The Effectiveness of Theoretical Project Management on Project Management Practices in the Construction Industry
Abstract
The study sought to determine the specific issues that seek to provide information on the effectiveness of theoretical project management in the construction industry. The introduction provides information on the challenges that exist for the implementation of theoretical project management in the construction industry. The literature review provided a good history of project management and issues of theoretical project management in the construction industry. After this, the study shifted to the research methodology section. The main research philosophy used is an epistemological philosophy using a primary deductive approach in investigating the study. An explanatory strategy using a cross-sectional survey design is used in the study with the qualitative research methods used as opposed to quantitative or mixed methods. The results of the study indicated that theoretical project management has provided technological upgrades to the construction industry. However, there are some serious hindrances like the rigidity of the construction industry as well as the lack of skills among construction industry employee. Some of the main recommendations that have been made include training as well as better communication with stakeholders.
Table of Contents
1.1 Background of the Study. 7
1.2 Statement of the problem.. 8
1.3 Aims and objectives of the study. 10
1.4 Rationale of the study. 11
1.6 Overview of the dissertation. 12
2.2 An introduction into Project Management 13
2.3 Project Management History. 17
2.4 Concepts in Project Management 19
2.5 Tools used in Project Management 25
2.6 The Theoretical Framework of Project Management 27
2.7 Project Management in the Construction Industry. 29
3.6 Data collection and analysis. 38
3.7 Ethical considerations. 39
4.0 Findings and Discussion. 39
4.2 Demographic information. 40
4.3 Project management responses. 41
Perception of changes in project management in the construction industry. 41
Importance of theoretical management to construction managers. 43
Importance of theoretical management to construction workers. 45
Theoretical project management aspects that can be applied in the construction industry. 47
Hindrances to theoretical project management adoption. 48
Gaps in theoretical project management skills. 50
Ways of improving theoretical project management adoption. 52
5.0 Conclusions and Recommendations. 57
5.3 Limitations of the study. 61
5.4 Recommendations for future studies. 61
List of figures and tables
Table 1: Demographic tables. 42
Table 2: Perception of changes in project management in the construction industry. 44
Table 3: Importance of theoretical management to construction managers. 45
Table 4: Importance of theoretical management to construction workers. 47
Table 5: Theoretical project management aspects that can be applied in the construction industry. 49
Table 6: Hindrances to theoretical project management adoption. 50
Table 7: Gaps in theoretical project management skills. 52
Table 8: Ways of improving theoretical project management adoption. 54
Table 9: Role of the government 56
1.0 Introduction
1.1 Background of the Study
Scholars all over the world are placing greater importance on project management. According to Tonniquist (2006), the identification of the optimum was of controlling, managing and coordinating projects is one of the main concerns for most organizations. There are numerous methods such as simplifying of project management roles and use of better project management visualization tools in the determination of the most effective way to accomplish the initial objectives of the project. The construction industry is essentially one large construction project that requires coordination. However, it is important to appreciate that construction has been in existence for many years. Even before the development of project management. This means that there are numerous recognized ways of dealing with construction in a traditional sense that is not governed by the theoretical aspects of project management.
According to Brookes (2013), traditional methods of construction management have been in existence half a century. He further adds that the methods of construction in the industry have scarcely changed. However, there has been a change in the project management of the construction industry. There are numerous project management changes that lead to better construction and greater waste disposal in the construction industry. However, the main problem arises when it comes to the gap in project management knowledge. The actual construction workers and their supervisors have construction knowledge with very little information about theoretical project management. However, management does have this information, and this leads to a class in the theoretical project management. Another aspect that causes a constant class is the fear of changing from already tried and tested methods in favor of new project management methods based on new theories in project management.
It is been argued that theoretical management knowledge has a positive and negative influence on project management practices. For instance, theoretical management knowledge affects project practice management in that most firms are experiencing difficulties in implementing policies rather than formulating them. This is because the managers have the theoretical part, and they have not engaged in practical activities for long, so they lack the necessary skills to help them implement policies (Gareis 2010). Nevertheless, learning project management definitions and methods can assist and apprehend Project Managers in their roles. Consequently, the role of a Project Manager includes; cultivate a high level of teamwork, motivate the team members, inform the team members of potential threats and risks, and ensuring team members are working as a team. Thus, it can be argued that theoretical project management can affect the practice of project management (Jonas 2010). However, There are several formal standards of managing project that have been developed with the intention of improving project management outcome, but the outcomes are of mixed results. For instance, the main aims of theoretical management to ensure that the skills obtained from class study are used effectively in management practice and the success of project management is determined by quality, time, and cost (Meskendahl 2010).
1.2 Statement of the problem
There is a lot of time and money that goes into any construction project. In addition to this, construction is a relatively rigid industry. This is evident in the way that construction shapes society. The type of construction project is a clear indicator of the problems that exist in an organization. The high cost and time requirement force many construction stakeholders to demand success. This leads to many companies sticking to working methods of construction in a bid to minimize any losses. It is true that there are very few losses in the construction industry. Additionally, there are numerous building code and government regulations that push the construction industry to stick with the same process.
However, as highlighted above, construction is a project regardless of the size. Theoretically, this means that there are several measures that need to be implemented to ensure that project management is done effectively. Some of the theoretical project management tactics go against some of the traditional methods used in the construction industry. In truth, the construction industry has had a relatively large success rate with a combination of conservative business practices as well as few incentives for changes in the construction industry. This goes against some of the basic aspects of theoretical project management that pushes for adaptation to changes in the market. Theoretical project management in the construction industry pushes for the adoption of a more adaptive and flexible methods of project management that push for greater stakeholder participation. Additionally, the planning and design phase of a construction project needs greater participation and input for the stakeholder to ensure that the project meets their needs. Adaptability also exists due to the changes in the needs mid project. All these are features that do not exist in traditional project management. This level of interaction has existed in high-end construction projects, but it is yet to be implemented in low-end segments.
The gap that exists between the theoretical project management methods like modeling and cheaper adaptation of building are yet to be implemented in the construction industry. The gap between theoretical and practical project management in the construction industry needs to be investigated to determine what methods can be used in the development of project management.
1.3 Aims and objectives of the study
The main aim of the study is to determine the effectiveness of theoretical project management on the project management practices that exist in the construction industry. This objective is further subdivided into smaller specific objectives. These objectives are:
- To determine the effectiveness of theoretical project management practices on the practical project management practices in the construction industry.
- To determine the effectiveness of theoretical project management in construction projects
- To determine the challenges that project managers face in the implementation of theoretical project management concepts in the construction industry
- To determine managerial skills are necessary for facilitating the success of theoretical project management within construction projects
- To determine the weaknesses of theoretical project management in construction projects practice
Based on the objectives, research questions are created to aid in the effectiveness of answering the research objectives. The research questions are given below:
- What is the effectiveness of theoretical project management on the project management practices?
- How effective is the implementation of the theoretical project management in construction projects?
- What challenges do the project managers face in the implementation of the theoretical project management?
- What managerial skills are necessary for facilitating the success of theoretical project management within construction projects?
- What are the weaknesses of theoretical project management in construction projects practice?
1.4 Rationale of the study
A review of the study clearly indicates that there is a gap that exists when it comes to theoretical project management and the practical project management in the construction industry. This gap has yet to be fully investigated especially in the United Kingdom. The growing need for independence creates a situation where there is a need for greater input in the design and planning of construction. This goes against most of the rigid construction project management techniques that are used in the construction industry. Additionally, there is also a need for greater adoption of simpler strategies that can be used in the construction industry. This all exists in theoretical project management, and there is a need to determine the effectiveness of theoretical project management. This study is important since it will provide insight into project management in the United Kingdom.
1.5 Scope of the study
The study mainly looks at the United Kingdom as the main source of information on theoretical project management in the construction industry. The interviews will be limited to the United Kingdom based on experts who have adequate knowledge on theoretical project management. This will provide information on how the United Kingdom construction industry has embraced theoretical project management.
1.6 Overview of the dissertation
The first chapter of the study provides information on theoretical project management. A background of information is provided along with a statement of the problem highlighting the gap that exists in theoretical project management and practical project management in the construction industry. The next chapter in the dissertation is a literature review that provides information in project management, theoretical project management as well as a theoretical framework that uses existing theories to provide a theoretical underpinning for the study. The next chapter in the research methodology that provides philosophical underpinnings as well as the methods of data collection that will be used in the study. A data analysis is conducted in the fourth chapter as well as a discussion of the results based on the literature review. Finally, a conclusion is provided along with a recommendation of the study.
2.0 Literature review
2.1 Chapter Introduction
The literature review offers information on project management as well as theoretical project management in the construction industry. A history of theoretical project management is offered as well as information in certain concepts of the theoretical management. Finally, a review of literature in the construction industry is combined with a theoretical framework.
2.2 An introduction into Project Management
The concept of project management is not new in the public and private organizational contexts. The project management concept emerged in the 1950s when large defense projects were initiated. Subsequently, smaller organizations began to adopt the idea of project management, leading to the contemporary context in which even the smallest organizations are known to facilitate project management activities in different ways. The major component of project management indicates the need for problem avoidance, development of new grounds, effective management of the project team, and achievement of clear objectives efficiently and in a timely manner (Ofori, 2013). The project team must demonstrate adequate knowledge and skills in combining theoretical project management practices with the practical project management activities with the aim of achieving the set project objectives and deliverables.
The theoretical and practical project management activities in organizations are explored at two levels: the macro and micro levels. An organization implements its project on a macro level based on the motivation of using the project management techniques that can ensure that the project undertaken is delivered in a timely manner. Such project must be aligned with the budgetary specifications and standards of an organization. Conversely, project management on the micro level is based on a number of objectives. The objectives include the need to ensure that the deadlines are kept, creating a favorable workplace environment for the project teamwork, reducing costs, and ensuring that relevant documents are shared across the different members of the project team (Koskela & Howell, 2002).
The construction industry is one that is highly dependent on successful management of projects (Shehu et al., 2014, p.56). This is based on the fact that the industry seeks to deliver capita intensive projects that are always bound by time constraints. Moreover, the end results of a construction project often carry implications that go beyond the project itself. For example, the successful completion of a dam results in the delivery of a water reservoir. However, failure to implement the project in the expected fashion is likely to lead to the loss of livelihoods and even lives should the dam collapse. Therefore, it is imperative that project management takes into account the fact that the delivery of the end product does not mark a successful project in itself. Rather, the application of the final product is the hallmark of a successful project within the construction industry (Hwang & Ng, 2013).
According to Shehu et al (2014), the construction industry is the epicentre of numerous economies that are emerging from developing into developed or middle class economies. They base their arguments on the fact that developments in the construction industry (Shehu et al., 2014). The industry in these and other economies is driven primarily by the demand for construction project, be they roads or airport terminals to office buildings. However, despite the high demand for construction projects, it has been noted that a substantial portion of these initiatives are almost always late. Perianal delays in the delivery of a construction project has been blamed on the fact that the companies initiating these projects lack adequate expertise and skills. In other cases, delays in the delivery of a project have been blamed on the possibility of there being conflicts between the contractor and the companies subcontracted to work on some aspects of the project (Memon et al., 2011, p.2). These conflicts arise when contractors delay paying subcontractors. Conflicts between the two parties can also arise when they fail to agree on the deliverables of the project.
Delays in project management have also been blamed on poor planning from the contractor, client, and subcontractors (Shehu et al., 2014). Poor planning is argued to be one of the reasons why the delays payments that are needed in going towards the completion of the project. Moreover, the client is argued to be responsible for underestimating the overall cost of the project (Hwang & Ng, 2013). Such an underestimation leads the client into changing requirements as cost realities dawn on the project. From the contractor’s side, poor planning leads to the hiring of inadequate personnel. The result is that the project is done without the required insight and skills. The contractor is also argued as having poor skills in scheduling project tasks (Shehu et al., 2014). As a result, the project fails to meet many of the targeted milestones owing to overlaps and delays in critical parts of the project. Therefore, it is expected that the propjet manager possesses excellent skills in planning if the project is to be a success (Shehu et al., 2014).
Regardless of the source or nature of conflict that might exist in a construction project, studies have shown that they are costly to the venture. Studies that have sought to calculate the real cost of a delayed construction project have found that delays could be traced back to changes in demands made by the client (Meng, 2012, p.193). It was also found that project delays could be attributed to there being financial constraints within the contracting company. The implication is that hiring a financially incapable firm increased the likelihood that the project would run into cost overruns. The implication is that projects in the construction industry have to be managed impeccably if they are to be completed within time and on budget.
According to Memon et al (2011), the management of projects within has to take into consideration how the contractor relates with the subcontractors selected by the client or those that the contractor has picked. They base their arguments on the fact that establishing a working relationship with these third parties can be achieved through consultations and reviews before the project begins. Moreover, it is argued that contractors can reduce the risk of delays by ensuring that there is a clear understanding between themselves and the client on the key deliverables. However, it is pointed out that the occurrence of natural disasters can be difficult to predict or prevent. As a result the risk that a project will have delays is argued to have residual factors that cannot be avoided (Memon et al., 2011, p.45).
Cheng et al (2012) suggest that the management of human resources is critical to the success of a project in the construction industry. Human resource management refers to those activities that lead to the finding and recruitment of the desired individuals followed by their placement into various areas within the company. The management of the skills and attitudes that characterize these individuals also plays a key role in the success of a project (Cheng et al., 2012, p.365). The management of human resources within the construction industry is different from other industries in that a large portion of employees are with the company for as long as the project lasts. Therefore, the constructor has to be wary of the possible high turnover in employees that is the result of these employees finding employment in more permanent fields.
Project managers in construction projects need to possess impeccable skills in the management of human resources (Cheng et al., 2012, p.352). These skills include the ability to communicate effectively what the project deliverables are and how they are to be achieved. Moreover, the project manager has to possess skills in arranging for the training of employees working on the project. While a large portion of these employees might be with the company for the short term, improving their set of skills is imperative if the current project is to succeed (Hwang & Ng, 2013, p.276). Therefore, training has to be contextualised so as to meet the needs of the company and those of the employee.
Besides meeting training needs among employees, the project manager has to be aware of the safety levels within the construction area. According to Cheng et al (2010), the construction industry is regarded as one with the highest fatality rates in the developed world. For example, UK’s construction industry is argued as having at least 90 death per annum, one of the highest fatalities in all industries. It is argued that safety within a construction site are linked with human performance. The argument is based on findings that a majority of these safety incidents are linked with human error in judgment, even when machines are working as expected. According to the distraction theory, workers who are diverted mentally and physically are likely to increase the risk of there being accidents at the construction site (Cheng et al., 2012, p.363). It is the duty of the project manager to ensure that the project employs the requisite safety measures that aid in training employees in safety precautions.
2.3 Project Management History
According to Modesto and Tichapondwa (2009), project management, as a discipline, developed from diverse fields, including engineering, constructions, defense, and telecommunication fields. The 1950s is considered as the time when modern project management started to develop. Prior to 1958, the project schedule was shorted with the evolution and development of new technologies. For example, automobiles are linked to the effective allocation and mobility of the resources required for project management and execution. However, later on, job specification became widely used in project management as it contributed to the effective work breakdown structure (WBS) necessary for facilitating project implementation. An example of a major project prior to 1950s involves the Hoover Dam construction between the years 1931 and 1936.
In the period of 1980 to 1994, project management was characterized by the development of production center human resources. This period was accompanied by a major revolution involving the transformation of the information management field (Morris, 2002). For instance, the development of the personal computer (PC) and the related computer communications and networking tools contributed to project management based on effective information management. In addition, with the transformation of the information management field, cost-efficient PCs were available for use in the project management sector. Such devices played an important role in promoting higher efficiency in the managing of project schedules. The projects undertaken during the 1980 – 1994 period were primarily focused toward minimizing risks, managing group dynamics, and promoting quality (Koskela & Howell, 2002).
The period ranging from 1995 to present is characterized by major project management practices that are significantly influenced by technology and the Internet. The Internet has contributed to effective project management, both theoretically and practically, by providing a reliable, efficient, interactive, fast, and customized medium that provides individuals with the resources necessary for browsing, purchasing, and tracking products and services over online platforms. Most of the contemporary PM software tools have an integrated Internet connectivity component. As a result, project management leaders are able to upload data to the Internet to allow the project stakeholders to acquire different forms of information. For example, individuals with access to the Internet can access the uploaded data to determine the overall performance of the project, ascertain the status of the assigned project task, gain information on the advances or delays in schedule, and stay informed about their project roles while working autonomously in remote sites (Fernandes, Ward, & Araújo, 2013).
2.4 Concepts in Project Management
Project managers and participants must demonstrate an adequate knowledge of the different theoretical terms of project management in order to foster effective practical project management activities. The different important terms involved in project management are explored as follows:
Project
A project is defined as the change initiative geared toward achieving specific objectives within a given timeline within a particular context (Ernø-Kjølhede, 2000). A particular amount of funds is usually required for the project implementation and management activities. Project participants need to have adequate knowledge in relation to diverse project attributes. For instance, a project needs a clear purpose, which must be realized within the specified period. The project should indicate the clear goals that must be attained to demonstrate that the required project outcomes have been achieved. A project must be characterized by the supply of adequate resources geared toward achieving specific outcomes. The project should also have a sponsor or client who indicates the need for the project outcomes to be realized in a timely manner. Lastly, a project is essentially a unique activity performed without the intention of repeating it (Fernandes, Ward, & Araújo, 2013).
Stakeholders
Project stakeholders cover the different parties, individuals, and organizational departments that are interested in the project outcome. The stakeholders tend to vary across projects, and they may include the clients, contributors, managers, and financiers (Ernø-Kjølhede, 2000). The knowledge of project stakeholders is crucial in linking the theoretical and practical elements of project management with the intention of facilitating effective PM practices to achieve the expected goals and objectives.
Project Risks
Project risks cover the anticipated and unexpected obstacles and barriers that are likely to emerge during the project management process. The theoretical PM practices that equip individuals with necessary skills on how to identify different project risks are crucial toward promoting efficient practical PM activities. For instance, adequate PM knowledge serves an important role in fostering proper risk analysis to guarantee the use of better methods of risk mitigation (Furumo, Pearson, & Martin, 2006).
Milestone
The milestone of project refers to an activity that indicates a particular significance in the implementation of a project. In the project management process, a milestone represents the conclusion of a major project phase. The project milestone is accompanied by essential deliverables that indicate the successful accomplishment of different project tasks (Le & Nguyen, 2008). The link between theoretical and practical project management activities indicates the need for project managers and participants to understand clearly the deliverables that must be attained to demonstrate that relevant milestones have been met.
Scheduling
Scheduling involves the activities characterizing the specification of specific project milestones while allocating the proper target timelines within which such milestones must be accomplished. The project managers must demonstrate adequate PM knowledge necessary toward ensuring that appropriate scheduling techniques are used to arrive at the desired objectives in time. In addition, scheduling provides an important link between the theoretical and practical components of project management by ensuring that effective methods are used in the management of different project resources, including time and finances (Georgieva & Allan, 2008).
Following the Second World War, the increasing project complexities and the decline in the supply of the wartime labor indicated the need for the development of new organizational systems and structures. As a result, the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT) tools were initiated with the intention of allowing managers to have a significant control of the complex projects, which involved massive levels of engineering. The CPM and PERT techniques spread across several industries as organizational leaders demonstrated the desire for new management techniques and tools required for managing growth in the rapidly transforming and competitive environment. The introduction of advanced software packages contributed to enhanced spread of the PERT and CPM techniques. Such software packages were characterized by a higher capacity to address the techniques while providing convenient interfaces (Cicmil & Hodgson, 2006). As a result, project management activities were originally taken up by large firms, followed by smaller firms, and finally by the smallest firms that are considered to facilitate project management at a very small scale.
Project management has several definitions, but irrespective of the type or nature of project under consideration, project management entails the management of a project from its initiation stage to its completion. In addition, project management is characterized by the maintenance activities aimed at ensuring that the project is successful in relation to the achievement of the required objectives (Modesto & Tichapondwa, 2009).
Project management is defined as the planning, coordination, and controlling of the project from initiation to completion on a client’s behalf. Project management involves identifying the objectives of the client in the areas of utility, quality, function, cost, and time, and the development of appropriate relationships across different resources. The important components of project management include integrating, monitoring, and controlling the project elements and their output based on the need to achieve the expectations of the client (Fernandes, Ward, & Araújo, 2013). This definition therefore indicates an important link between the theoretical project management practices and the practical aspects of project management.
According to the Project Management Institute (2014), project management covers the application of skills, knowledge, techniques, procedures, and tools to project activities with the intention of meeting specific project requirements. The PMI’s definition of project management therefore emphasizes on the attainment of the preset project objectives and deliverables, which usually cover the elements of scope, time, quality, budgetary allocations, and participant satisfaction. Such elements are linked to the project life cycle to guarantee the realization of the desired goals. The link between the theoretical and practical aspects of project management is evidenced in the construction project, which requires the project team to facilitate the project tasks through the different stages characterizing the path needed for project completion. This indicates the importance of possessing appropriate theoretical project management skills that can be useful for the execution of the practical project management activities.
According to Unab and Kundi (2014), the project life cycle is characterized by different stages, with each stage having specific project management tasks and practices. In addition, each stage has a project manager who is mandated to perform specific responsibilities to ensure the smooth execution of the project. Generally, the project management stages are defined into inception, feasibility study, schematic development, detail design, quantity bills, production information, tenders, planning, implementation, and completion. The roles of the different project participants, including engineers, project managers, planners, and contractors are primarily geared toward ensuring the proper management and coordination of the project information and effective flow of resources among the participants with the intention of meeting the specific objectives set for each stage.
When exploring the meaning and application of project management in different organizational contexts, especially in the private sector, the overall responsibility of the project manager entails harmonizing the different project functions, such as planning, monitoring, communication, and control of the project tasks. Such functions are carried out based on the overall project objectives that are determined by the project scope, implementation cost, time, quality, and the need to realize client satisfaction. As a result, project managers are expected to demonstrate important skills in relation to executing project tasks, thinking ahead, effective communication, and evaluation. Such skills are applied effectively in the practical context of project management depending on the project manager’s experience and level of knowledge in the theoretical aspect of project management. For instance, planning allows individuals involved in the project management activities to acquire an insight into the project they are implementing (Fernandes, Ward, & Araújo, 2013).
With project planning and the ability to think ahead, the project participants are able to identify problems and initiate actions necessary to attain the right solutions to such problems. This element of problem solving in the context of project management indicates an important relationship between the theoretical and practical aspects of project management. For instance, through adequate knowledge gained in the theoretical project management activities, project managers and other participants are able to examine the several alternatives that are available for use in problem solving during the early stages of project implementation (Georgieva & Allan, 2008).
The link between the theoretical and practical components of project management activities in the private sector is evidenced based on the need for project participants to engage in effective communication and evaluation activities aimed at realizing the project goals. For instance, communication covers the issues relating to the production, issuance, and transmission of documents and reports necessary for efficient implementation and management of organizational projects. For instance, effective project managers must facilitate occasional meetings involving the entire project participants with the aim of exploring the different aspects of the project. In the meetings, the proposed project timeline, techniques, and implementation strategy are communicated to all project members with the aim of making the project objectives clear (Unab & Kundi, 2014). As a result, the effectiveness of the collaboration of different project participants depends significantly on the efficient use and management of communication channels available to the project team.
In contrast, project managers are expected to possess relevant skills in project evaluation with the aim of fostering significant improvement in the project management activities. Communication and providing feedbacks helps in promoting coordination among the project team, thereby increasing the potential of the team in meeting the set objectives. As a result, the project manager must ensure higher levels of effectiveness in relation to communication, evaluation, and provision of feedback to the entire project team throughout all stages of project management. Such actions and strategies are critical toward achieving the project goals, thereby indicating the important link between the theoretical project management processes and the practical project management practices. An effective application of the knowledge, skills, and experiences acquired through theoretical project management helps in ensuring the success of the practical project management activities (Georgieva & Allan, 2008).
2.5 Tools used in Project Management
The project management tools and techniques include the mechanisms that are used within organizational contexts to support and deliver different PM processes. The PM tools and techniques include the diverse guidelines used for the definition of the organizational processes, including the procedure documents, job aids, and templates. Such tools also include the various databases and software packages needed to achieve effective project management practices (Mutti & Hughes, 2001).
An effective use of the PM techniques and tools serves an important role in facilitating the efficient implementation of the project management principles. For instance, the project management information system (PMIS) is considered as an important tool that enhances the effective delivery of the project deliverables. The PMIS is especially important for complex projects that are characterized by significant levels of uncertainty and pressures from the market changes, financial requirements, and time constraints, among other issues that are difficult to control (Project Management Institute, 2014). As a result, adequate theoretical knowledge in the project management activities is essential toward facilitating the effective adoption and use of information technology tools in the project management processes.
The selection of the most appropriate project management inputs to guide organizational activities depends on different types of bodies of knowledge. For instance, the body of knowledge of project management covers the entire knowledge and experiences characterizing the project management profession. In addition, such body of knowledge includes the verified traditional project management practices, which are applied extensively across different organizations. The other component involved in the project management body of knowledge entails the emerging innovative practices within the PM profession. The project management activities in organizational contexts are based on a number of generalizations and patterns, which lead to the development of rules, guidelines, and control mechanisms needed to achieve best practices for effective project management processes. Such best practices must be replicable across different organizational settings (Harvett, 2013).
The theoretical project management practices are governed by the diverse PM knowledge bodies, which different PM associations have developed since the late 1990s. The different PM knowledge bodies include the Project Management Body of Knowledge (PMBoK) developed by the Project Management Institute (PMI); the body of knowledge developed by the Association for Project Management (APMBOK); the International Project Management Association (IPMA) Competence Baseline version 3.0, and the Project and Program Management (P2M) developed by Japan’s Project Management Association (PMA) (Project Management Institute, 2014).
The identified bodies of knowledge for project management are used by practitioners across various organizations as best practices to guide the actions and strategies necessary for effective project management. For instance, the APM BOK, PMBoK, and P2M are considered as being the most influential bodies of knowledge that guide most of the theoretical PM practices. Although the three bodies of knowledge are consistent, the P2M and the APM BOK are more extensive in relation to scope and conceptual breadth compared to the PMI BoK. As a result, the link between the theoretical and practical PM practices is achieved by the use of the different PM knowledge bodies in the practical implementation and management of projects in organizational settings (Furumo, Pearson, & Martin, 2006).
2.6 The Theoretical Framework of Project Management
The theoretical framework associated with the contemporary concept of project management is based on the Project Management Body of Knowledge (PMBOK) guide. The PMBOK guide indicates that projects consist of two types of processes. The first type of project processes entails the project management processes, which are divided into initiation, planning, project implementation, control, and conclusion processes. The second type involves the product-oriented processes, which cover the different actions involved in specifying and creating the required project product. The exploration of the theoretical underpinnings of project management based on PMBOK indicates that the PM theories are divided in two: the theory of project and the theory of management (Project Management Institute, 2014).
The theory of project indicates the importance of scope management in the project implementation and management activities. The scope management serves an important purpose in project management by ensuring that adequate amount of project work is accomplished. Scope management also helps to ensure that unnecessary work is avoided during project management. In addition, the work that is accomplished during the project scope management must be critical in meeting project goals and delivering the predetermined business purpose. Based on the theory of project, the definition of the project scope is conducted using the work breakdown structure (WBS). With the WBS, the project tasks are decomposed into small tasks and activities that are performed properly to realize the project objectives. For instance, the activities involving time management, scope management, and management of budgetary allocations must be carried out efficiently to realize successful project management activities (Koskela & Howell, 2002).
Koskela and Howell (2002) have developed the theory of management as an important component of the theoretical framework of project management. The theory of management is designed based on the PMBOK guide, which classifies project management activities into initiation, planning, implementation, control activities, and completion procedures. The theory of management focuses mainly on the primary process of planning, project implementation, and control. Based on the theory of management, an essential idea is developed indicating that the three core processes are combined to create a closed loop. For instance, the planning activities help in creating the plan, which must be realized through the implementation activities. Changes in the project scope may indicate the need for further planning. As a result, the project planning and implementation activities are controlled effectively to achieve the set project objectives. This indicates the need to determine the relationship between theoretical PM activities and practical PM practices with the aim of determining the best practices in PM that must be executed to ensure effective project management activities in the private sector.
It’s been argued that theoretical management knowledge has positive and negative influence in project management practices. For instance, theoretical management knowledge affects project practice management in that most firms are experiencing difficulties in implementing policies rather than formulating them. This is because the managers have the theoretical part and they have not engaged in practical activities for long so they lack the necessary skills to help them implement policies (Gareis 2010). Nevertheless, learning project management definitions and methods can assist and apprehend Project Managers in their roles. Consequently, the role of a Project Manager includes; cultivate a high level of teamwork, motivate the team members, inform the team members of potential treats and risks, and ensuring team members are working as a team. Thus, it can be argued that theoretical project management can affect the practice of project management (Jonas 2010). However, There are several formal standards of managing project that have been developed with the intention of improving project management outcome, but the outcomes are of mixed results. For instance, the main aims of theoretical management to ensure that the skills obtained from class study are used effectively in management practice and the success of project management is determined by quality, time, and cost (Meskendahl 2010).
2.7 Project Management in the Construction Industry
The construction business in the United Kingdom heads into a period that innovation is an absolute necessity have in every one of the parts included in conveying top notch items. The utilization of innovation guarantees every one of the partners included fulfil the needs of the venture, and make an extraordinary impression of an awesome submitted workload to accomplishing objectives. The utilization of innovation in the construction business is remarkable, giving the undertaking a more particular way to deal with accomplishing objectives. The effect of innovation has prompted the appropriation of reasonable strategies that delimit the utilization of old frameworks that are wasteful. The Construction and Property Services Industry Skills Council recognized the need to react to the maintainable conformities in innovation today to guarantee workers of the construction activities achieve aptitudes for the best results of tasks.
The ramifications of the utilization of advancements acquire thoughts, development and administration significantly to the undertaking advancement and achievement. Advancement requires the support of the considerable number of partners included in the improvement of the mission to accomplishing better intends to succeed. The United Kingdom Government helps with the change and utilization of innovation by figuring arrangements and construction practices that organizations ought to incorporate into their business procedures and practices where and when appropriate. The utilization of Information Technology procedures and practices in all venture administration practices, for example, plan, budgetary administration, and workforce administration among others give the nod that the utilization of innovation is unyielding in the present world practices.
Today, individuals use cranes, cars, and other mechanical apparatuses to facilitate their work and completion on time. The easiness at which innovation has made construction work is obvious on how architects make utilization of them and deal with the undertaking. Innovation is on the equipment part of the administration as well as on the product among different sources that make construction work available. The materials utilized by the construction organizations are of fantastic, for example, the sorts of concrete and bars.
The opposition of building organizations offers an open door for making progressions in their associations and creating approaches to beat their opponents. Innovation transforms the organization’s specialized fitness into an imaginative association turning tables to support them. Nonetheless, construction organizations neglect to exploit innovation to their support considering it an extravagant use. The accomplishment of incorporating ICT and construction industry command by different variables that control the business.
Advancement in the construction business gives the organizations playing the favourable position of decision and change over others ought to the usage of development into the spot. Development in innovation is discriminating to all parts of all commercial ventures of whatever nature. Information Technology apparatuses are being utilized as a part of construction business as well as all over other industry that influence the business. Development has assumed control over the segment in that new strategy and the subjects have brought a trade of qualities and normal intrigues that organizations have the advantage of every one of them. Urging the labourers to concoct approaches to enhancing how function finished and the usage of the same permit the liberality of the considerable number of partners included in making an undertaking fruitful.
A standout amongst essential types of innovation that is being utilized on the construction site is Building Information Modelling. Building Information Model is a framework that utilizes the utilization of innovation to give individuals an impression of what a genuine undertaking would look like once finished. As indicated by Heaton (2015), most United Kingdom construction organizations have not understood the maximum capacity of the utilization of BIM when contrasted with firms in the United Kingdom. Bleby (2013) highlights that a couple of organizations like SMART execute the utilization of BIM in their day by day exercises, expressing that the utilization of innovation is relentlessly developing in the business. The usage of BIM needs more work to make it official in the construction business with the administration coming into backing the activity. One of the primary preventions to the utilization of building information displaying is the way that constrained training is being offered particularly in the United Kingdom. According to the Construction Training Fund (2014), more than 75 percent of the respondents were not mindful that Building Information Modelling even exists. This is evidence that there is a considerable measure of the requirement for training to harvest the advantages. On the other hand, the study likewise highlighted that a portion of the engineers were utilizing Building Information Modelling as a part of the starting configuration of the construction. Be that as it may, this configuration is just imparted to a couple of vital individuals in the construction venture. The outcome is that numerous individuals are not mindful of the progressions that happen in the association.
The Construction Training Fund (2014) additionally highlighted the developing notoriety of pre-manufactured construction that uses either pre-made solid pieces or significantly older houses that are pre-created by the beginning creator. Pre-manufactured materials are of two principle sorts. The main are pre-manufactured materials that are by regional standards made and pre-created materials that are transported. The study contrasted the information gathered, and the information got in 2009. This uncovered that there was a developing increment in the utilization of pre-assembled pieces, tilt-up dividers, and different parts both in the business and the private division. Pre-assembled materials are changing the construction site, particularly in the livelihood opportunities that exist in the association.
A standout amongst the most vital contemplations in the construction business is the level of advancement and the impact that this development has had on the construction business. The study by Hardies et al. (2006) highlighted the effect that development has had on the construction business in the United Kingdom. Development is characterized by the noteworthy change of either procedure, a framework or the system that it is being utilized. The study was led in examination to a New Zealand study. New Zealand was chosen on the grounds that the nation has a portion of the same qualities as the United Kingdom. The advancement level in New Zealand was 17 percent while the development in the United Kingdom was 18 percent. One of the imperative markers utilized is the innovative work measures. There are various construction organizations that examination (Hardie et al., 2006). Many of them are college associations. However, they get funding and awards from the innovative work charge, concessions from the United Kingdom government. Another imperative wellspring of development is the association of construction organizations with learning establishments or organizations to enhance construction.
A standout amongst the most vital advancements in the utilization of programming in construction. There are various projects being utilized as a part of the construction process. Notwithstanding, the greater part of them do not offer the best wellspring of information. Another thought was the reduction in the expense of building construction. An illustration is the imaginative utilization of wooden sheets in expanding the extent of blocks utilized as a part of block homes while decreasing the general expense of construction. This is credited to be one of the reasons why block houses have turned out to be more prevalent and bigger in size. Prior to this advancement, block houses were entirely lavish. Development additionally permits pre-assembled and particular houses that profit from economies of scale in the creative process. This lessens the waste and expense of the construction. Notwithstanding this, the time needed to develop the houses has essentially lessened (Hardie et al., 2006). The decline in cost and the increment in development are the principle ways that organizations have profited from secluded houses.
3.0 Research methodology
3.1 Introduction
One of the vital sections in any study is the research methodology section. This section provides information that allows different people to collect information that is necessary for the distribution and review of information. This involves investigating the main methodological aspect as well as the research philosophy used in a study (Gott & Duggan, 2003). This is important in ensuring that the information collected is well utilized to provide a smooth and conducive process.
3.2 Research philosophies
The research philosophy that is used in any research provides the underlying information on the different processes that can be used in generating the set procedure to collect and analyze information. A research philosophy lays the groundwork for research that will be used in the study. Essentially, there are three major perspectives or research philosophies that can be used in any study. The first is an epistemological research that reviews the nature of knowledge that is available. This is based on information that is already pre-existing or from logical thinking. There are three main types of epistemological research. The first is a logical approach that uses logical thinking in the creation of the study. Secondly, an epistemological approach can use an authoritative approach that simply collects information that arises from the scholarly and other studies. Finally, an epistemological study can comprise of empirical knowledge that arises from experiments that have been conducted before. The second main type of research philosophy is the ontological research philosophy. In this philosophy, the study is based on the nature of reality. This can either be based on positivist that suggest that there is no relationship between social factors and the nature of reality while in an objectivist approach, there is an interaction between social factors and the nature of reality (Banister, 2011). Finally, a study can use an axiology philosophy where the researcher places his effort mainly on determining the ethics of research. Based on the nature of the study, the philosophy that will be used is an epistemological philosophy that concentrates on the collection of information using authoritative aspects. This ensures that the theoretical project management perspectives that rise from authoritative sources are maintained in research.
3.3 Research approach
After the determination of the type of research approach that will be used in the study, there is a need to ensure that the research approach is done in line with the research philosophy. The first consideration is whether the research undertaking should take a primary or a secondary research approach. Any study that uses the information that is new and novel in nature uses a primary research methodology. This type of research approach has several disadvantages as well as advantages. Some of the main benefits include the specific nature of the information that is collected. In any study, there is always the need to ensure that information accumulation (Bergman, 2008, p. 21). The detriment is that there is a lot of work required before a respondent can collect information that has been presented. A primary study is a study where data that is collected is completely new and unused in previous studies. This mean that the entire data collection process must involve direct access to raw data. The benefit of this is that the data collected is normally well suited for the research questions. However, there is a lot of risks introduced into the studies in case the data collection process is flawed. In addition to this, there are some cases where data is inaccessible in case the information belongs to individuals and organizations that do not allow access to raw data. Secondary data is less complicated to acquire because it is readily available. It only requires discerning by the investigator in deciding the type of data to be collected. However, it is a cheaper method of data collection especially when time and finances are a limitation. The main detriment is the propagation of errors is possible if the secondary sources already had errors (Bryman, 2006, p. 42). Based on the nature of the study, a primary study is used due to the limitation of secondary information on project management in the construction industry.
An additional perspective when reviewing the research approach that can be used in a study is the review of whether the study is deductive or inductive in nature. An inductive study is a study that seeks to investigate a certain phenomenon using a bottom down approach leading to a hypothesis or theory. This is complicated as there is a need of ensuring that there are no underlying theories that should coincide with the developed theory. This type of analysis is reserved for peer-reviewed journals and is rarely used in academic papers. The alternative is a deductive study. This is the opposite of an inductive study that seeks to analyse a specific phenomenon using a top-down approach using hypothesis or research questions. This is easy since it allows data analysis to draw conclusions that can be compared with previous studies or act as the main study in the field (Clark & Creswell, 2008). This is the best suited for academic studies and dissertations. This is the reason why a deductive approach is used in the study.
3.4 Research strategy
After determining the type of study that will be used, there is a need to come up with a research strategy that will be used in ensuring that the study takes a specific strategy. There are only three types of strategies that can be used in any research undertaking. The first is a descriptive approach that seeks to provide a general description of the phenomenon under investigation. This is quite shallow and cannot be used in academic papers. Another type of study that can be used is an exploratory approach. This seeks to provide a deep understanding of the problem that exists by creating a model or theory that will explain the type of study. This is normally used in line with an inductive approach. Finally, there is an explanatory approach that seeks to investigate the cause and effect that exists in the specific phenomenon (Sarantakos, 2007). Based on the philosophy and the approach used in the study, an explanatory approach is the best in this study.
Another additional complexity is whether the study shall use an interview or a survey approach to the collection of information. An interview requires face to face communication with the respondents to provide information. On the other hand, a survey seeks to select a group of people who are provided questionnaires that are answered. The study uses an interview approach with a questionnaire being filled in the interview process. Any interview can be done based on two main criteria of data collection. The first is a cross-sectional design that collects information from the respondent or participants only once. This means that the information collected only provide a snapshot of what is happening in the sample. The alternative is a longitudinal design that seeks to collect information on two sides of a treatment (Jha, 2008, p. 69). However, the study does not have any treatment. This eliminates the longitudinal design in favour of the cross-sectional interview design.
3.5 Research methods
After the selection of the research approach, philosophy and strategy, it is important to deliberate the research methods that will be used in the study. There are numerous different research methods that can be used in any study. Research methods are based on the type of data that will be collected. There are three main methods that can be used in any study. The first is a qualitative method of data collection and analysis. Qualitative data is any type of data that has no characters or numeral representations. This type of data is mainly given in terms of perceptions and statements. This is the most complicated type of research method since it requires a lot of effort in the gathering as well as the interpretation (Bryman, 2006, p. 14). However, the main benefit is that it allows for a small sample size of between five and ten respondents.
The alternative method is quantitative analysis. This is the exact opposite of qualitative data since it deals with characters and numerals. This makes it more straightforward when it comes to collection and analysis. The collection process is easy as there are numerous software and methods that can be used in the collection. Even in the analysis there are methods that simplify the process. The main detriment exists due to parametric restrictions that force samples to be large (Banister, 2011). Additionally, the information does not expound on answers since the respondents are restricted in communication.
The third option is a mixed methods research. This is a combination of both qualitative and quantitative information. The mixed data collected can be of two main types. First, it can be predominantly qualitative where the qualitative data obtained is coded using a Likert scale or a dichotomous key to creating quantitative information. The quantitative data collected is then used in data analysis. The second type is the predominantly quantitative data (Banister, 2011). This type collects quantitative data along with an explanation for the data collected. The study makes use of qualitative information to ensure that the collection of information is properly done.
3.6 Data collection and analysis
The process of data collection is done using purposive sampling. Purposive sampling involves the selection of specific individuals to be included in the study. Since the study is, a qualitative study involves the determination of the number and the people who will be involved in the study determines that a purposive sample has to be used. The data collection involves the collection of information from six respondents who are all skilled in project management in the construction industry. The sample has been as diversified as possible (Ali, 2011). A questionnaire is developed and used in the collection of information. All the questions are open-ended to allow the respondents to express themselves effectively in the study.
Data analysis is another important consideration in the study. Since this is a qualitative study, the questions will each be reviewed independently. The responses will be reviewed for each to provide underlying themes for the answer, and a summary of all their perceptions will be reviewed in the study. Additionally, after all the responses provided have been introduced and interpreted, a discussion will link the perceptions of the respondents to the information provided in the study (Bocarnea, Reynolds, & Baker, 2013). This data analysis measures will ensure that the data collected in the study is properly analyzed.
3.7 Ethical considerations
One of the main issues that have to be considered when doing a primary study is the ethical practices that will protect not only the respondents but the university as well. The first consideration is ensuring that there is the proper preparation of the research methodology. This ensures that the validity of the study is maintained. Additionally, the confidentiality of the respondents ensures that there is adequate information flow in the study (Dane, 2011). Finally, there is a need for the collection and the distribution of information.
4.0 Findings and Discussion
4.1 Introduction
When conducting a qualitative data analysis, it is important to provide the respondents views by quoting their information and then giving the general theme that their answers indicate. This allows conclusions to be drawn based on the information collected. The study separates the responses based on the questions asked and then provides a discussion based on the data collected immediately after the responses are presented.
4.2 Demographic information
In any study, the demographic information is important since it provides a background of the sample participants. This determines whether they can provide adequate and in-depth information in the study. There are four demographic queries that are included in the study. These are the age, gender education level, and the theoretical project management knowledge. This information is categorized in a table with the four subsections highlighted in the study. The respondents are given numbers #1, #2, #3, #4, #5 and #6 to ensure that the responses are not confused.
| Respondent | Age | Gender | Education level | Knowledge |
| #1 | 50 years | Male | PhD | Yes – As a manager for ten years as well as a lecturer |
| #2 | 60 years | Male | PhD | Yes |
| #3 | 25 years | Male | Bachelor’s degree | Yes |
| #4 | 35 years | Female | Master’s degree | Yes |
| #5 | 29 years | Male | Master’s degree | Yes |
| #6 | 27 years | Male | Bachelor’s degree | Yes – Regarding project management I do possess some theoretical knowledge about project management. In this case, I know how to initiate various leadership roles in the brainstorming activities and also in the different aspect of decision-making |
A summary of the demographic characteristics indicates that there are 50, 60, 25, 35, 29 and 27 years of age respectively. Majority of the project management professionals are males. This made it difficult to get female respondents. When it comes to the academic qualifications, two of them had Bachelor’s degrees, two had Master’s degrees while two had reached Ph.D. All the respondents agreed that they had adequate knowledge in theoretical project management.
4.3 Project management responses
After the review of the demographic variables, the study now shifts to specific areas of the theoretical project management in the construction industry. This is done based on the responses and questions provided by the respondents. Data Analysis subdivides this section into smaller subsections.
Perception of changes in project management in the construction industry
The study first reviewed the perception of the respondents on whether they perceived is there was any change in project management in the construction industry. The results are summarized in the following table.
| Respondents | Response |
| #1 | Yes. More agile; better skilled project managers; improved use of technology; greater professionalization |
| #2 | Yes. Ongoing technological applications have imposed changes in phases such as planning, design, inspection, assembly/prefab, and testing phases |
| #3 | No, There has been constrained towards the creation of changes in project management in the construction industry. The complexity and budget involved in the industry environment are also factors that can hinder the creation of changes. |
| #4 | Yes, The changes involve the improvement of the request for information (RFI) processes to improve efficiency and reduce risks. RFI helps improve the management of changes in the project evaluation and timelines, thereby mitigating risks. It involves the adoption of standard processes for communicating change among project teams to increase accountability. One of the most commonly used RFI is the Building Information Modeling Systems (BIM) that allows different professionals to view changes in real time.
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| #5 | Yes, Technology, nowadays producing Gantt or Perit charts are easier that almost every member of the team can keep records of his role responsibilities in his or her smartphone |
| #6 | Yes, there are changes where various software programs are being used to help senior management in decision making. Decision support systems are one of the features that can be said to have brought the change.
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Table 2: Perception of changes in project management in the construction industry
The general theme among most of the respondents is that project management has changed mainly due to the adoption of technology in the industry. Four of the respondents mention technology or software upgrades that have improved information flow and planning in the construction industry. Apart from the use of technology, information flow has been highlighted as one of the reasons for better project management. One of the respondents highlights that request for information processes have reduced risks and improved efficiency in the industry. The responses also indicate that there is better professionalism that arises from better handling of material as well as better communication. Five of the respondents have highlighted a specific change in project management. However, one of the respondents had a negative perception of changes in the construction industry. The respondent did not feel that there were changes in the construction industry, and he attributed this to the budget and industry complexities that hinder any significant changes in the construction industry. However, the general themes based on the responses provided in the study indicate that most of the respondents believe that there is a lot of technological changes in the construction industry that can be attributed to the theories in theoretical project management.
Importance of theoretical management to construction managers
The study sought to determine whether the respondents believe that theoretical project management is important for construction managers and workers and what the exact skills they think are important.
| Respondent | Perception |
| #1 | Yes. Good work breakdown structures, keeping an eye on costs; critical path analysis |
| #2 | Yes. Project engineers/ managers would know the exact steps to follow in planning for any project. If theoretical knowledge is missing, then how would we expect to have a successful project |
| #3 | Yes. Project managers have an obligation of managing the construction projects, which require them to have the theoretical project management skills so as to help them accomplish their goals successively. |
| #4 | Missing information |
| #5 | Yes, Knowing how to make a communication management strategy, as well as configuration management strategy. In order to best communicate with the team manager, board management, and stakeholders In addition, to make sure that all works are going smooth and assured in order to minimize time for board management to authorize these works |
| #6 | Yes. The importance of theoretical skills is that they guide project managers regarding timelines and also provide good leadership skills for any project team. |
Table 3: Importance of theoretical management to construction managers
The theme of this section of the study is that there is a unanimous agreement among the respondents who answered the specific query on the importance of theoretical project management skills for construction managers. The reason for the importance varies among the respondents. The most common response highlighted is the fact that theoretical project management helps in the development of timelines of the work to be conducted. This allows the breakdown of tasks to ensure that they are achievable. Additionally, project managers in the construction industry need to have knowledge on the specific aspects of the project. Finally, the study has highlighted that there is a need for construction managers to have the necessary skills to communicate with the major stakeholders. This ensures that things are done smoothly, and any additional costs are communicated in time. Finally, the responses indicate that the skills of theoretical project management can help construction managers understanding and managing costs in construction projects.
Importance of theoretical management to construction workers
Next the study sought to determine the importance of theoretical project management for the ordinary construction workers in a construction company. The perceptions of the study participants are provided in the following table.
| Respondents | Perceptions of the respondents |
| #1 | Yes. Can provide evidence and plans to give legitimacy to a project for the PM |
| #2 | Not Necessarily. Pending on workers responsibilities and assignments, he must have a generic idea of the following steps and integration between parallel and sequential tasks |
| #3 | Yes. Theoretical project management skills in construction industry are diverse and relate to different departments within a construction industry and workers at different levels are usually expected to have some of the skills to ensure a good working relationship with management.
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| #4 | Yes. Theoretical project management skills are valuable to construction workers who wish to advance to managerial positions as they will be required to use those skills to develop accurate timelines and cost estimates. It also enables them to use specialized industry software. Further, theoretical training equips construction workers with both oral and written communication skills that are valuable to those in leadership positions. Managers need communication skills to develop cordial working relationships with the different players in construction projects. |
| #5 | No |
| #6 | Yes, Among workers, theoretical skills provide good know-how of how workers should relate with each other.
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Table 4: Importance of theoretical management to construction workers
The outcome of this specific section provides a varied perception of whether theoretical project management is necessary for construction workers. Four of the respondents thought that theoretical project management is important for construction workers. One of the reasons was that the construction workers can provide evidence and provide legitimacy. This is mainly because construction workers are the main people on the ground. Without involving them in project management, there will always be problems. Another reason provided by the respondents is that the different departments and levels all need theoretical project management skills to facilitate proper communication and maintain relationships. One of the responses highlighted that theoretical project management is important to construction workers. It is of particular importance to those who wish to advance to higher levels in the construction industry. The respondent highlight that there is a need for training of the construction workers in the organizations. These aspects highlight specific issues with theoretical project management that cannot be ignored. Based on this, the general themes when it comes to theoretical project management among construction workers is that they need knowledge on theoretical project management to enable them to relate properly with others.
Theoretical project management aspects that can be applied in the construction industry
This section of the questionnaire reviewed the perception of the respondents on the main theoretical project management aspects that can be used in the construction industry. The responses are provided in the following table.
| Respondent | Theoretical project management |
| #1 | WBS, GANTT STAKHOLFER ANALYSIS |
| #2 | Project life cycles, project structures, project inventory management, project queuing management, priority queuing, risk management, sensitivity analysis, cost estimations, 3-time estimates, expected project time, project phase process of parallel and sequential tasks |
| #3 | Planning is one of the aspects in theoretical project management that is applied in construction industry project management. Planning is among the initial things done before a project is initiated or implemented to ensure achievement of set goals.
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| #4 | One theoretical project management aspect that has been applied to the construction industry is risk management. Research shows that construction companies are now embracing theoretical risk management practices. Many firms have adopted the models and techniques proposed in the risk management theory. Most firms adopt the project lifecycle approach where the project is fragmented to facilitate risk identification and management.
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| #5 | RACI matrix, flat management structure, lesson log, and plan stages (Startup-initiation stage-stage 1- stage boundary- delivering stage-closing a project) |
| #6 | One of the theoretical project management is ability to manage various tasks by use of Gantt charts and other tools that ensure every task is performed on time.
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Table 5: Theoretical project management aspects that can be applied in the construction industry
The results of this section of the study indicate that there are many reasons that have been proposed by theoretical project managers. One of the main reasons is the ability to provide proper time management using Gantt charts as well as project life cycle analysis. One of the respondents highlighted that risk management can be improved in the construction industry using some of the theoretical risk management practices that have been created. Finally, planned theoretical measures like project implementation analysis have also been done in the construction industry. The general themes in all the responses is that theoretical project management improves the time and cost management in these organizations.
Hindrances to theoretical project management adoption
The questionnaire then sought to collect information on the factors that the respondents perceived hindered theoretical project management adoption in the construction industry.
| Respondents | Perceptions |
| #1 | Project managers who are not flexible or think that knowing the theory will on its own provide success |
| #2 | Experience supersedes theory. However, combining both would lead to optimal results. |
| #3 | The scope in the construction industry is usually big, which a barrier in the application of theoretical project management. Budget is also a key constraint in the application of theoretical project management and if not well planned for can lead to failure of projects. |
| #4 | One of the hindrances to the adoption of theoretical aspects is the resistance to change among workers in construction firms. Often the managers and others workers are hesitant to learn new skills or adopt new methods. Another challenge is the massive investments required to introduce technological applications based on information management systems. |
| #5 | Lack of experience and rely heavily on theory, which may not work as expected without the experience. Lack of time, technology, and insufficient budget |
| #6 | The main obstacle to the application of theoretical knowledge is that there might not be acceptable by some section of stakeholders who belong to the same project team. |
Table 6: Hindrances to theoretical project management adoption
The results of the study highlights that there are numerous reasons as to why there is low implementation of theoretical project management in the construction industry. One of the respondents highlighted a lack of flexibility among project managers. This means that project managers prefer to retain existing methods as opposed to new methods that could reduce time and cost. Another respondent has highlighted that experience in the construction industry is more valuable than theory. This means that anything that is already working well cannot be changed according to theoretical project management. Furthermore, the respondents highlighted that there was a problem that arose from the rigidity of the managers and workers who did not want to acquire a new skill. All these aspects point towards a rigidity in the construction industry that hinders the adoption of new technology. The general themes of the respondents highlights that there is a lot of rigidity that restricts the adoption of some theoretical project management concepts.
Gaps in theoretical project management skills
The study sought to investigate any perceived gaps that exist in theoretical project management in the construction industry. The results are provided in the following table.
| Respondents | Perceptions |
| #1 | Yes, I think this could be a risk – I do not know what evidence exists, but I have seen gaps in understanding from my experience as a manager in public services. PMs need to make sure they do not talk in jargon to staff and Respect other views and opinions |
| #2 | Probably. If PM do not have enough engineering background, that might lead to widening the gap. Also, if PM has no experience in visiting construction site(s) and familiarizes him/herself with the real-world situation, the gap might increase.
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| #3 | Yes. The gap usually creates issues like failure to understand why and how things should be done to ensure the success of projects. Teamwork is necessary for undertaking projects and the gap created on the basis of theoretical project management skills does not promote it existence.
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| #4 | Yes. Some of the issues that arise include the lack of knowledge among workers about risk factors identified in the theory. In particular, the lack of knowledge about terms associated with risks creates uncertainty. Moreover, there is a gap between the graphical representation of the project details that occurs when the representation is complicated, and the workers lack the theoretical skills to connect with the representation.
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| #5 | no, because the project manager will manage the team manager with his PM knowledge |
| #6 | Yes, I believe the gap is in theoretical project management skills among construction workers and managers are one of the reasons for the lack of theoretical project management. The issue that arises from the gap is that there might be differences in terms of relationship in the working conditions. |
Table 7: Gaps in theoretical project management skills
The results of the study indicate that the respondents all have different perceptions of gaps in the industry. One of them highlighted that project managers in the construction talk in jargon, and this hinders the implementation of project management by the workers. Another respondent highlighted that the issue may arise from the fact that there is no adequate knowledge among project managers to allow the implementation of theoretical project management in the construction industry. Another respondent attributes the gap due to lack of risk awareness among construction workers in construction companies. This hinders the adoption of risk management techniques in project management. Finally, one of the respondents believes that there is no gap since the project manager is in charge of informing his or her workers if the risks that exist in project management. The main underlying themes is the gap between project managers and construction workers as well as the lack of adequate knowledge of project management.
Ways of improving theoretical project management adoption
After highlighting specific gaps in theoretical project management, there is an additional need to determine specific methods that can be used to improve the situation in the construction industry. Responses collected are given in the table that follows:
| Responses | Perceptions |
| #1 | Communication; explanation of tools; understanding of tools between PM and workers (shared understanding) |
| #2 | Educate PM on construction engineering to strengthen his/her background and be able to understand and discuss problems with site engineers on the same level. |
| #3 | Involvement of all stakeholders in construction projects and industry in the adoption of theoretical project management should be ensured so as to avoid gaps that may come along. Workers and managers should be equally trained on its aspects and fundamentals so as to make its adoption flexible. |
| #4 | One way of increasing the adoption of theoretical project management is to educate project managers of the benefits of acquiring such skills. Such education can be achieved by lobbying their advocacy bodies to adopt such practices. Another method is encouraging project financiers and owners to hire professional consultants and construction companies since such organizations are receptive to theoretical adoptions. |
| #5 | Take certified courses such as PRINCE2 and PMP. Explain and simplify the pm theory to the team manager and advice where and when that technique can be implemented. |
| #6 | The theoretical skills can be enhanced by offering to train to the stakeholders and explaining to them the need for such knowledge. Besides that brainstorming activities should be convened so as to ensure people accept the theoretical skills.
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Table 8: Ways of improving theoretical project management adoption
There are different solutions provided by the sample respondents on the approach that should be used to improve the adoption of theoretical project management in the construction industry. Four of the respondents highlight that there is a need to improve the training of either the project managers or the entire staff on matters of project management and software that can be used. This is an important consideration when it comes to the adoption of theoretical project management in the construction industry. Other reasons put forward include the communication between project managers and the workers or other stakeholders in the organization. The main themes given in the responses indicates that the respondents seem to attribute solutions to either better training for the entire staff or better communication between all the major stakeholders in a construction project.
Role of the government
The study finally assessed the role that the government plays in ensuring that there is adequate project management in the construction industry. The responses are given in the following table.
| Respondent | Perception |
| #1 | Supporting training in colleges, universities and making sure the issues involved are reflected in contracts when the government procures services from the construction sector |
| #2 | Conduct educational workshops/ seminars on the links between theoretical and practical project management in construction offered by specialists in both fields: theoretical and practical. |
| #3 | One of the constraints in the adoption of theoretical project management is the cost involved, which, if subsidized can help in ensuring success in consideration of theoretical project management. The government can, therefore, subsidize the adoption of the theoretical project management to assist in its improvement.
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| #4 | Governments can enhance the adoption of theoretical project management aspects by requiring all project managers to have minimal formal education as a qualification for undertaking certain projects. Further, governments can require managers of all government projects to have some formal education in project management. Finally, the government can enhance the adoption of theoretical aspects by embracing the public-private partnership model where investors build, own, and operate projects until they recoup their investments. This approach will force construction firms to adopt the best practices in the management of construction projects. |
| #5 | Assign PRINCE2 project managers to government construction project. Provide case studies, were theories were implemented successfully and other failure cases, which shows how theories have not worked properly, and ways to overcome these issues. |
| #6 | Government plays a role in providing a role in the organizations that should be followed concerning any issue to do with contracts and other legal issues.
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Table 9: Role of the government
The results of the study indicate that majority of the respondents suggested that the most important role that the government can play is to promote the training of project managers and construction workers in areas of theoretical project management. The government can even promote training by employing people with certain qualifications like PRINCE2 qualifications in the public sector construction projects. The results also indicate that many of the respondents believed that the government can provide subsidies for training seminars that will provide the required information for people in the construction industry. These results all point towards the adoption of proper theoretical project management in the construction industry.
4.4 Discussions
The first research question investigates the effectiveness of theoretical project management. This can be determined by assessing the theme among the respondents on any positive changes that have occurred in the construction industry. The results of the study point towards some specific results in the study. The theme based on the perception of the respondents that there have been changes in the construction industry due to theoretical project management. The general theme in this section indicates that five respondents believed that there has been an improvement in the technological aspects of the construction industry. This result is collaborated by Burner and Haley (2007) who highlight that there has been some limited impact of technology in the construction industry. This changes arise from changes in the construction industry (Bruner & Haley, 2007, p. 458).
The second research question in the study sought to determine the effectiveness of theoretical project management in the construction industry. When the study reviewed some of the specific skills that can be used in the construction industry, there use of computer software was the most important tool or skill highlighted. Additionally, the study respondents suggested that time scheduling and budgeting for resources are important aspect of theoretical project management that can be introduced into the construction industry. This indicates that theoretical project management in the construction industry mainly aids in modernization through software and relevant budgeting or scheduling tools.
The third research question sought to determine the challenges that project managers face in the implementation of the theoretical project management. A review of the main hindrances indicated that there was a lot of resistance in the construction industry due to the rigidity of the industry. A study by Hass (2007) highlighted that people in the construction industry were prone to rigidity due to continued use of the waterfall project management technique. This technique is rigid and does not allows any alterations after the project has started. The result indicates that there is a lot of complexity that exists since many people in the construction industry. This rigidity leads to hindrances in theoretical project management initiatives in the study.
The fourth research question in the study sought to determine the managerial skills are necessary for facilitating the success of theoretical project management within construction projects. The results indicate that all the respondents believed that construction managers need to have knowledge and skills from theoretical project management to aid them in improving the construction projects. This allows the use of more effective tools that save both cost and money. However, some of the respondents did not think that it was necessary for construction workers to have knowledge of theoretical project management. The study by Chitkara (2001) highlights that when it comes to construction workers, the direct workers who are integral to the entire construction project need to be given training on project management tactics while those who are non-direct can be guided by those who have knowledge in project management in the construction industry (Chitkara, 2001, p. 232).
The fifth research question sought to determine the weaknesses of theoretical project management in construction projects practice. The main weaknesses highlighted in the hindrances is the rigidity and lack of knowledge by all stakeholders in a construction project. The respondents suggest the adoption of specialized training that will make it easier to implement theoretical project management in the construction industry. This training should include stakeholder communication to improve the communication with the major stakeholders in any construction project. The government also needs to take a more active approach to theoretical project management training by subsidizing training. Furthermore, there should be more employment of people with theoretical project management skills in the public sector.
5.0 Conclusions and Recommendations
5.1 Conclusion
The results of the data analysis fulfill the objectives of the study. The first objective was to determine the effectiveness of theoretical project management practices on the practical project management practices in the construction industry. There is a lot of substantiation in the study that points towards an effective project management in the construction industry. There is much information that points towards a good adoption of theoretical project management in the construction industry. The respondents have highlighted that there has been an increase in the use of technology in the construction industry. This can be attributed to theoretical project management in the construction industry. Furthermore, the respondents have highlighted that there has been greater professionalism that can also be attributed to theoretical project management adoption. There is a positive effect from theoretical project management in the construction industry. According to Fernandez, Ward and Araujo (2013), the important components of project management include integrating, monitoring, and controlling the project elements and their output based on the need to achieve the expectations of the client.
The subsequent objective of the study was to determine the effectiveness of theoretical project management in construction projects. Many of the respondents highlighted that theoretical project management aids construction managers on proper time and cost budgeting. Furthermore, theoretical project management is believed to provide construction managers as well as construction employees with adequate methods and channels that can be used for communication. According to Le and Nguyen (2008), the link between theoretical and practical project management activities indicates the need for project managers and participants to understand clearly the deliverables that must be attained to demonstrate that relevant milestones have been met. Another study by Georgieva and Allan (2008) highlights that scheduling provides an important link between the theoretical and practical components of project management by ensuring that effective methods are used in the management of different project resources, including time and finances.
The third objective of the dissertation sought to determine the challenges that project managers face in the implementation of theoretical project management concepts in the construction industry. The results of the study indicate that the main challenge facing project managers in implementation of theoretical project management is the lack of adequate information among the stakeholders who restrict the implementation of some theoretical project management theories. This is mainly due to a preference by the industry to rely on rigid traditional practices as opposed to new methods based on theoretical project management. Additionally, there was a rigidity in construction project workers who are not willing to learn new skills that could help in theoretical project management.
The fourth objective that exists in theoretical project management is to determine managerial skills are necessary for facilitating the success of theoretical project management within construction projects. One of the main characteristics that have been highlighted is the need for risk takers in the construction industry. Many project managers are afraid of deviating from the normal projects as opposed to trying out new projects that could yield better results in the industry. According to Furumo, Pearson and Martin (2006), Project risks cover the anticipated and unexpected obstacles and barriers that are likely to emerge during the project management process. The theoretical PM practices that equip individuals with necessary skills on how to identify different project risks are crucial for promoting efficient, practical PM activities. This restriction provides a clear cut explanation that theoretical project management is a complicated endeavor that requires some very special skills in the organization. When training is offered to project management employees, there will be the adequate adoption of theoretical project management.
The fifth and final objective of the study is to highlight some specific weaknesses that exist in theoretical project management. The results indicate that the lack of adequate knowledge in the construction industry is one of the main challenges that are faced by companies in the construction industry. Another weakness is the rigidity of the construction industry that hinders the creativity of theoretical project management in the construction industry. According to Gareis (2010), theoretical management knowledge affects project practice management in that most firms are experiencing difficulties in implementing policies rather than formulating them. This is because the managers have the theoretical part, and they have not engaged in practical activities for long, so they lack the necessary skills to help them implement policies. All this points towards the need for more practice and frequent implementation of theoretical project management policies in construction projects.
5.2 Recommendations
Based on the information provided in the study, there is a need for some specific recommendations based on the managerial implications. The first is the need for training for the construction industry. The training is based on the need to develop skills among managers and construction workers in the United Kingdom. This will provide knowledge of theoretical project management concepts that can be changed to allow the better adoption of the construction industry. This will improve knowledge that will allow project managers to provide information that is understandable to people in the construction industry.
Another important consideration is the shift from rigid construction plans that lack creativity. This is mainly attributed to lack of risk taking provided in the construction industry. Risk taking in any industry is important since it provides a platform from which workers in the construction industry can adopt innovative and creative ways of completing the project in the construction industry. This will provide better designs and increase satisfaction in the client since the project will be unique.
Finally, the next consideration is the inclusion of stakeholders in the decision-making process. This is important because most of the projects in the construction industry are centred on initial stakeholder input, but there are restrictions on any additional stakeholder input. Increasing stakeholder input will push for theoretical project management adoption in the construction industry.
5.3 Limitations of the study
Any study that is conducted has to have some inherent weaknesses that hinder the proper execution of the study. One of the main limitations is finances and access to experts. While the people included in the study are very knowledgeable in theoretical project management, there are some scholars who could have provided better insight. However, the sample selected was adequate. Another important limitation is the type of study. A qualitative study provides clear information, but it is not very good for making conclusions. However, the study was explanatory in nature, and the data provided adequate information.
5.4 Recommendations for future studies
Any study can be improved and furthered, and this section provides information on specific things that need to be furthered in the study. The first recommendation is conducting a quantitative study that can confirm the results obtained in the study. A qualitative study provides in-depth information that can be used in a future study. Another recommendation is trying to review the measures that have been made by the government to improve theoretical project management.
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