Managing Projects with Smart Technologies: Developing Technological Competency for Project Managers (Spon Research)

With a focus on project managers (PMs) in the construction industry, this book addresses the impact of smart technology applications on project management and examines how technologically competent PMs can be developed for successfully managing and delivering projects with smart technologies. The book assesses the changes to the knowledge and skillsets required to manage projects with smart technologies; develops a Technological Competency Framework to improve PM competency when managing projects with smart technologies; and develops a Knowledge-Based Technological Competency Analytics and Innovations System to assess and improve the technological competency of PMs and provide recommendations to improve their competency. Managing Projects with Smart Technologies is ideal for PMs and academics in the areas of construction project management, engineering, architecture, and infrastructure and anyone involved in the technical training of professionals in these areas. Cover Half Title Series Title Copyright Contents About the Authors List of Acronyms and Abbreviations 1 Introduction 1.1 Research Motivation 1.2 Research Scope 1.3 Research Aim and Objectives 1.4 Research Significance 1.5 Structure of This Book 2 Smart Technologies in the Fourth Industrial Revolution 2.1 Introduction 2.2 Cyber-Physical System 2.3 Internet-of-Things 2.4 Big Data 2.5 Artificial Intelligence 2.6 Robotic Systems 2.7 Autonomous Vehicles 2.8 Augmented Reality 2.9 Virtual Reality 2.10 Additive Manufacturing 2.11 3D Imaging 2.12 Distributed Ledger Technology 2.13 Enabling Technologies of Smart Technologies 2.14 Summary 3 Applications of Key Smart Technologies in Projects 3.1 Introduction 3.2 Cyber-Physical System and Internet-of-Things 3.2.1 Real-Time Project Monitoring and Control 3.2.2 Integrated Data Platform 3.3 Big Data and Artificial Intelligence 3.3.1 Cause Analysis, Prediction and Estimation 3.3.2 Automated and Optimised Design and Planning 3.3.3 Document Classification and Information Retrieval 3.4 Autonomous Vehicles and Robotics 3.4.1 Automated Construction 3.4.2 Automated Data Collection 3.5 Augmented Reality and Virtual Reality 3.5.1 Simulation 3.5.2 Information Retrieval and Communication 3.6 Additive Manufacturing 3.7 3D Imaging 3.8 Distributed Ledger Technology 3.8.1 Smart Contracts 3.8.2 Maintenance of Transaction Records 3.9 Summary 4 Competency Theory 4.1 Introduction 4.2 Definition of Competency 4.3 Approaches to Competency 4.3.1 Knowledge, Skills and Personal Attributes 4.3.2 Input, Personal and Output Competencies 4.3.3 Task and Contextual Performance Behaviours 4.4 Assessment of Competency Levels 4.5 Personal Characteristics 4.6 Summary 5 Construction Project Managers’ Competencies 5.1 Introduction 5.2 Construction Project Management Knowledge Areas 5.2.1 Project Integration Management 5.2.2 Project Scope Management 5.2.3 Project Schedule Management 5.2.4 Project Cost Management 5.2.5 Project Quality Management 5.2.6 Project Resource Management 5.2.7 Project Communications Management 5.2.8 Project Risk Management 5.2.9 Project Procurement Management 5.2.10 Project Stakeholder Management 5.3 Changes in Construction Project Management Knowledge and Skills 5.4 Skills Required to Manage the Key Smart Technologies in Projects 5.5 Project Management Institute Project Manager Competency Development Framework 5.6 Common Construction Project Managers’ Competencies 5.6.1 Leadership Competencies 5.6.2 Emotional Intelligence Competencies 5.6.3 Digital Intelligence 5.7 Summary 6 Theories of Technology Adoption and Acceptance 6.1 Introduction 6.2 Technology Acceptance Model 6.2.1 Theory of Reasoned Action 6.2.2 Theory of Planned Behaviour 6.2.3 Original Technology Acceptance Model 6.2.4 Extensions of Technology Acceptance Model 6.3 Innovation Diffusion Theory 6.4 Social Cognitive Theory 6.5 Model of PC Utilisation 6.6 Motivation Model 6.7 Unified Theory of Acceptance and Use of Technology 6.8 Personal Innovativeness in IT 6.9 Technology Readiness Index 6.10 Summary 7 Proposed Conceptual Model: Technological Competency 7.1 Introduction 7.2 Determinants from the Competency Theory 7.2.1 Knowledge 7.2.2 Skills 7.2.3 Personal Attributes 7.3 Determinants from the Theories of Technology Acceptance 7.3.1 Attitude Towards Technology 7.3.2 Traits 7.3.3 Motives 7.4 Proposed Conceptual Model for Technological Competency of Project Managers 7.4.1 Technological Competency: Knowledge 7.4.2 Technological Competency: Skills 7.4.3 Technological Competency: Personal Attributes 7.5 Summary 8 Research Methodology 8.1 Introduction 8.1.1 Stage 1: Understanding 8.1.2 Stage 2: Investigation 8.1.3 Stage 3: Development and Implementation 8.2 Data Collection Methods 8.2.1 Literature Review 8.2.2 Survey 8.2.3 Case Studies 8.2.4 Interviews 8.3 Data Analysis Methods 8.3.1 Data Cleaning 8.3.2 Validity Tests 8.3.3 Reliability Tests 8.3.4 Frequency Analysis 8.3.5 Normality Test: Shapiro-Wilk Test 8.3.6 Mean Rank Analysis 8.3.7 One-Sample Wilcoxon Signed Rank Test 8.3.8 Two-Sample Wilcoxon Signed Rank Test 8.3.9 Kruskal Wallis Test 8.3.10 The Mann-Whitney U Test 8.3.11 Exploratory Factor Analysis 8.3.12 Partial Least Squares–Structural Equation Modelling 8.3.13 Analytical Hierarchical Process 8.4 Data Presentation 8.4.1 Profile of Pilot Interviewees 8.4.2 Profile of Survey Respondents 8.4.3 Profile of Case Study Interviewees 8.4.4 Profile of Interviewees for Analytical Hierarchy Process 8.4.5 Profile of Interviewees for Validation and Test Implementation 8.5 Summary 9 Data Analysis and Discussion 9.1 Introduction 9.2 Data Pre-processing 9.3 Status Quo of Smart Technology Application in the Construction Industry 9.3.1 Existing Implementation Level of Smart Technologies in Projects 9.3.2 Respondent’s Level of Familiarity in Smart Technologies and Attitude Towards Technologies 9.4 Technological Competency of Project Managers 9.4.1 Respondent’s Self-Assessed Level of Technological Competency 9.4.2 Knowledge in Project Management 9.4.3 Skills Required for Effective Project Management 9.4.4 Factors Affecting One’s Attitude Towards Technologies 9.4.5 Perceived Differences by Respondents of Different Characteristics 9.5 Summary 10 Technological Competency Framework for Project Managers 10.1 Introduction 10.2 Interrelationships of Factors Affecting Attitude Towards Technologies 10.2.1 Exploratory Factor Analysis for Attitude Towards Technologies 10.2.2 Partial Least Squares–Structural Equation Modelling for Attitude Towards Technologies 10.3 Developed Technological Competency Framework for Project Managers 10.4 Validation of the Technological Competency Framework 10.5 Summary 11 Case Studies 11.1 Introduction 11.2 Case Study I: Developer Firm in Singapore 11.2.1 Applications of Smart Technologies 11.2.2 Challenges Faced During Implementation 11.2.3 Changes in Knowledge, Skills and Personal Attributes Required of Project Managers 11.2.4 Recommendations to Facilitate Technology Adoption and Improve Technological Competency Level of Project Managers 11.3 Case Study II: Consultant Firm in Singapore 11.3.1 Applications of Smart Technologies 11.3.2 Challenges Faced During Implementation 11.3.3 Changes in Knowledge, Skills and Personal Attributes Required of Project Managers 11.3.4 Recommendations to Facilitate Technology Adoption and Improve Technological Competency Level of Project Managers 11.4 Case Study III: Contractor Firm in Singapore 11.4.1 Applications of Smart Technologies 11.4.2 Challenges Faced During Implementation 11.4.3 Changes in Knowledge, Skills and Personal Attributes Required of Project Managers 11.4.4 Recommendations to Facilitate Technology Adoption and Improve Technological Competency Level of Project Managers 11.5 Discussions 11.5.1 Common Smart Technology Applications in Projects 11.5.2 Common Challenges Faced During Implementation 11.5.3 Changes in Knowledge, Skills and Personal Attributes Required of Project Managers 11.5.4 Effective Strategies to Facilitate Technology Adoption and Improve Technological Competency Level of Project Managers 11.6 Summary 12 Developing a Knowledge-Based Analytics and Innovations System for Technological Competency in Project Managers 12.1 Introduction 12.2 Objectives of the Knowledge-Based Technological Competency Analytics and Innovations System 12.3 Architecture and Tools of the Knowledge-Based Technological Competency Analytics and Innovations System 12.3.1 Knowledge Base 12.3.2 Graphical User Interface 12.3.3 Decision Support System 12.3.4 Tools to Develop the Knowledge-Based Technological Competency Analytics and Innovations System 12.4 Determination of Factor Weightages 12.4.1 Analytical Hierarchical Process 12.4.2 Deriving Consensus Among Experts 12.4.3 Finalisation of Weightages 12.5 Recommendations to Improve Technological Competency 12.6 Demonstration of the Knowledge-Based Technological Competency Analytics and Innovations System 12.7 Validation of the Knowledge-Based Technological Competency Analytics and Innovations System 12.8 Summary 13 Conclusions and Recommendations 13.1 Research Findings and Conclusions 13.1.1 Changes to Knowledge and Skills Required of Project Managers 13.1.2 Proposed Technological Competency Framework for Project Managers 13.1.3 Knowledge-Based Analytics and Innovations System for Technological Competency in Project Managers 13.2 Contributions of the Research 13.2.1 Contributions to Knowledge 13.2.2 Contributions to the Practices 13.3 Limitations 13.4 Recommendations 13.4.1 Recommendations for Future Research 13.4.2 Recommendations for the Industry Appendices Index