Volume 10, Issue 2 (9-2023)
Journal of Spatial Analysis Environmental Hazards 2023, 10(2): 187-202 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Dadkhah M H, Barmayehvar B. Investigating the factors affecting the enhancement of resilience in building projects in order to reduce damages caused by accidents. Journal of Spatial Analysis Environmental Hazards 2023; 10 (2) :187-202
URL: http://jsaeh.khu.ac.ir/article-1-3411-en.html
URL: http://jsaeh.khu.ac.ir/article-1-3411-en.html
1- MSc, Project and Construction Management, University of Art, Tehran, Iran.
2- Associate Professor, Department of Architectural Technology (Project and Construction Management), Faulty of Architecture and Urban Planning, University of Art, Tehran, Iran. ,b.barmayehvar@art.ac.ir
2- Associate Professor, Department of Architectural Technology (Project and Construction Management), Faulty of Architecture and Urban Planning, University of Art, Tehran, Iran. ,
Abstract: (1891 Views)
In recent years, with the significant increase in the number of various unfortunate events such as financial crises, natural and unnatural disasters, etc., the ability to survive has been a vital issue for projects, especially in infrastructure industries such as the building industry. In fact, projects like temporary systems need to endure in order to prevent and reduce the impact of damages. Therefore, the main goal of the current research is to investigate the factors affecting the enhancement of resilience in building projects in order to reduce damages and failures caused by accidents and disruptions. In this regard, in this combined research, effective factors were first introduced by using library studies. Next, the collected data through field studies and interviews with ten research experts, were analyzed (thematic qualitative). Based on this, the main and secondary effective factors were identified, modified and finalized in three time periods before, during and after construction. After that, the main factors were prioritized using a questionnaire distributed among sixty-one people, SPSS quantitative software, and the Friedman test; which are respectively: in the pre-construction stage - laws and macro policies and feasibility studies; In the construction phase - safety, project team, monitoring and controling, construction technology, agile management, education, stakeholder management, cost management, communication management, schedule management and lessons learned, and in the post-construction phase - crisis management, repair and maintenance and culturalization. Finally, the findings of the research show that adopting a management approach based on resilience in projects, especially in the field of building, can minimize damages and failures caused by accidents and disruptions.
It should be mentioned that, in the context of project management, especially in project-oriented organizations, this need is felt that new methods should be used to control incidents and disruptions, so that the destructive effect created can be reduced. In fact, around the implementation of modern and resilient project management, especially in the field of building, it is essential to conceptualize and operationalize resilience in projects in order to know how to achieve project recovery for better management of accidents and disruptions.
In this direction, although many scientific efforts have been made to achieve the goals of the projects and also to prevent their failure in the face of various incidents and risks, but there are less complete and desirable research papers to investigate these factors in the form of the concept of resilience and its use in the context. Project management, especially in the building industry (with regard to inclusiveness as well as micro and macro impact and all-round participation of the building field in development), especially in the country. Meanwhile, the concept of resilience has been used competently in other scientific fields; Therefore, the present research was formed to help improve the professional knowledge of project management from the perspective of resilience.
In thid regard, it should be noted that each research subject has its own unique characteristics; However, all research projects, regardless of the phenomenon under investigation, generally have stages such as: implementation plan (background, statistical population, experts, etc.), research questions, data collection (interview, questionnaire, etc.) and analysis and interpretation of data, both quantitative and qualitative (thematic, statistical analysis, etc.). In this research, first the required data were identified from the background of the research, and then with the help of interviews with experts, the collected data were verified and completed, and then these data were prioritized through a quantitative survey and questionnaire. In fact, the main objective of this research is to investigate the solutions to increase the resilience of the project. Therefore, the current research is applied-developmental in terms of purpose and descriptive-analytical in terms of the method of gathering information. Also, in this research, while focusing on the research philosophy of pragmatism and to some extent interpretation, as well as emphasizing the inductive and to some extent deductive approach, the exploratory mixed research plan has been used to provide a model to represent the phenomenon under study. In a way, the mixed or combined research method, consisting of two parts, qualitative and quantitative, has been used in order to increase the validity of the processes and findings and validate the outputs of the current research. Of course, it is worth noting that the general nature of this research is qualitative, and therefore, the qualitative part, both in terms of breadth and depth, is much more and more important than the quantitative part, and in fact, the quantitative part has a complementary state.
It should be mentioned that, in the context of project management, especially in project-oriented organizations, this need is felt that new methods should be used to control incidents and disruptions, so that the destructive effect created can be reduced. In fact, around the implementation of modern and resilient project management, especially in the field of building, it is essential to conceptualize and operationalize resilience in projects in order to know how to achieve project recovery for better management of accidents and disruptions.
In this direction, although many scientific efforts have been made to achieve the goals of the projects and also to prevent their failure in the face of various incidents and risks, but there are less complete and desirable research papers to investigate these factors in the form of the concept of resilience and its use in the context. Project management, especially in the building industry (with regard to inclusiveness as well as micro and macro impact and all-round participation of the building field in development), especially in the country. Meanwhile, the concept of resilience has been used competently in other scientific fields; Therefore, the present research was formed to help improve the professional knowledge of project management from the perspective of resilience.
In thid regard, it should be noted that each research subject has its own unique characteristics; However, all research projects, regardless of the phenomenon under investigation, generally have stages such as: implementation plan (background, statistical population, experts, etc.), research questions, data collection (interview, questionnaire, etc.) and analysis and interpretation of data, both quantitative and qualitative (thematic, statistical analysis, etc.). In this research, first the required data were identified from the background of the research, and then with the help of interviews with experts, the collected data were verified and completed, and then these data were prioritized through a quantitative survey and questionnaire. In fact, the main objective of this research is to investigate the solutions to increase the resilience of the project. Therefore, the current research is applied-developmental in terms of purpose and descriptive-analytical in terms of the method of gathering information. Also, in this research, while focusing on the research philosophy of pragmatism and to some extent interpretation, as well as emphasizing the inductive and to some extent deductive approach, the exploratory mixed research plan has been used to provide a model to represent the phenomenon under study. In a way, the mixed or combined research method, consisting of two parts, qualitative and quantitative, has been used in order to increase the validity of the processes and findings and validate the outputs of the current research. Of course, it is worth noting that the general nature of this research is qualitative, and therefore, the qualitative part, both in terms of breadth and depth, is much more and more important than the quantitative part, and in fact, the quantitative part has a complementary state.
Type of Study: Research |
Subject:
Special
Received: 2023/12/21 | Accepted: 2023/09/1 | Published: 2023/09/1
Received: 2023/12/21 | Accepted: 2023/09/1 | Published: 2023/09/1
References
1. الفت، لعیا؛ جلال الدین زارع اشکذری، سیدسروش قاضی نوری و جهانیار بامداد صوفی. 1400. مدیریت تاب آور پروژه، رویکردی نوظهور برای توسعه دانش مدیریت پروژه (مورد مطالعه: مدیریت طرحهای زیرساختی عمرانی). نشریه علمی سد و نیروگاه برق آبی، 8(30):44-54.
2. اشرفی، پانیذ؛ بهنود برمایه ور و احسان اله اشتهاردیان. 1401 تحلیلی بر کاهش حوادث در فضاهای کارگاهی ساختمانی با بهرهگیری از اینترنت اشیاء در شهر تهران. تحلیل فضایی مخاطرات محیطی. ۹ (۲) :۱۶۱-۱۷۸.
3. دانایی فرد، حسن؛ سیدمهدی الوانی و عادل آذر. 1400. روش شناسی پژوهش کیفی در مدیریت: رویکردی جامع، نشر اشراقی و صفار، تهران.
4. سرمد، زهره؛ عباس بازرگان و الهه حجازی. 1402. روشهای تحقیق در علوم رفتاری، نشر آگه، تهران.
5. صالحی، بهنام؛ محمد علی نکوئی، علیرضا آزموده اردلان و علیرضا انصاری فرد. 1399. ارائه الگوی تابآوری صنعت ساختوساز با بهرهگیری از مدلسازی اطلاعات ساختمان. مدیریت بحران، (9): 99 -111.
6. کریمی، زهره. 1396. تحلیل مفهوم تابآوری سازمان، مؤلفهها وشاخصهای آن در مدیریت بحران. اولین کنگره بینالمللی چشم انداز مدیریت کلاس جهانی، موسسه چشم انداز مدیریت تراز جهانی، تهران.
7. Abudi, G. 2013. Managing communications effectively and efficiently. PMI Global Congress- North America, New Orleans, US.
8. Atkin, B. and A. Brooks. 2021. Total facility management. Wiley-Blackwell, US.
9. Blay, B. 2017. Resilience in projects: definition, dimensions, antecedents and consequences, PhD Thesis, Loughborough University, UK.Cambridge Dictionary. n.d. Meaning of Disruption, https://dictionary.cambridge.org/dictionary/english/disruption
10. Davis, I. and Y. O. Izadkhah. 2006. Building resilient urban communities. Open House International, 31(1): 11-21.
11. Dye, L. D. 2011. The significant role of the project manager in establishing and maintaining team morale. PMI Global Congress- North America, Dallas, US.
12. Farrar, C. R.; H. Sohn, and G. Park. 2005. Converting Large Sensor Array Data into Structural Health Information, in Andrew Smyth, Raimondo Betti, The Fourth International Workshop on Structural Control, 67.
13. Fichtner, C. 2015. How to successfully use social media on your projects. PMI Global Congress- EMEA, London, UK.
14. Geambasu, G. 2011. Expect the Unexpected: An Exploratory Study on the Conditions and Factors Driving the Resilience of Infrastructure Projects. Lausanne, EPFL Thesis.
15. Giezen, M.; W. Salet, and L. Bertolini. 2015. Adding value to the decision-making process of mega projects: Fostering strategic ambiguity, redundancy, and resilience, Transport Policy, 44: 169–178.
16. Haigh, R.; D. Amaratunga, and K. Keraminiyage. 2006. An Exploration of the Construction Industry’s Role in Disaster Preparedness, Response and Recovery. Proceedings of the annual International Research Conference of the Royal Institution of Chartered Surveyors - The construction and building research conference (COBRA) of the Royal Institution of Chartered Surveyors, University College London, 7-8 September.
17. Hernantes, J.; P. Maraña, R. Gimenez, J. M. Sarriegi, and L. Labaka. 2018. Towards resilient cities: A maturity model for operationalizing resilience. Cities, 84: 96-103.
18. Khosravi, A. and M. Mohammed. 2013. The Consequential Problems of Unexpected Events for Human Element and Construction Organizations. Research Journal of Applied Sciences, Engineering and Technology, 5(9): 2878-2891.
19. Kutsch, E.; I. Djabbarov, and M. Hall. 2021. How managers frame and make sense of unexpected events in project implementation. International Journal of Project Management, 39(5): 570-580.
20. Lavanya, N. and T. Malarvizhi. 2008. Risk analysis and management: a vital key to effective project management. PMI Global Congress - Asia Pacific, Sydney, Australia.
21. Leach, L. P. 2003. Schedule and cost buffer sizing: how to account for the bias between project performance and your model. Project Management Journal, 34(2): 34–47.
22. Leach, L. P. 2001. Putting quality in project risk management, part two: dealing with variation. PM Network, 15(3): 47–52.
23. Lennerts, K.; J. Abel, U. Pfründer, and V. Sharma. 2005. Step‐by‐step process analysis for hospital facility management: An insight into the OPIK research project. Facilities, 23(4/3):164-175.
24. Leus, R. 2004. The generation of stable project plans. Quarterly Journal of the Belgian, French and Italian Operations Research Societies, 2: 251-254.
25. Leus, R. and W. Herroelen. 2004. Stability and Resource Allocation in Project Planning. Katholieke Universiteit Leuven, Open Access publications from Katholieke Universiteit Leuven, 36(7): 667-682.
26. Linkov, I. T. Bridges, F. Creutzig, J. Decker, C. Fox-Lent, and W. Kröger. 2014. Changing the resilience paradigm. Nature Climate Change, 4(6): 407-409.
27. Linkov, I. and J. M. Palma-Oliveira. 2017. Resilience and Risk: Methods and Application in Environment, Cyber and Social Domains. Springer, Germany.
28. Marchese, D.; E. Reynolds, M. E. Bates, H. Morgan, S. S. Clark, and I. Linkov. 2018. Resilience and sustainability: Similarities and differences in environmental management applications. Science of the total environment, 613: 1275-1283.
29. Merriam-Webster. 2015. Definition of Failure. merriam-webster.com. Archived from the original on 16 July.
30. Oxford Advanced Learner's Dictionary. (n.d.). Definition of Disruption.
31. https://www.oxfordlearnersdictionaries.com/definition/english/disruption.
32. Qazi, A.; J. Quigley, A. Dickson, and K. Kirytopoulos. 2016. Project Complexity and Risk Management (ProCRiM): Towards modelling project complexity driven risk paths in construction projects. International Journal of Project Management, 34(7): 1183-1198.
33. Rahi, K. 2019. Project resilience: a conceptual framework. International Journal of Information Systems and Project Management, 7(1): 69-83.
34. Rao, R. 2008. Outsourcing project management services: an emerging opportunity. PMI Global Congress -Asia Pacific, Sydney, Australia.
35. Robertson, L. S. 2015. Injury Epidemiology. Fourth Edition, Lulu Books, US.
36. Söderholm, A. 2008. Project management of unexpected events. International Journal of Project Management, 26(1):80-86.
37. Turner, N. and E. Kutsch. 2015. Project Resilience: Moving beyond traditional risk management. PM World Journal, IV(XI) – November.
38. Vonder, V.; E. Demeulemeester, W. Herroelen, and R. Leus. 2005. The use of buffers in project management: The trade-off between stability and makespan. International Journal of Production Economics, 97(2): 227-240.
39. Vugrin, E. D.; D. E. Warren, and M. A. Ehlen. 2011. A resilience assessment framework for infrastructure and economic systems: Quantitative and qualitative resilience analysis of petrochemical supply chains to a hurricane. Process Safety Progress, 30(3): 280-290.
40. Woodward, G. C. 2013. The Rhetoric of Intention in Human Affairs. Lexington Books, US.
41. Zhang, Y., S. Liu, J. Tan, G. Jiang, and Q. Zhu. 2018. Effects of risks on the performance of business process outsourcing projects: The moderating roles of knowledge management capabilities. International Journal of Project Management, 36(4): 627-639.
Send email to the article author
| Rights and permissions | |
 | This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
