Massey Documents by Type

Permanent URI for this communityhttps://mro.massey.ac.nz/handle/10179/294

Browse

Subject: search.filters.subject.Project management

Search Results

Now showing 1 - 8 of 8
  • Thumbnail Image
    Item
    Construction projects status tracking : a real-time data-driven framework for delay management and analysis : a thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy in Building and Construction, School of Built Environment, College of Science, Massey University, New Zealand
    (Massey University, 2025-10-16) Radman, Kambiz
    Construction delays remain one of the most critical challenges in project delivery, often resulting in cost overruns, schedule slippages, and weakened stakeholder confidence. Traditional delay management methods are largely reactive, relying on periodic reporting and fragmented communication across project teams. In contrast, the increasing availability of digital tools offers the opportunity to adopt more proactive, data-driven approaches. This study introduces a framework that centralises and analyses real-time project data from multiple stakeholders, including head contractors, subcontractors, consultants (via Building Information Modelling—BIM), and on-site teams. By integrating these diverse inputs into a unified Power BI dashboard, the framework enhances early detection of delays, improves coordination, and supports timely decision-making. Earned Value (EV) metrics are embedded as key control points, providing early signals of deviations and potential risks. Despite these advances, several research gaps remain. Existing systems are often costly and complex, highlighting the need for simple, inexpensive, and user-friendly solutions. Real-time data acquisition and centralisation are still underdeveloped, limiting the speed and reliability of insights. Current practice focuses heavily on retrospective reporting, with limited capability for real-time analytics or predictive forecasting. Stakeholder communication and coordination remain fragmented, while systematic early notification systems for emerging delays are rarely implemented. Ultimately, it is necessary to integrate historical and real-time data to facilitate predictive delay analytics. Addressing these gaps would help shift construction delay management from reactive intervention towards proactive risk mitigation. Guided by these gaps, the research is shaped around three central questions: (1) What causes delays in major construction projects, and how do these delays affect stakeholder collaboration? (2) How are digital technologies currently being deployed to improve project performance in relation to delays and risks? (3) How can a new framework be designed and evaluated to strengthen early delay detection and enhance project outcomes? To answer these questions, five objectives are established. First, to identify and analyse the key project stakeholders and the principal causes of delay. Second, to review and assess the role of digital technologies in construction projects. Third, to develop a framework that integrates real-time data for enhanced monitoring, reporting, and early detection of delays. Finally, to evaluate this framework in practice, assess its effectiveness in enhancing transparency, facilitating stakeholder coordination, and improving overall project performance. In doing so, this research contributes to the advancement of digital construction management by embedding real-time analytics into live project environments. The proposed framework not only enhances transparency and resource allocation but also lays the groundwork for predictive delay management, thereby aligning construction practices with the broader objectives of Industry 4.0.
  • Thumbnail Image
    Item
    A study of the industry/university/government (UIG) collaborative project organisation : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, New Zealand
    (Massey University, 2020) Skelton, Lorraine
    Research projects are a subset of project management that is gaining attention. Primarily driven by the need for innovation to boost economic growth. This need has brought with it an impetus for researchers to work together between enterprises and gain the benefits of cross-sector collaboration. The surge of interest has been attributed to the increased importance of collaboration between university, industry and government, theorized by Etzkowith and Levdesdorff (1995) and termed the Triple Helix. Their work led to the recognition that successful innovation depends upon the effective selection and management of the research project portfolio and the research partners. Studies in this area largely focus on how well the relationships are either working or not working, and there is little published literature that seeks to understand what is particular to each of these environments that causes difficulties when working together across the ‘cultural gap’ (Kirkland, 2010). Existing studies have identified several key differentiators that create barriers to effective collaboration. The present study aims to develop these areas into a more complete framework and contextualise the factors (in the present research called ‘differentiating themes’) for each of the three sectors. A multilevel approach was taken to understand the areas of difference between team member and key informant participant levels, while incorporating a project approach across the traditional project components of phases and constraints. The findings of this research are based on a thematic analysis of the current literature. Nine broad themes of: funding, project, leadership, teamwork, completion, scientific endeavor, intellectual property, ethics and career, were further divided into sixteen subthemes. These describe the main areas of difference – or tensions between the sectors involved in the collaboration. The data collection was guided by a data collection model developed for this study. The study also measured the perceived outcomes of the collaborative effort, using the Strategic Alliance Formative Assessment Rubric (SAFAR), developed by Gajda (2004), which seeks to capture growth in a collaboration over time, and is used to measure both the inputs and outputs of the collaboration. The survey yielded 94 responses. Semi-structured interviews focussed on how both context and individual experience influence the themes, using a representative sample of team members and key informants from each sector, with twenty interviews conducted in both New Zealand and Australia. New differentiating themes were identified through the interviews and added to the original framework: main themes of collaboration, project management method, communication, internationalism and project mishaps, and subthemes of trust, contract management, task segregation, profitability and influencing. The study explored the impact of the differentiating themes as either contributors or influencers to the collaboration, as well as their impact on pre-project, project, and post-project phases in a framework for use by all parties involved in the UIG. The study has added to our current understanding of this project type through the development of a more encompassing framework, taking in multiple themes within the UIG collaborative style project. It has produced findings that consider the influencing dynamics of the sectors and participants addressed, from the perspective of both collaboration and project level determinants including the importance of collaborative outcomes. The study highlights the formation of collaborations, ongoing influences, and the differences found which account for many of the barriers to both start-up and ongoing collaborative development. This study also highlights the need to develop strategies for collaboration including between sector strategies to advance the benefits of collaboration, performance measures that reward collaboration, and the necessity to understand and accommodate the outcomes needed by all participants. The study has also increased the understanding of the complexity of the processes involved in UIG collaboration.
  • Thumbnail Image
    Item
    Project uncertainty, project risk and project leadership : a policy capturing study of New Zealand project managers : a thesis presented in partial fulfillment of the requirements for the degree of Master of Arts in Psychology at Massey University, Wellington, New Zealand
    (Massey University, 2016) Mercer, Brendon
    Cooperation between project practice and project research could help reduce failure rates for projects in New Zealand and globally. The current research used a “policy capturing” method - systematically varying sources of project uncertainty (policy cues) to explore project leadership responses. A contingency model proposed that project uncertainty (low path-goal clarity, low team cohesion, and high technical complexity) would lead to greater perceptions of project risk (scope/quality, budget, schedule, and project team satisfaction) that would negatively predict the (rated) effectiveness of transactional leadership style and positively predict ratings for transformational style. In total, n=131 experienced project managers rated the effectiveness of leadership styles from ‘not effective’ to ‘extremely effective’. Greater uncertainty produced higher perceived risks that reduced the rated effectiveness of transactional leadership. Path-goal clarity was of particular importance as a policy cue, directly predicting transactional leadership ratings (R=-0.189). These results are consistent with the task-orientation of traditional project management. However, the results for transformational style were unexpected - only team cohesion predicted transformational leadership ratings (negatively) (R= -0.119) and no link between risk and transformational leadership was found. Possible reasons for the ‘disconnect between transformational leadership, uncertainty and risk are discussed and further research suggested.
  • Thumbnail Image
    Item
    The role of organisational memory for learning in project management using lessons learned : a thesis presented in partial fulfilment of the requirements for the degree of Masters of Business Studies in Human Resource Management at Massey University
    (Massey University, 2000) Gosling, Isobelle Anne
    The notion of learning from experience framed as lessons learned (an output of project management practice) stored in organisational memory has been little discussed in the literature. Prolifically discussed is organisational learning to build capability through generative learning to achieve what an organisation desires. Organisational memory is the fundamental result of organisational learning to store the knowledge from the past that is 'brought to bear' on the activity to hand by means of acquisition, retention, search and retrieval processes. It is argued the storage of lessons learned in human memory and the sharing of lessons learned between projects significantly contributes to project success at the personal level, but not at the organisational level despite lessons learned shared generically. This argument is supported by the strong suggestions of systematic problem solving to get at the 'root' cause, continuous improvement embedded in practice through benchmarking, quality management, flexibility in using standardised tools, the moderate suggestion of an Organisational Memory Management System (OMIS), and project strategic support. These were the findings from a survey of 47 project practitioners at two Project Management Institute (PMI) meetings, and seven semi-structured interviews where participants perceived the organisation they worked in characterised organisational learning practices. These findings raise questions about the competitive advantages for the organisation by using lessons learned, a moderate to weak finding in this study, and the recent initiative by most participants to implement an OMIS system. It is recommended project practitioners make lessons learned an everyday project management practice to build capability to advance organisational learning, or else the lessons learned will be pushed aside by time constraints and the pressure to move onto new projects. Key Concepts: Lessons learned, organisational learning, and organisational memory.
  • Thumbnail Image
    Item
    Emotional intelligence and transformational leadership in the NZ and UK construction industry : a thesis presented in partial fulfilment of the requirements for the degree of Master of Science in Construction Management at Massey University, New Zealand
    (Massey University, 2015) Potter, Emily
    Productivity and project performance is paramount within the construction industry. Low levels of productivity and performance has been attributed to poor leadership of construction project managers. The Chartered Institute of Building (CIOB) highlighted the need for influential leaders to respond to the evolving social, economic and environmental constraints of the construction industry. Previous research in other sectors, has shown that transformational leaders can contribute to positive project outcomes from their teams. Despite the link, little research has been conducted in respect of this leadership style within the construction industry. The purpose of this study was to investigate the relationship between the transformational leadership style and emotional intelligence, for construction project managers in NZ and the UK. To achieve this aim, three key objectives were to; 1) identify the most prevalent leadership style adopted by construction project managers; 2) identify the average emotional intelligence of construction project managers working in NZ and the UK; 3) determine if there is a significant correlation between the construction project managers emotional intelligence and transformational leadership style adopted. An online questionnaire was administered to construction project managers who were recruited from the project managers practicing in NZ (N=38) and the UK (N=34). The findings revealed that the most prevalent leadership style for construction project managers was transformational leadership. Over two thirds (73%) of participants self-reported this leadership style. These results are important as they confirm the current situation in terms of leadership style, identify the potential scope for improvement and act as a point of comparison for future leadership improvements to be calculated. The average emotional intelligence (EI) score for participants was 78 with a range between 60 and 95. This quantification provides a benchmark against which others can be measured. The results confirmed a significant positive relationship between a construction project managers’ emotional intelligence and the likelihood that they would employ a transformational leadership style. It also established that the project managers’ ability to effectively use their emotions with their project team was the main element responsible for transformational leadership to come into effect. There were no significant differences found between the UK and NZ samples. These combined results are important, as they will assist with the identification and selection of those with high emotional intelligence, most suited to the challenging and demanding role of the construction project manager. Based on the findings, a number of practical implications for the construction industry have been made, including suitable methods for identification, recruitment and training of project managers. These recommendations have the potential to improve leadership and the associated project performance in the construction industry at a time of much needed change.
  • Thumbnail Image
    Item
    Pareto analysis of on-site productivity constraints and improvement techniques in New Zealand building industry : a thesis presented in partial fulfillment of the requirements for the degree of Master of Construction Management, School of Engineering and Advanced Technology, College of Sciences, Massey University at Albany, New Zealand
    (Massey University, 2011) Durdyev, Serdar; Durdyev, Serdar
    The steady decline in labour productivity in the New Zealand construction sector is a result of internal and external factors, which constrain the achievement of set project objectives. The main objective of this thesis is to identify the key constraints to on-site construction labour productivity based on the views of project managers, contractors and subcontractors in the New Zealand building industry. Qualitative data collected through pilot interviews formed the basis for questionnaire surveys conducted among the target populations. Multi-attribute methods were used in the analysis of the empirical data while the Spearman’s rank correlation test was used for the tests of the research propositions/hypotheses. To test the robustness of the results of the questionnaire surveys, confirmatory interviews were conducted among members of target populations, who did not participate in the earlier surveys. Feedback from the pilot interviews revealed 56 onsite labour productivity constraint factors, which were grouped under eight broad categories: project finance, workforce, technology/process, project characteristics, project management, statutory compliance, unforeseen events, and other external forces. The first five broad categories comprise the internal constraints, while the last three were the external constraints. Results of the analysed questionnaire surveys showed that reworks, level of skill and experience of the workforce, adequacy of method of construction, buildability issues, supervision and coordination were the most significant internal constraint factors. Among the external constraints, the Resource Management Act, ground conditions, market conditions and level of competition in the industry were found to be the most influential sub-factors affecting construction productivity in the New Zealand building industry. Project management, workforce issues and project finance were the most significant broad categories having an impact on construction productivity. Recommendations for improving onsite labour productivity in the New Zealand construction industry were made which included use of quality management systems, early involvement of specialist trades, workforce skill improvement and motivation, and effective site layout.
  • Thumbnail Image
    Item
    Analysing project management culture and practice of public managers in Papua New Guinea: a case study of the National AIDS Council Secretariat : a thesis presented in the fulfilment of Master of Philosophy in Development Studies at Massey University, Palmerston North, New Zealand
    (Massey University, 2008) Kaule, Ralph Dungit
    This thesis analyses and explores the Culture and Practices of Public Managers involved in implementing projects in Papua New Guinea. Project Implementation is an integral part of the overall project management cycle that has received a great deal of attention as a major development problem. In order for us to gain an insight of the theme of the thesis, the National AIDS Council Secretariat (NACS) was selected as the site for this case study. To investigate'how things were done in NACS', a variety of approaches were used to gauge the views, perceptions and experiences of programme and project managers in NACS, to help us understand the factors that affect staff practices. Poor management practice and the lack of a sound management culture and work ethic in PNG, is often blamed for the break down in the state?s capacity to deliver public goods and services to its citizens. Performance culture and good practice by public managers employed in State Institutions to handle projects have regressed in the last three decades, and as a result, projects are seen as failing to meet the goals and objectives of the state. The research question which the case study had to answer was: What is the nature of project management culture and practice among public sector managers in the National AIDS Council Secretariat? The study sought to investigate the extent to which the areas of command and control, project training, project knowledge and staff motivation were important integral managerial qualities in the attitudes and practice of public managers. The study showed that, of the four elements of managerial practices investigated, the inability of public managers to assume leadership, command and control and motivate their staff, were the most important elements missing among managers in NACS. Based on the findings and the evidence collected during the research, this thesis argues for substantial capacity building programmes to be designed and conducted around 'programme and project management' roles in state institutions and agencies in PNG, as the way to improve staff capabilities so as to enable project managers and their staff to efficiently implement projects.
  • Thumbnail Image
    Item
    The Application of Machine Learning to Consolidate Critical Success Factors of Lean Six Sigma
    (IEEE, 17/08/2021) Perera AD; Jayamaha NP; Grigg NP; Tunnicliffe M; Singh A
    Lean six sigma (LSS) is a quality improvement phenomenon that has captured the attention of the industry. Aiming at a capability level of 3.4 defects per million opportunities (Six Sigma) and efficient (lean) processes, LSS has been shown to improve business efficiency and customer satisfaction by blending the best methods from Lean and Six Sigma (SS). Many businesses have attempted to implement LSS, but not everyone has succeeded in improving the business processes to achieve expected outcomes. Hence, understanding the cause and effect relationships of the enablers of LSS, while deriving deeper insights from the functioning of the LSS strategy will be of great value for effective execution of LSS. However, there is little research on the causal mechanisms that explain how expected outcomes are caused through LSS enablers, highlighting the need for comprehensive research on this topic. LSS literature is overwhelmed by the diverse range of Critical Success Factors (CSFs) prescribed by a plethora of conceptual papers, and very few attempts have been made to harness these CSFs to a coherent theory on LSS. We fill this gap through a novel method using artificial intelligence, more specifically Natural Language Processing (NLP), with particular emphasis on cross-domain knowledge utilization to develop a parsimonious set of constructs that explain the LSS phenomenon. This model is then reconciled against published models on SS to develop a final testable model that explains how LSS elements cause quality performance, customer satisfaction, and business performance.