Strategies utility business organizations use to deliver construction projects On-budget and on-schedule
DOI:
https://doi.org/10.19255/JMPM02905Keywords:
Project management, Contingency theory, Construction, Utilities, Project overrun.Abstract
In many organizations, capital construction projects fail at an alarming rate despite the adoption and application of sophisticated project management techniques and tools. Utility organizations that lack effective strategies to deliver construction projects on-budget and on-schedule are at a high risk of experiencing project failure. Grounded in the contingency theory, the purpose of this qualitative multiple case study was to explore strategies successful project executives in utility organizations use to deliver construction projects on-budget and onschedule. The participants comprised 3 project executives from 3 utility organizations located in the northeastern United States who implemented strategies to complete construction projects on-budget and on-schedule. Data were collected from semistructured interviews, the organizations’ project documents, and the organizations’ websites. The following themes emerged from the analysis of research data: develop a detailed project scope, apply relevant project management tools, customize project management processes and procedures, and capture knowledge and share lessons learned. A key recommendation is that project executives develop a robust format or template for the project scope development before construction.
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