PRISM

Information Systems, Engineering and infrastructure projects face challenges due to the complexity of project stakeholder management. This theme examines the nature of different types of project stakeholder environments, the characteristics of stakeholders and the implications for project processes and outcomes. Areas to explore

· Managing stakeholder management engagement and disengagement in Projects

· Alignment of project stakeholders and project outcomes

· Managing external stakeholder relationships in Projects

· Identifying and examining stakeholders' influence strategies in Projects

· Exploiting the use of social media during consultataionconsultation

Aarseth, W., Ahola, T., Aaltonen, K., Økland, A. and Andersen, B., 2017. Project sustainability strategies: A systematic literature review. International Journal of Project Management, 35(6), pp.1071-1083.

Hu, X., Chong, H.Y., Wang, X. and London, K., 2019. Understanding stakeholders in off-site manufacturing: a literature review. Journal of Construction Engineering and Management, 145(8), p.03119003.

Nguyen, T.H.D., Chileshe, N., Rameezdeen, R. and Wood, A., 2019. External stakeholder strategic actions in projects: A multi-case study. International Journal of Project Management, 37(1), pp.176-191.

Xia, N., Zou, P.X., Griffin, M.A., Wang, X. and Zhong, R., 2018. Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas. International Journal of Project Management, 36(5), pp.701-715.

Project Performance and Controls

Project researchers and practicioners have developed metrics, indicators, tools and techniques to enhance both progress measurement and performance assessment in engineering and construction projects. These approaches include methods include earned value management, earned schedule and critical chain management . This theme examines project and organizational factors that can influence the process of adoption of these methods (Earned Value, Earned Schedule, Critical Chain or others) along with the reliability of the method implementation. Areas to explore:

· The Project stage/timing of implementation of Project Performance and Controls methods

· The effectiveness of performance forecasting metrics to predict future project performance

· The influence of project contract frameworks on the adoption of project performance and controls methods

Martens, A. and Vanhoucke, M., 2020. Integrating Corrective Actions in Project Time Forecasting Using Exponential Smoothing. Journal of Management in Engineering, 36(5), p.04020044.

Orgut, R.E., Batouli, M., Zhu, J., Mostafavi, A. and Jaselskis, E.J., 2020. Critical factors for improving reliability of project control metrics throughout project life cycle. Journal of Management in Engineering, 36(1), p.04019033.

Orgut, R.E., Zhu, J., Batouli, M., Mostafavi, A. and Jaselskis, E.J., 2018. Metrics that matter: Core predictive and diagnostic metrics for improved project controls and analytics. Journal of Construction Engineering and Management, 144(11), p.04018100.

Sustainability and the Environment

Projects have significant impact on the natural environment both during and after delivery. Large projects consume a large amount of resources and can be responsible for up to 50% of carbon emissions in some countries. After completion, the outputs of projects can have environmental impacts in the form of energy, water and resources. Projects can also have significant social impacts, causing changes to the economic and social activities of communities. This theme examines the social and environmental impacts of project activities and outputs. Areas to explore:

· The process of adoption of sustainable business practices into projects

· The impact of sustainability on project practices

· Project team behaviours that can enhance/inhibit sustainability in projects

· Financing sustainable projects

· Stakeholder participation in the planning and delivery of climate adaptation projects

Example studies

Sabini, L., Muzio, D., & Alderman, N. (2019). 25 years of ‘sustainable projects’. What we know and what the literature says. International Journal of Project Management, 37(6), 820-838.

Silvius, A. G., & de Graaf, M. (2019). Exploring the project manager's intention to address sustainability in the project board. Journal of cleaner production, 208, 1226-1240.

Social Sustainability and Projects

Projects can also have significant social impacts, causing changes to the economic and social activities of communities. This theme examines the social impacts of project activities and outputs. Areas to explore:

· The extent to which social impact practices are incorporated in projects

· Evaluating Social Value of Projects

· Drivers/Barriers to implementing social sustainability in projects

· Managing the social impact of Decommissioning projects

· The process of integrating and evaluating social sustainability in projects

Example Studies

Chofreh, A. G., Goni, F. A., Malik, M. N., Khan, H. H., & Klemeš, J. J. (2019). The imperative and research directions of sustainable project management. Journal of Cleaner Production, 238, 117810.

Li, H., Zhang, X., Ng, S. T., Skitmore, M., & Dong, Y. H. (2018). Social sustainability indicators of public construction megaprojects in China. Journal of Urban Planning and Development, 144(4), 04018034.

Future and Emerging Technologies

Projects can develop or deploy new technologies in order to create value for stakeholders. This theme examines the use of new and emerging technologies to support project conceptualization, design, delivery, monitoring and evaluation. Areas to explore:

· Artificial Intelligence and Machine learning applications such as computer vision, Natural language processing and other areas in project management

· Industry 4.0 technologies in projects

· Use of automation, robotics and unmanned aircraft systems(Drones) in projects

· BIM and digital transformation of Project Organizations

Example studies

Ahn, Y. H., Kwak, Y. H., & Suk, S. J. (2015). Contractors’ transformation strategies for adopting building information modeling. Journal of management in engineering, 32(1), 05015005.

Cakmakci, M. (2019). Interaction in Project Management Approach Within Industry 4.0. In Advances in Manufacturing II (pp. 176-189). Springer, Cham.

Cīrule, D., & Bērziša, S. (2019, October). Use of Chatbots in Project Management. In International Conference on Information and Software Technologies (pp. 33-43). Springer, Cham.

Li, Y., & Liu, C. (2019). Applications of multirotor drone technologies in construction management. International Journal of Construction Management, 19(5), 401-412.

Vanhoucke, M., Coelho, J., & Batselier, J. (2016). An overview of project data for integrated project management and control. Journal of Modern Project Management, 3(2), 6-21.

Project Organizing

This theme examines the management of temporary organisations such as projects, programs or mega projects along with the implications for permanent organizations who may be hosts or participants. Areas to explore

· The process of developing project organising practices

· Governance of projects

· The influence of projects on permanent organizations

· Projects as organizational value creators or destroyers

· Project management in events and festivals

Example Studies

Geraldi, J., & Söderlund, J. (2018). Project studies: What it is, where it is going. International Journal of Project Management, 36(1), 55-70.

Matinheikki, J., Artto, K., Peltokorpi, A., & Rajala, R. (2016). Managing inter-organizational networks for value creation in the front-end of projects. International Journal of Project Management, 34(7), 1226-1241.

Zerjav, V., Edkins, A., & Davies, A. (2018). Project capabilities for operational outcomes in inter-organisational settings: The case of London Heathrow Terminal 2. International Journal of Project Management, 36(3), 444-459.

Project Human Resource Management

Projects can require the combination of a range of skills working in sometimes challenging environments. This theme examines the management of the human impact of projects on participants. Areas to explore:

· HR in projects and Project based organisations

· Impact of project activities on worker health and wellbeing

· Leadership in projects

Example Studies

Darling, E. J., & Whitty, S. J. (2019). A model of projects as a source of stress at work. International Journal of Managing Projects in Business.

Keegan, A., Ringhofer, C., & Huemann, M. (2018). Human resource management and project based organizing: Fertile ground, missed opportunities and prospects for closer connections. International Journal of Project Management, 36(1), 121-133.

Keegan, A. and Den Hartog, D., 2019. Doing it for themselves? Performance appraisal in project‐based organisations, the role of employees, and challenges to theory. Human Resource Management Journal, 29(2), pp.217-237.

Müller, R., Sankaran, S., Drouin, N., Vaagaasar, A. L., Bekker, M. C., & Jain, K. (2018). A theory framework for balancing vertical and horizontal leadership in projects. International Journal of Project Management, 36(1), 83-94.

Pinto, J. K., Patanakul, P., & Pinto, M. B. (2016). Project personnel, job demands, and workplace burnout: The differential effects of job title and project type. IEEE Transactions on Engineering Management, 63(1), 91-100.

Project Risk Management

Projects require the management of risk and uncertainty. Recent political, environmental and technological trends have resulted in the emergence of new uncertainties which may have a negative effect on objectives and hence, risk. Areas to explore:

· Influence of risk perceptions/preferences on risk activities in projects

· Risk in major and megaprojects

· Governance of risk

· Organizational risk tolerance

· Management of project activities in extreme environments

Example studies

Fang, D., Zhao, C., & Zhang, M. (2016). A cognitive model of construction workers’ unsafe behaviors. Journal of Construction Engineering and Management, 142(9), 04016039.

Jin, R., Zou, P. X., Piroozfar, P., Wood, H., Yang, Y., Yan, L., & Han, Y. (2019). A science mapping approach based review of construction safety research. Safety science, 113, 285-297.

Moeini, M., & Rivard, S. (2019). Responding—or not—to information technology project risks: an integrative model. MIS Quarterly, 43(2).

Orabi, W., Senouci, A. B., El-Rayes, K., & Al-Derham, H. (2010). Optimizing resource utilization during the recovery of civil infrastructure systems. Journal of management in engineering, 26(4), 237-246.

Wang, C. M., Xu, B. B., Zhang, S. J., & Chen, Y. Q. (2016). Influence of personality and risk propensity on risk perception of Chinese construction project managers. International Journal of Project Management, 34(7), 1294-1304.

Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.

Xia, N., Zou, P. X., Griffin, M. A., Wang, X., & Zhong, R. (2018). Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas. International Journal of Project Management, 36(5), 701-715.

Smith N.J and Gannon M.J. (2008). Treatment of Political Risk in Light Rail Transit PPP Projects. Invited Paper. Journal of Management, Procurement and Law, Proceedings of the Institution of Civil Engineers, Special Edition PFI/PPP Past and Present, Issue MP4, pp. 179-185 November 2008.

Major Infrastructure Projects

Funding and delivering major infrastructure projects in the public sector is a significant challenge. Public-Private-Partnerships/ Private Finance Initiative were mechanisms used in the United Kingdom to fund and procure mega public sector projects. These initiatives are now global and are being used world-wide. Possible areas to explore are:

· The business case and decision-making

· Public sector funding mechanisms for major infrastructure projects

· Critical success factors

· Contractual structures and risk allocation to deliver major infrastructure projects

· Knowledge management in projects

Gannon M and Ishizaka A (2015) Critical Factors that Influence Political Funding Support for Urban Rail Transport Infrastructure in the United Kingdom, BAM 2015, 8-10th September 2015, University of Portsmouth.

Gannon M.J. (2016) London Underground's Public-Private-Partnership: Lessons to be Learned by the Public Sector, New Forms of Procurement: PPP and Relational Contracting in the 21st Century, edited by Marcus Jefferies and Steve Rowlinson, Routledge, Taylor and Francis.

Jefferies MC (2006), 'Critical success factors of public private sector partnerships: A case study of the Sydney SuperDome', Engineering, Construction and Architectural Management, 13 451-462.