Executive project management structure and the challenges acing its adoption in the Nigerian construction industry

Download

[thumbnail of Executive PM structure - Nigerian Constr Ind.pdf]

Text - Published Version
· Restricted to Repository staff only

Restricted to Repository staff only

Advice

Please see our End User Agreement.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Tools

Lists

Ekundayo, D., Jewell, C. and Awodele, O. A. (2013) Executive project management structure and the challenges acing its adoption in the Nigerian construction industry. International Journal of Architecture, Engineering and Construction, 2 (3). pp. 158-169. ISSN 1911-1118 doi: 10.7492/IJAEC.2013.015

Abstract/Summary

Project management (PM) is a globally recognized discipline and has been widely adopted within the construction industry. Despite advancements in the PM discipline, the ineffective traditional management system, typical of the non-executive PM structure, is still widely used in the Nigerian construction industry. The aim of this paper is thus to explore the challenges facing the adoption of the executive PM structure in Nigeria. The paper first assesses the level of growth of PM in Nigeria using UK best practices as a benchmark and identifies the key PM characteristics in the two countries. Focus group interviews were used to collect the primary data for the study and content analysis was used to present the results in a thematic format. The study revealed the key barriers to the adoption of an executive PM structure in Nigeria as a lack of proper awareness, unfavorable policies, skill shortages, the traditional culture of stakeholders and the absence of a regulatory body. It is recommended that the government, as a major player/client in the Nigerian construction industry, should lead the campaign to change the traditional industry approach to project management. This is necessary if construction stakeholders in Nigeria are to be educated and encouraged towards adopting and putting into practice effective PM.

Altmetric Badge

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/35215
Identification Number/DOI	10.7492/IJAEC.2013.015
Refereed	Yes
Divisions	Science > School of the Built Environment
Publisher	The International Association for Sustainable Development and Management
Download/View statistics	View download statistics for this item

Deposit Details

Date Deposited:	18 Nov 2013 15:45	Date item deposited into CentAUR
Last Modified:	23 Mar 2025 01:32	Date item last modified

References

• Abdullah, A. M. and Vickridge, I. G. (2000). “The extent of multi-project management implementation in the uk construction industry.” Proceedings of the 16th Annual Conference of Association of Researchers in Construction Management, A. Akintoye, ed., 137–146. • Adetola, F. O. (2004). “Contract administration and project management.” The Nigerian Institute of Quantity Surveyors, April, 10–20. Al-Sedairy, S. T. (1985). Large-scale Construction Projects: Management, Design and Execution. Batsford Academic and Educational, London, United Kingdom. • Andawei, M. M. and King, N. O. (2001). “Economic imperative of project management concept in construction industry: A case study of selected companies in Nigeria.” The Nigerian Quantity Surveyor, 37(4), 13–17. • APC (1995). Body of Knowledge. Association of Project Managers, High Wycombe, United Kingdom. • Bamisile, A. (2003). “Project management: Its application in housing development.” The Nigerian Professional Builder, August, 47–52. • Bower, D. (2003). Management of Procurement. Thomas Telford, London, United Kingdom. Bresnen, M. J. and Haslam, C. O. (1991). “Construction industry clients: A survey of their attributes and project management practices.” Construction Management and Economics, 9(4), 327–342. • Browning, T. R. (2010). “On the alignment of the purposes and views of process models in project management.” Journal of Operations Management, 28(4), 316–332. • Bryman, A. (2008). Social Research Methods. Oxford University Press, Oxford, United Kingdom. • Carter, T. (1992). “Project management: Making it happen.” Chartered Quantity Surveyor, 14(4), 17–18. • Catt, R. (1992). “Project management: The rescue scenario.” Chartered Quantity Surveyor, 14(4), 24–25. • CIOB (1988). Project Management in Building. Chartered Institute of Building, Ascot, United Kingdom. • CIOB (2010). Code of Practice for Project Management for Construction and Development. Blackwell, Ames, Lowa, United States. • Cleland, D. I. (2004). “The evolution of project management.” IEEE Transactions on Engineering Management, 51(4), 396–397. • Dada, M. O. and Akpadiaha, B. U. (2012). “An assessment of formal learning processes in construction industry organisations in Nigeria.” International Journal of Architecture, Engineering and Construction, 1(2), 103–111. • Edum-Fotwe, T. F. and McCaffer, R. (2000). “Developing project management competency: Perspectives from the construction industry.” International Journal of Project Management, 18(2), 111–124. • Fayol, H. (1917). Administration Industrielle et Generale. Dunod et Pinat, Paris, France. • Fellows, F. and Liu, A. (2008). Research Methods for Construction. Wiley-Blackwell, Chichester, United Kingdom. • Fewings, P. (2005). Construction Project Management: An Integrated Approach. Taylor & Francis, London, United Kingdom. • Follett, M. P. (1918). The New State: Group Organization the Solution of Popular Government. Kessinger Publishing LLC, Montana, United States. • Georg, S. and Tryggestad, K. (2009). “On the emergence of roles in construction: The qualculative role of project management.” Construction Management and Economics, 27(10), 969–981. • Holt, L. (1989). “Project management excellence: The shell stanney case.” Construction Management and Economics, 7(3), 217–234. • Johnson, S. B. (1997). “Three approaches to big technology: Operations research, systems engineering and project management.” Technology and Culture, 38(4), 891–919. • Kanoglu, A. and Gulen, S. (2013). “Model for managing the contractual risks of construction firms imposed by the procurement system.” International Journal of Architecture, Engineering and Construction, 2(1), 43–54. • Knudsen, K. (2003). Handbook on Organization Theory. Oxford University Press, Oxford, United Kingdom, Chapter Pluralism, scientific progress and the structure of organization theory. • Kupakuwana, P. S. and van der Berg, G. J. H. (2005). “The goalposts for project success have moved: A marketing view.” Cost Engineering, 47(5), 28–34. • Madter, N., Bower, D. A., and Aritua, B. (2012). “Projects and personalities: A framework for individualising project management career development in the construction industry.” International Journal of Project Management, 30(3), 273–281. • Morris, P. W. G. (1994). The Management of Projects. Thomas Telford, London, United Kingdom. • Morris, P. W. G. and Hough, G. H. (1987). The Anatomy of Major Projects: A Study of the Reality of Project Management. Wiley, Chichester, United Kingdom. • Muller, R. and Turner, R. (2007). “The influence of project managers on project success criteria and project success by type of project.” European Management Journal, 25(4), 298–309. • Murdoch, J. R. and Hughes, W. P. (2008). Construction Contracts: Law and Management. Taylor & Francis, London, United Kingdom. • Nahapiet, H. and Nahapiet, J. (1985). The Management of Construction Projects: Case Studies from the USA and UK. Chartered Institute of Building, Ascot, United Kingdom. • Odusami, K. T. and Ameh, O. J. (2006). “Nigerian construction project managers’ educational level and need in project management.” Proceedings of the International Conference in the Built Environment in the 21st Century, J. V. Torrance, H. Adnan, and R. Takim, eds., 59–69. • Odusami, K. T. and Iyagba, R. R. (2001). “The most suitable professional for team leadership on building projects as perceived by the professionals in the construction industry.” The Professional Builder, July, 64–73. • Odusami, K. T., Iyagba, R. R. O., and Omirin, M. M. (2003). “The relationship between project leadership, team composition and construction project performance in Nigeria.” International Journal of Project Management, 21(7), 519–527. • Ogunsemi, D. R., Oyediran, O. S., and Ekundayo, D. O. (2008). “Construction professionals and project management competencies in Nigeria.” Journal of Construction, 1(2), 6–11. • Okereke, O. C. (2007). “Project management: A strategic instrument for effective political governance and economic development.” PM World Today, 9(6), 1– 17. • Okereke, O. C. (2008). “Marketing of project management in an oil-rich developing country.” PM World Today, 10(9), 1–8. • Onwusonye, S. I. (2005). “Overview of construction project management and project cycle.” The Nigerian Quantity Surveyor, 51(2), 22–28. • Opoku, A. (2013). “The application of whole life costing in the UK construction industry: Benefits and barriers.” International Journal of Architecture, Engineering and Construction, 2(1), 35–42. • Padar, K., Pataki, B., and Sebestyen, Z. (2011). “A comparative analysis of stakeholder and role theories in project management and change management.” International Journal of Management Cases, 13(4), 252–260. • PMI (2008). A Guide to the Project Management Body of Knowledge: PMBOK Guide. Project Management Institute, Pennsylvania, United States. • Pugh, D. (1989). Writers on Organizations. Penguin, Harmondsworth, United Kingdom. • Rodney, T. J. (1999). The Handbook of Project-based Management: Improving the Processes for Achieving Strategic Objectives. McGraw-Hill, London, United Kingdom. • Sage, D. J., Dainty, A. R. J., and Brookes, N. J. (2010). “Who reads the project file? Exploring the power effects of knowledge tools in construction project management.” Construction Management and Economics, 28(6), 629–639. • Silverman, D. (2005). Doing Qualitative Research: A Practical Handbook. SAGE, London, United Kingdom. • Sobotie, I. O. (2004). “Overview of construction project management and project cycle: Contract administration and project management.” The Nigerian Institute of Quantity Surveyors, April, 1–20. • Soderlund, J. (2004). “Building theories of project management: Past research, questions for the future.” International Journal of Project Management, 22(3), 183–191. • Soderlund, J. (2011). “Pluralism in project management: navigating the crossroads of specialization and fragmentation.” International Journal of Management Reviews, 13(2), 153–176. • Sommerville, J. and Campbell, C. (2001). “Project management: an evaluation of the client and provider attribute paradigms.” Proceedings of the 17th Annual Conference of Association of Researchers in Construction Management, A. Akintoye, ed., 435–444. • UN Habitat (2010). The State of African Cities 2010, Governance, Inequality and Urban land Markets. United Nations Environment Programme, United Nations. • Urwick (1943). The Elements of Administration. Harper & Brothers, New York, United States. • Walker, A. (2007). Project Management in Construction. Blackwell, Oxford, United Kingdom. • Waterhouse, R. (1992). “Project management: spot the difference.” Chartered Quantity Surveyor, 14(4), 21– 22. • White, D. and Fortune, J. (2002). “Current practice in project management: An empirical study.” International Journal of Project Management, 20(1), 1–11. • Winch, G. M. (2002). Managing Construction Projects: An Information Processing Approach. Blackwell Science, Oxford, United Kingdom. • Wolcott, H. (2011). Writing up Qualitative Research. Sage Publications, Thousand Oaks, California, United States. • Yin, R. K. (1994). Case Study Research: Design and Methods. SAGE, London, United Kingdom. • Zack Jr., J. G. (2004). “Project management in crisis.” The Quantity Surveyor, 48(7), 26–29. 169

University Staff: Request a correction | Centaur Editors: Update this record

Search Google Scholar