Project Monitoring Based on View of All Project Partners At Digital Project Management Platforms

Year 2024, , 1100 - 1108, 15.11.2024

Hakan İnaç , Ege Cem Saltık

https://doi.org/10.34248/bsengineering.1521689

Abstract

In the dynamic landscape of digital project management, effective project monitoring is critical for successful project outcomes. The emergence of digital project management platforms has revolutionized the way projects are monitored, enabling real-time collaboration and data-driven decision-making. Periodic site visits and gathering input from all project stakeholders are crucial for ensuring clear understanding of project progress by states institutional. With digital project management systems, on-site progress should be monitored in real-time and inclusive of all project stakeholders. The research investigates how collaborative monitoring fosters project progress of transparency and active engagement among project partners. By providing real-time visibility into project progress, tasks, and milestones, these platforms empower stakeholders with up-to-date information, enabling agile decision-making and prompt risk mitigation. This study explores how digital project management platforms integrate site monitoring evaluations and reporting tools, providing valuable data-driven insights into project performance. By considering periodic analytics, project partners can improve resource allocation, decision making process against possible bottlenecks at construction stages and boost productivity and inform states institutional to monitor project progress closely. Furthermore, the research examines the influence of these platforms on communication dynamics, promoting communication and efficient information exchange among project partners. Such enhanced communication capabilities result in improved team cohesion and collaboration, driving the project forward with synchronized efforts. In this study, the focus lies on tracking the progress of contractual agreements through digital platforms, enabling all stakeholders to monitor advancements. Specifically, the investigation centers on how the designated contractor responsible for project execution and the consulting firm appointed by the project owner can effectively track project progress on a periodic basis using digital platforms. In the context of transportation projects in Türkiye, a digital project tracking system has been developed for the Ministry of Transport and Infrastructure, through which data obtained from on-site visits and consultant opinions regarding project advancements are shared with the Ministry. Subsequently, the responsible contracting authority, guided by the consultant's feedback, can respond and evaluate progress accordingly. This approach ensures that project advancements are accurately monitored by all stakeholders of the project. To do so, this study investigates the utilization of the prepared digital platform to facilitate rapid and precise contract monitoring by all project stakeholders, encompassing the opening information and assessment evaluations based on stakeholders' perspectives.

Keywords

Project management, Project monitoring, Digital project management

References

• Bayliss R. 2002. Project partnering—A case study on MTRC’s Tseung Kwan o extension. HKIE Trans, 9(1): 1-6.
• Bennett J, Jayes S. 1995. Trusting the team: the best practice guide to partnering in construction. Thomas Telford, Centre for Strategic Studies in Construction, Reading Construction Forum, Reading, New York, USA, pp: 28.
• Bennett J, Jayes S. 1998. Reading construction forum, reading. The Seven Pillars of Partnering, New York, USA, pp: 2.
• Black C, Akintoye A, Fitegerald E. 2000. An analysis of success factors and benefits of partnering in construction. Inter J Project Manage, 18(6): 423–434.
• Blanco JL, Fuchs S, Parsons M, Ribeirinho MJ. 2018. Artificial intelligence: Construction technology’s next frontier. Build Econ, 2018: 7–13.
• Bresnen M, Marshall N. 2010. Partnering in construction: a critical review of issues, problems and dilemmas. Constr Manage Econ, 18(2): 229-237.
• Chen H, Zhao X. 2022. Green financial risk management based on intelligent service. J Clean Prod, 364(2022): 132617.
• Darko A, Chan AP, Adabre MA, Edwards DJ, Hosseini MR, Ameyaw EE. 2020. Artificial intelligence in the AEC industry: Scientometric analysis and visualization of research activities. Autom Constr, 112: 103081.
• Egan J. 1998. Rethinking Construction. DETR, London, UK, pp: 191.
• Fernandes G, Dooley L, O’Sullivan D, Rolstadas A. 2021. Managing collaborative R&D projects. Contributo Manage Sci, 2021: 1-15.
• Friend J. 2006. Partnership meets politics: managing within the maze. Inter J Public Sector Manage, 19(3): 261-277.
• Jacobson C, Choi SO. 2008. Success factors: public works and public-private partnerships. Inter J Public Sector Manage, 21(6): 637-657.
• Jugdev K, Muller R. 2006. A retrospective look at our evolving understanding of project success. Project Manage J, 36(4): 19-31.
• Li H, Cao Y, Lin Q, Zhu H. 2022. Data-driven project buffer sizing in critical chains. Auto in Const, 135(24): 104134.
• Li H, Cheng EWL., Love PED. 2000. Partnering research in construction. Eng, Constr and Arch Manage 7(1): 76–92.
• Marnewick C, Marnewick A. 2022. Digitalization of project management: Opportunities in research and practice. Project Lead Soc, 3: 100061.
• Ng T, Rose M, Mak S, Chen E. 2002. Problematic issues associated with project partnering—the contractor perspective. Inter J Project Manage, 20(6): 437– 449.
• Pan Y, Zhang L. 2021. Roles of artificial intelligence in construction engineering and management: A critical review and future trends. Auto Constr, 122: 103517.
• Parks A. 2021. The ongoing risk of phishing in the construction industry. Construction Manage Assoc America, 2021: 1-3.
• Petter S, Vaishnavi V. 2008. Facilitating experience reuse among software project managers. Infor Sci, 178(7): 1783-1802.
• Regona M, Yigitcanlar T, Xia B, Li RYM. 2022. Opportunities and adoption challenges of AI in the construction industry: a PRISMA review. J Open Innovation: Tech, Market Complex, 8(1): 45.
• Sallinen L, Ahola T, Ruuska I. 2011. Governmental stakeholder and project owner’s views on the regulative framework in nuclear projects. Project Manage J, 42(6): 33-47.
• Tam C, Moura EJC, Oliveira T, Varajão J. 2020. The factors influencing the success of on-going agile software development projects. Inter J Project Manage, 38(3): 165-176.
• Varajao J, Pereira JL, Trigo A, Moura I. 2021. Information systems project management success. Inter J Infor Syst Project Manage, 9(4): 62-74.
• Yao D, García de Sato B. 2024. Enhancing cyber risk identification in the construction industry using language models. Autom Constr, 165: 105565.