The Theory of Construction Project Management and Construction Sector Relationship: A Review Study

Yıl 2019, Cilt: 7 Sayı: 1, 136 - 159, 31.01.2019

Rıfat Akbıyıklı S. Ümit Dikmen

https://doi.org/10.29130/dubited.430343

Öz

The construction sector is a sector that shapes the built environment, including all types of superstructures and
infrastructure and transportation systems for humanity. All this work is made up of man-made technology with
complex work methods and organizational structures. It emerges as a process that values the inputs of the
production process, namely land, labour, materials, machinery-equipment, money (capital) and management
parameters and is presented to the end user. The most important factor in this valorisation production process is
construction management. This work acknowledges that it is related to production management, construction
project management and other related disciplines and is in a complex network of relationships; and if a theory for
construction is to be developed, it claims to be based on production and production management and project
management (disciplines of project management interest). A detailed literature survey and oversight results based
on the mentioned parameters have been explained in the study.

Anahtar Kelimeler

Value, Construction Sector, Project, Theory, Production

İnşaat Proje Yönetimi Teorisi ve İnşaat Sektörü İlişkisi: Bir İnceleme Çalışması

Öz

İnşaat sektörü insanlığa her türlü üst - yapı ve altyapı ve ulaştırma sistemleri de dâhil olmak üzere, yapılı çevreyi
şekillendiren bir sektörüdür. Bu bağlamda sektörün bu çabası, karmaşık iş yaptırma yöntemleri ve organizasyon
yapıları ile insan yapımı teknolojiden oluşmaktadır. Üretim sürecinin girdileri olan toprak, işgücü, malzeme,
makine-ekipman, para (sermaye) ve yönetim parametreleri değer kazandıran bir proses olarak ortaya çıkmakta ve
son kullanıcıya sunulmaktadır. Bu değer kazandırmanın üretim sürecindeki en önemli faktörü inşaat yönetimidir.
Bu çalışma, üretim yönetimi ile inşaat proje yönetimi ve bağlı diğer disiplinlerin birbiri ile ilişkili olduğunu ve
karmaşık bir ilişki ağı içerisinde olduğunu kabul etmekte ve inşaat için bir teori geliştirilecekse, bunun üretim ve
üretim yönetimi ve proje yönetimi (proje yönetimi ilgi alanı olan disiplinler) üzerine dayandırılacağını iddia
etmektedir. Bahsi geçen parametrelere dayalı olarak yapılan detaylı literatür araştırması ve gözden geçirme
sonuçları çalışma içerisinde izah edilmiştir.

Anahtar Kelimeler

Değer, İnşaat Sektörü, Proje, Teori, Üretim

Kaynakça

• [1] M. Porter, Competitive Strategy, Techniques For Analyzing Industries And Competitors. New York: Free Press, 1980.
• [2] G. De Valance, “A theory of construction management?,” Australian Journal of Construction Economics and Building, vol. 12, no. 3, pp. 95-100, 2012.
• [3] PMI, “A guide to the project management body of knowledge,” (PMBOK GUIDE), Project Management Institute, 4th ed.., Global Standard, Newtown Square, Pennsylvania, USA, 2008.
• [4] M. Hobday, “Project complexity, innovation and industrial organisation”, Research Policy, vol. 26, no.6, pp. 689-710, 1998.
• [5] N. D. Caldwell, J. K. Roehrich, and A. C. Davies, “Procuring complex performance in construction: London Heathrow Terminal 5 and a Private Finance Initiative Hospital,” Journal of Purchasing and Supply Management, vol. 15, no. 3, pp. 178-186, 2009.
• [6] R. Fellows, and A. M. M. Liu, “Managing organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces,” Construction Management and Economics, vol. 30, no. 8, pp. 653-671, 2012.
• [7] A. Drach-Zahavy, A. Somech, “From an intra team to an interteam perspective of effectiveness: the role of interdependence and boundary activities,” Small Group Research, vol. 41, no. 2, pp. 143-174, 2010.
• [8] P. R. Lawrence and J. W. Lorsch, “Organization and Environment: Managing Differentiation and Integration,” Division of Research, Graduate School of Business Administration, Harvard University, Boston, MA, USA, 1967.
• [9] P. M. Hillebrand, Economic Theory and the Construction Industry, 3rd ed., Basingstoke: Macmillan, 2000.
• [10] H.A. Simon, The Sciences of The Artificial, 3rd ed., Cambridge, USA: MIT Press, 1996.
• [11] J. D. Thompson, Organizations in Action: Social Science Bases of Administrative Theory, New York, USA: McGraw-Hill, 1967.
• [12] R. L. Daft, Organization Theory and Design, 4th ed., St. Paul, MN, USA: West Publishing, 1992.
• [13] L. Koskela, “We need a theory of construction”, Berkley-Stanford CE & M Workshop: Defining a Research Agenda for AEC Process/Product Development in 2000 and Beyond,” Stanford, Stanford University, 1999, pp. 26-28.
• [14] M. Porter, Competitive Advantage, The Free Press, 1985.
• [15] J. C. Wortmann, Factory Of Future: Towards An Integrated Theory For One-Of-A-Kind Production”, In: One-Of-A-Kind Production: New Approaches, Amsterdam: Elsevier Science, 1992, pp. 37-74.
• [16] F.B. Gilbreth and L.M. Gilbreth, “Process charts and their place in management,” Mechanical Engineering, pp. 38-41, 1992.
• [17] W. J. Hopp and M. L. Spearman, Factory Physics: Foundations of Manufacturing Management, Chicago: Waveland, 1996. [18] W. A. Shewhart, Economic Control of Quality of Manufactured Product, New York, USA: Van Nostrand, 1931.
• [19] H. E. Cook, Product Management – Value, Quality, Cost, Price, Profit and Organization, London: Chapman & Hall, 1997.
• [20] L. Koskela and G. A. Howell, “The underlying theory of project management is obsolete”. PMI Research Conference, August, Seattle, USA, 2002.
• [21] L. Koskela and G.A. Howell, “The theory of Project management – problem and opportunity”. Working Paper, VTT Technical Research Centre of Finland & Lean Construction Institute, 2002.
• [22] M. Radosavljevic and J. Bennett, Construction Management Strategies: A Theory of Construction Management, London: Wiley-Blackwell, 2012.
• [23] PMI, “A guide to project management body of knowledge (pmbok guide)” 6th ed., Newtown Square, PA, USA, 2017.
• [24] PMI, “Construction extension to the PMBOK guide,” Project Management Institute, Newtown Square, Pennsylvania, USA, 2016.
• [25] G. M. Winch, Managing Construction Project: An Information Process Approach, London: Blackwell Publishing, 2002.
• [26] G. M. Winch, R. Courtney and S. Allen, “Re-valuing construction,” Building Research & Information, vol. 31, no. 2, pp. 82-84, 2003.
• [27] G. M. Winch and J. Kelsey, “What do construction planners do? ” International Journal of Project Management, vol. 23, no. 2, pp. 141-149, 2005.
• [28] G. M. Winch, “Towards a theory as production by projects,” Building Research & Information, vol. 34, no. 2, pp. 164-174, 2006.
• [29] J.R. Turner, The Handbook of Project Management, London, UK: McGraw-Hill, 1993.
• [30] J.R. Turner, The Handbook of Project Management, 2nd ed., London, UK: McGraw-Hill, 1999.
• [31] L. Lee-Kelley and R. Muller, “Turner’s five-functions of project-based management and situational leadership in IT services projects,” International Journal of Project Management, vol. 21, pp. 583-591, 2003.
• [32] J.R. Turner and R. Muller, “On the nature of the project as a temporary organization,” International Journal of Project Management, vol. 21, pp. 1-8, 2003.
• [33] J. R. Turner, and A. E. Keegan, “Mechanisms of governance in the project-based organization: Roles of the broker and steward,” European Management Journal, vol. 19, no. 3, pp. 254-267, 2001.
• [34] J. R. Turner, “Towards a theory of project management: the nature of a project,” International Journal of Project Management, vol. 21, pp. 1-3, 2006.
• [35] J. R. Turner, The Management Large Projects and Programmes for Web Delivery, Gover, UK: Aldershot, 2004.
• [36] L. H. Crawford, J. B. Hobbs, and J. R. Turner, Project Categorization Systems: Aligning Capability with Strategy for Better Results, Project Management Institute, PA, USA: Newtown Square, 2005.
• [37] J. R. Turner, “Towards a theory of project management: The nature of the project governance and project management,” International Journal of Project Management, vol. 24, pp. 93-95, 2006.
• [38] J. R. Turner, “Towards a theory of project management: The functions of project management,” International Journal of Project Management, vol. 24, pp. 187-189, 2006.
• [39] J. R. Turner, “Towards a theory of project management: The nature of the functions of project management,” International Journal of Project Management, vol. 24, pp. 277-279, 2006.
• [40] Wideman, R.M. (2018,30 May), Fundamental Principles of Project Management. [Online]Erişim:https://www.researchgate.net/profile/Max_Wideman/publication/242490997_Fundamental_Principles_of_Project_Management/links/543bf5460cf24a6ddb97ceb8/Fundamental-Principles-of-Project-Management.pdf?origin=publication_detail
• [41] PMI, “A Guide to the project management body of knowledge,” (PMBOK GUIDE), Project Management Institute, 5th ed., Global Standard, Newtown Square, Pennsylvania, USA, 2013.
• [42] IPMA (International Project Management Association) competence baseline (ICB-IPMA) Version 3.0, Second Print, Nijkerk, Netherlands, 2010.
• [43] Centre for Research in the Management of Projects (CRMP), University of Manchester, UK, 1999.
• [44] D. Cleland and A. Kerzner, A Project Management Dictionary of Terms, New York, USA: Van Nostrand, 1985.
• [45] R. M. Wideman, “A Management Framework for Project, Program and Portfolio Integration”, AEW Services Vancouver, Canada, Trafford Publishing, 2004.
• [46] M. Padalkar and S. Gopinath, “Six decades of project management research: Thematic trends and future opportunities,” International Journal of Project Management, vol. 34, pp. 1305-1321, 2016.
• [47] J. Pollack and D. Adler, “Emergent trends and passing fads in project management research: a scientometric analysis of changes in the field,” International Journal of Project Management, vol. 33, no. 1, pp.236-248, 2015.
• [48] R. Kolish, “Serial and parallel resource-constrained project scheduling methods revisited: theory and computation,” European Journal of Operational Research, vol. 90, no. 2, pp. 320-333, 1996. [49] J. K. Pinto and D. P. Slevin, Project Success: Definitions and Measurement Techniques, Project Management Institute, Pennsylvania, USA: Newtown Square, 1988.
• [50] T.J. Kloppenborg and W.A. Opfer, “The current state of project management research: trends, interpretations and predictions,” Project Management Journal, vol. 33, no. 29, pp. 5-18, 2002.
• [51] L. Crawford, J. Pollack and D. England, “Uncovering the trends in project management: journal emphases over the last 10 years,” International Journal of Project Management, vol. 24, no. 2, pp.175-184, 2006.
• [52] Y. H. Kwak and F. T. Anbari, “Analyzing project management research: perspectives from top management journals,” International Journal of Project Management, vol. 27, no. 5, pp.435-446, 2009.
• [53] PMI, “A Guide to the Project Management Body of Knowledge (PMBoK Guide),5th ed., Project Management Institute, Pennsylvania, USA, 2013.
• [54] Prince 2, Projects IN Controlled Environments, Standard for Project Management, Third edition, London, UK: Office of Government Commerce, 2002.
• [55] APM, The Association of Project Management (APM) Body of Knowledge, 5th ed., Buckinghamshire, UK: 2006.
• [56] Quality Management Systems-Guidelines for Quality Management In Projects, International Organization for Standardization, ISO 10006, 2003.
• [57] Guidance on Project Management, International Organization for Standardization, ISO 21500, 2012.
• [58] J. Söderlund, “Building theories of project management: past research, questions for future,” International Journal of Project Management, vol. 22, no. 3, pp. 183-191, 2004.
• [59] J. Söderlund, “On the broadening scope of the research on projects: a review and a model for analysis,” International Journal of Project Management, vol. 22, no. 8, pp. 655-667, 2004.
• [60] N. G. Hall, “Project management: recent developments and research opportunities,” Journal of System Science and Systems Engineering, vol. 21, no. 2, pp. 129-143, 2012.
• [61] J. R. Turner, F. Anbari and C. Bredillet “Perspectives on research in project management: the nine schools,” Global Business Perspectives, vol. 1, no. 1, pp. 3-28, 2013.
• [62] A. J. Shenhar, “One size does not fit all projects: exploring classical contingency domains,” Management Science, vol. 47, no. 3, pp. 394-414, 2001.
• [63] S. Cicmil, T. Williams, J. Thomas and D. Hodgson, “Rethinking project management: researching the actuality of projects,” International Journal of Project Management, vol. 24, no. 8, pp.675-686, 2006.
• [64] H. J. Smyth and P.W. Morris, “An epistemological evaluation of research into projects and their management: methodological issues,” International Journal of Project Management, vol. 25, no. 4, pp. 423-436, 2007.
• [65] P. W. Moris, “Research and the future of project management,” International Journal of Managing Projects in Business, vol. 3, no. 1, pp. 139-146, 2010.