outlines a preferred model. This model addresses who the relevant decision maker should be, and the criteria that should govern their decision. It suggests that family members are better equipped and more appropriate to act as decision makers than health professionals, and also questions the appropriateness of responsible medical opinion as the decisive factor in such cases, preferring instead an approach more consistent with the principles of self determination. The model also proposes a method for resolving any disputes that arise.","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80630003","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}
Pub Date : 2019-11-11DOI: 10.4324/9781003021797-10
Nick H.M. van Dam, J. Marcus
{"title":"Organisational structure and design","authors":"Nick H.M. van Dam, J. Marcus","doi":"10.4324/9781003021797-10","DOIUrl":"https://doi.org/10.4324/9781003021797-10","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80667966","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}
{"title":"Collaboration","authors":"Nick van Dam, J. Marcus","doi":"10.4324/9781003021797-5","DOIUrl":"https://doi.org/10.4324/9781003021797-5","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74635389","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}
{"title":"The evolution of organisation and management thoughts","authors":"Nick H.M. van Dam, J. Marcus","doi":"10.4324/9781003021797-2","DOIUrl":"https://doi.org/10.4324/9781003021797-2","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80950854","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}
Pub Date : 2019-11-11DOI: 10.4324/9781003021797-11
Nick H.M. van Dam, J. Marcus
{"title":"Managing organisational change and innovation","authors":"Nick H.M. van Dam, J. Marcus","doi":"10.4324/9781003021797-11","DOIUrl":"https://doi.org/10.4324/9781003021797-11","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91081019","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}
{"title":"Environmental influences","authors":"Nick van Dam, J. Marcus","doi":"10.4324/9781003021797-3","DOIUrl":"https://doi.org/10.4324/9781003021797-3","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80671711","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}
{"title":"Individual and teams","authors":"Nick H.M. van Dam, J. Marcus","doi":"10.4324/9781003021797-6","DOIUrl":"https://doi.org/10.4324/9781003021797-6","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77444251","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}
{"title":"Managing organisational processes","authors":"Nick H.M. van Dam, J. Marcus","doi":"10.4324/9781003021797-9","DOIUrl":"https://doi.org/10.4324/9781003021797-9","url":null,"abstract":"","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80913744","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}
Pub Date : 2019-10-11DOI: 10.1504/ijpom.2019.10024593
R. Hans, Ernest Mnkandla
Project teams, as key project stakeholders and knowledge contributors, play an important role in the success of projects in the field of information and communication technology. However, research studies have shown that project managers pay little attention to the needs and concerns of these key stakeholders, resulting in project teams becoming 'forgotten' key stakeholders. This neglect has resulted in a number of challenges in projects in this field, including high turnover of team members. Therefore, the primary aim of this paper is to address this neglect of attention given to project teams by project managers and thus not treating them as project key stakeholders. To achieve this objective, a framework informed by the project stakeholder management strategy framework, and feedback from project managers and their project teams who were interviewed during the data collection for this study, was developed.
{"title":"A framework for improving the recognition of project teams as key stakeholders in information and communication technology projects","authors":"R. Hans, Ernest Mnkandla","doi":"10.1504/ijpom.2019.10024593","DOIUrl":"https://doi.org/10.1504/ijpom.2019.10024593","url":null,"abstract":"Project teams, as key project stakeholders and knowledge contributors, play an important role in the success of projects in the field of information and communication technology. However, research studies have shown that project managers pay little attention to the needs and concerns of these key stakeholders, resulting in project teams becoming 'forgotten' key stakeholders. This neglect has resulted in a number of challenges in projects in this field, including high turnover of team members. Therefore, the primary aim of this paper is to address this neglect of attention given to project teams by project managers and thus not treating them as project key stakeholders. To achieve this objective, a framework informed by the project stakeholder management strategy framework, and feedback from project managers and their project teams who were interviewed during the data collection for this study, was developed.","PeriodicalId":38056,"journal":{"name":"International Journal of Project Organisation and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86611945","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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