شناسایی و بررسی موانع استفاده از مدیریت پروژه‌ چابک در پروژه های راهسازی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی کارشناسی ارشد مدیریت ساخت، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران

2 استادیار گروه مهندسی عمران، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران

چکیده

جهت اتمام به موقع پروژه و پیشبرد دقیق برنامه‌های ساخت و بهره‌برداری، استفاده از متدولوژی مدیریت پروژه چابک در پروژه‌های راه‌سازی، به عنوان شبکه‌های اصلی ارتباطی، ضروری است. در این راستا پژوهش حاضر با هدف بررسی موانع و راه‌کارهای استفاده از مدیریت پروژه چابک در پروژه‌های راه سازی انجام شد. جامعه آماری پژوهش را کلیه مدیران پروژه، کارشناسان، مشاوران و پیمانکاران، اداره کل راه و شهرسازی استان اصفهان به تعداد 150 نفر تشکیل می‌دهد. روش نمونه‌گیری در دسترس بود و حجم نمونه با استفاده از فرمول کوکران 108 نفر محاسبه گردید. پرسشنامه مورد استفاده در این پژوهش، پرسشنامه محقق ساخته موانع مدیریت پروژه چابک است که ذیل 6 بعد )مدیریتی-سازمانی، مهارت و شایستگی، مدیریت دانش، منابع انسانی، هزینه، پیچیدگی پروژه( و 30 گویه بر اساس مقیاس 5 درجه لیکرت تدوین گردید. روایی صوری، محتوایی و سازه پرسشنامه تایید شد. ضریب پایایی پرسشنامه موانع استفاده از مدیریت پروژه چابک (0/891 )برآورد شد. یافته های پژوهش حاکی از آن بود که میزان موانع شناسایی شده در استفاده از مدیریت پروژه چابک در پروژه های راه سازی در سطح بالاتر از متوسط قرار دارد. علاوه بر این در رتبه بندی موانع شناسایی شده، بعد مدیریت دانش با میانگین رتبه ای (4/02 )رتبه اول، بعد منابع انسانی با میانگین رتبه ای (3/69 )رتبه دوم، بعد پیچیدگی پروژه با میانگین رتبه ای (3/50 )رتبه سوم، بعد مدیریتی-سازمانی و هزینه با میانگین رتبه ای (3/37 )رتبه چهارم و بعد مهارت و شایستگی با میانگین رتبه ای (3/06 )رتبه پنجم را به خود اختصاص داده‌اند. در نهایت برای حل مشکلات استفاده از مدیریت پروژه چابک راه‌کارهایی ارائه شد.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Identifying and Investigating Usage Barriers of Agile Project Management in Road Construction Projects

نویسندگان [English]

  • Mojtaba Pourshafie Ardestani 1
  • Hadi Sarvari 2
1 Civil Engineering Department, Faculty of Engineering, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran
2 Assistant Professor, Civil Engineering Department, Faculty of Engineering, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran
چکیده [English]

 In order to complete the project on time and to accurately advance the construction and operation plans, the use of agile project management methodology in road construction projects, as the main communication networks, is essential. In this regard, the present study aims to investigate the barriers and ways of using the agility management project in road construction projects. The population consists of all project managers, specialists, experts, consultants and contractors of road and urban planning department of Isfahan province who are 150 persons. Nomber of 108 persons are selected as the statistical samples by the Cochran sample size formula and convenience sampling. The used questionnaire is a researcher-made questionnaire of agile project management obstacles, which is compiled by the following 6 dimensions (managerial-organizational, skill and competence, knowledge management, human resources, cost, project complexity) and 30 items based on the 5-point Likert scale. The face, content and construct validity of the questionnaires are confirmed. The reliability coefficient of the questionnaire is estimated (0.891). The findings of the research indicate that the number of obstacles identified in the use of agile project management in road construction projects are in the higher level than mean and the studied factors are identified as relatively strong barriers of using agile project management in road construction projects. In addition, ranking of identified obstacles as barriers of using agile project management in road construction projects is as following: knowledge management dimension with the mean rank of (4.02) if the first, human resources dimension with the mean rank of (3.69) is the second, the project complexity with the mean rank of (3.50) is the third, the managerial-organizational dimension and the cost with the mean rank of (3.37) is the fourth, and the skill and competence dimension with the mean rank of (3.06) is the fifth rank. Finally, some strategies are presented to solve the problems of using agile project management.

کلیدواژه‌ها [English]

  • Road
  • Agile management
  • Barriers
  • Projects
  • Investigation

مراجع

[1]Hesami Niya,S., Molaei,Z., Optimization of timing in road construction projects based on pure thinking, Journal of Modeling in Engineering, (2016) ,(40)13 33-42. (in Persian). 
[2]Qin, R., Nembhard, D.A, Workforce agility in operations management, Surveys in Operations Research and Management Science, 69-55 (2014) (2) 20.
[3]Aref azar,Y., Agility management of lifecycle change construction projects (engineering services processes), Master's Degree in Shahid Beheshti University, Faculty of Architecture and Urban Planning, (2018). (in Persian). 
[4]NazarPour,M., NazarPour,H., Application of project management to improve the conditions for the use of tunnel molding techniques in housing aggregation, Seventh International Project Management Conference, Tehran, Iran Project Management Association, (2012). (in Persian). 
[5]Project Management Institute, A Guide to the Project Management Body of Knowledge PMBOK Guide, Sixth Edition, Newtown Square, PE: Project Management Institute, (2017).
[6]Augustine. S, Payne. B, Sencindiver. F, Woodcock. S., Agile project management: steering from the edges, Communications of the ACM, 89-85 (2005) (10)48.
[7]Ostadi., F., Hoseain alipour,M., Khaleghi,s.J., Jamali zaviyeh sadat., S.M. , Managing urban projects in a subtle way )with reference to Case Study: Rasht Recreation Project(, International Conference on Innovation and Research in Engineering Sciences, Georgia-Tbiliss, Georgia International Academy of Sciences, Payame Noor University, (2018). (in Persian). 
[8]Radfar,S., Shirooyeh zad,H., Investigating the effect of the main factors of agility in the project management process groups based on the Chou and Kaw model (studied in construction companies and Housing Agents of Khorasan Razavi), Annual Conference of Modern Management Paradigms in the Field of Intelligence, Tehran, Permanent Secretariat of the Conference, Tehran University, (2018). (in Persian). 
[9]Abbasiyan       Jahroomi,H.R.,     Ehsani    Far,M., Khodayari,A., Presentation of Maturity Evaluation Model of Construction Companies of Iran to implement agile management with the identification of its challenges, Journal of Structural Engineering and Construction, ,(3) 4 91-108 (2017). (in Persian).
[10]Salimi chegini., A. Investigating the implementation of agile project management in refinery projects (Case study of South Pars projects), International Conference on Industrial Engineering and Management, Tehran, (2016). (in Persian).
[11]Mahmodiyan,S.A.R., Baboliyan., S., Feasibility and decision making for an agile project management approach, International Conference on Management and Industrial Engineering, Institute of Managers of Idea Capital, Vieira, (2014). (in Persian).
[12]Mirmohammad Sadeghi,S.A.R., Moghan.,M., Tabari.,M., Nouri.,M.H. A comparative study of methodologies and standards in project management with traditional and agile approaches, Third National Conference on Accounting and Management, Tehran, Narcish Information Institute, (2014). (in Persian).
[13]Gregory, P., Barroca, L., Sharp, H., Deshpande, A., Taylor, K.,   The challenges that challenge: Engaging with agile practitioners’ concerns, Information and Software Technology,104-92 (2016) 77.
[14]Conforto, E.C., Amaral, D.C. Silva, S.L.D., Felippo, A. D., Kamikawachi, D.S.L.,   The agility construct on project management theory, International Journal of Project Management, 674-660 (2016) (4)34.
[15]Tomek, Radan. Kalinichuk, S., Agile PM and BIM: A hybrid scheduling approach for a technological construction project, Procedia Engineering, 564-557(2015)123.
[16]Serrador, P., Pinto, K., J., Does Agile work? A quantitative analysis of agile project success, International Journal of Project Management,(5)33 1051-1040 (2015).
[17]Johansson.M.Y., Agile project management in the construction industry - An inquiry of the opportunities in construction projects, PhD, Real Estate and Construction Management Department, (2012).
[18]Ribeiro, F.M., Fernandes., M.T, Exploring agile methods in construction small and medium enterprises: a case study, Enterprise Information Management, 180-161 (2010) (2)23.
[19]Owen, R., Koskela, L. Henrich, Guilherme., Codinhoto, Ricardo, Is Agile Project Management applicable to construction? Proceedings IGLC, 66-51 (2006)14.
[20]Chen, Q., Georg.,R., Beliveau, Y. , Interface management—a facilitator of lean construction and agile project management, Proceedings IGLC, 66-57 (2007)15.
[21]Sarmad, Z., Bazargan, A., Hejazi, A. Research Methods in Behavioral Sciences, Print 30, Tehran: Publishing House, (2018). (in Persian) 
[22]Boehm, B. Turner., R.,  Balancing agility and discipline: A guide for the perplexed, Boston: Addison Wesley, (2003).
[23]Wysocki, R. K., Effective project management, Third Edition, Wiley Publishing, Inc, (2007).
[24]Cockburn, A., Selecting a Project's Methodology, IEEE Software, 71-64 (2000) (17)4.
 
نشریه مهندسی عمران امیرکبیر
دوره 52، شماره 7
مهر 1399
صفحه 1837-1852

فایل ها

هم رسانی

ارجاع به این مقاله

آمار