评估铁路特大项目的项目复杂性因素:德尔菲-BWM 方法

Kavita Bhangale, Kanchan Joshi, Ruchita Gupta, Bhaskar Gardas
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摘要

目的项目复杂性(PC)决定着项目的成败,但项目管理文献主要关注绩效衡量标准,很少研究复杂性因素,尤其是特大项目的复杂性因素。本文旨在确定印度超大型铁路项目最重要的复杂性因素。设计/方法/途径采用德尔菲法和最佳-最差法(BWM)的混合方法,帮助识别、验证和确定需要干预以减少项目绩效差异的最关键因素。研究结果最佳和最差法的结果是:利益相关者管理是重要的复杂性因素,其次是组织和技术复杂性,而利益相关者的不同利益则是 40 个子因素中最重要的。本文将指导项目经理和总经理确定资源的优先次序,以处理复杂性问题,从而在时间、成本和质量方面实现有效的项目绩效,并帮助他们做出战略决策。本研究的研究成果有望帮助研究人员和从业人员更好地规划和顺利执行项目。此外,本研究还有助于研究人员制定政策和战略,以便更好地处理项目。调查结果表明,九个复杂性因素和七个独特的子因素,即可持续环境、信息的及时可用性、双向沟通、部门间的依赖性和协调性、设计、法定规范、现场挑战、社会经济条件、员工接受新技术的倾向以及利益相关者要求的频繁变化,对铁路特大项目具有重要意义。采用 BWM 对案例区域的复杂性因素和子因素进行排序。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Assessing project complexity factors for railway megaprojects: a Delphi-BWM approach
Purpose Project complexity (PC) governs project success, but the project management literature primarily focuses on performance measures and rarely examines the complexity factors, especially for megaprojects. This paper aims to determine the most significant complexity factors for the railway megaprojects in India. Design/methodology/approach A mixed approach using the Delphi and best–worst method (BWM) helped to identify, validate and determine the most critical factors that require intervention to diminish variance from project performance. Findings The BWM resulted in stakeholder management, followed by organizational and technological complexity as significant complexity factors, and the varied interests of the stakeholder as the most important among the 40 subfactors. Practical implications The finding indicates the necessity for strategic, tactical and operational-level interventions to effectively manage the complexity affecting project efficiency because of the varied stakeholders. This paper will guide the project and general managers to prioritize their resources to handle complexity for effective project performance measured in terms of time, cost and quality and help them make strategic decisions. The research findings of this study are expected to help researchers and practitioners in better planning and smoother execution of projects. In addition, this study would help the researchers formulate policies and strategies for better handling of the projects. Originality/value This study adds significant value to the body of knowledge related to PC in megaprojects in developing countries. The result of the investigation underlined that nine complexity factors and seven unique subfactors, namely, the sustainable environment, timely availability of information, communication in both directions, interdepartmental dependency and coordination, design, statutory norms, site challenges, socioeconomic conditions, the tendency of staff to accept new technology and the frequent changes in the requirements of stakeholders are significant in railway megaprojects. The BWM is applied to rank the complexity factors and subfactors in the case area.
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