مدیریت پروژه پایدار از طریق کنترل پروژه
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مدیریت پروژه پایدار از طریق کنترل پروژه

عنوان فارسی مقاله: مدیریت پروژه پایدار از طریق کنترل پروژه در پروژه های زیربنایی
عنوان انگلیسی مقاله: Sustainable project management through project control in infrastructure projects
مجله/کنفرانس: مجله بین المللی مدیریت پروژه – International Journal of Project Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت پروژه
کلمات کلیدی فارسی: پایداری؛ کنترل پروژه؛ شاخص های پایداری؛ مدیریت پروژه پایدار؛ مشارکت دولتی و خصوصی (PPP)؛ اتحاد
کلمات کلیدی انگلیسی: Sustainability، Project control، Sustainability indicators، Sustainable project management، Public–private partnership (PPP)، Alliance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journal List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.ijproman.2017.02.009
دانشگاه: Tampere University of Technology – Laboratory of Industrial and Information Management – Finland
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2017
ایمپکت فاکتور: 4/650 در سال 2017
شاخص H_index: 110 در سال 2019
شاخص SJR: 1/463در سال 2017
شناسه ISSN: 0263-7863
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 17
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E10656
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Literature review


3- Methodology


4- Results


5- Discussion


6- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


Sustainability is becoming increasingly important in the delivery of projects as stakeholders require ethicality, eco-friendliness, and economic efficiency during a project's life cycle. Previous studies focused on the environmental aspects of sustainability in project deliverables, whereas less attention has been directed at sustainable project management during project delivery. The goal of this study is to identify the control practices that a project organization uses for sustainable project management. A qualitative single-case study was conducted on a large infrastructure project in which a road tunnel was constructed in a highly demanding environment, involving multiple stakeholders in an alliance contract. The results reveal that sustainable project management is implemented using not only indicators but a holistic control package in which control mechanisms are used differently for different sustainability dimensions. Internal project control is complemented with sustainable project governance, linking the project to its external stakeholders and regulations. The alliance contract activates the partners to exploit innovation opportunities and, thus, promotes economic, environmental, and social sustainability.


Introduction


Projects may succeed and fail in terms of how they reach their goals and how they are managed (Lehtonen and Martinsuo, 2006). The achievement of project goals requires efficient project control (Nieminen and Lehtonen, 2008). Recently, companies and researchers have become increasingly concerned with sustainability as a project goal and as a characteristic of the process through which the project is managed (Gareis et al., 2013; Silvius and Schipper, 2014). Although much research attention has been directed at sustainability-oriented performance indicators and assessment, less is known about sustainable project management, that is, the practices through which projects are controlled to ensure the achievement of their sustainability goals. This study explores the use of project control in sustainable project management in an infrastructure delivery project. There is no widely agreed on definition for sustainability or sustainable project management (Aarseth et al., in press). Most of the literature builds on the Brundtland Commission's definition of sustainable development: “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (World Commission on Environment and Development, WCED, 1987). Despite the high number of different definitions (over 100 according to Aarseth et al., in press), there is a common agreement that sustainability can be divided into three individual, but interlinked and equally important, dimensions: economic, social, and environmental sustainability (Elkington, 1997, e.g., 1994). This so-called triple bottom-line approach (e.g. Silvius and Schipper, 2014) encourages treating environmental and social issues in the same way as economic aspects when doing business. One potential area for practical implementation of sustainability is sustainable project management. In project management, attention is clearly moving from immediate project goals to broader business benefits (Atkinson, 1999; Shenhar et al., 2001) and dimensions of value that are more versatile (Martinsuo and Killen, 2014). Companies need ways to incorporate sustainability into project management processes and shift from focusing on the iron triangle of cost, time, and quality to broader impacts (e.g. Silvius and Schipper, 2014). Acknowledging sustainability is extremely important in delivery projects where the deliverables and processes may have a substantial impact environmentally and socially. It is not enough for the company to evaluate the sustainability of the project deliverable, but the project delivery process has to be sustainable as well.

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