The theory of measurement for projects : a methodology to enhance the execution of projects

Abstract

This research focused on time-critical projects, i.e. where the strategy of the organisation is at stake if projects are not completed in time. Execution management, specifically improvements in measurement, is addressed in preference to improvements in planning and estimation accuracy. This research challenged the rationality normally taken for granted when looking at measurement in projects. To support the management of time in time-critical projects, the objectives of this study were (1) to develop a theory of measurement for projects (TOM-P) and (2) to validate the theory through empirical testing. The experimental design was modelled on the Wallace process and comprised a scoping study, theory development and a validation study. The research addressed two hypotheses: 𝑯𝟏 : There is an association between project task time measurement methodology and project duration, and 𝑯𝟐 : Implementing a measurement methodology based on the TOM-P reduces project duration (compared to not implementing the measurement methodology based on the TOM-P). 𝑯𝟐 evaluates the TOM-P and demonstrates how value is created through implementation of the TOM-P. The scoping study was executed between 2008 and 2010 to evaluate research viability. Five time-critical industrial projects (50-100 days, 10-20 million USD) were used as test projects, with six previous projects from the same industry as control cases. The theory of measurement for projects was developed, complying with the four basic requirements for a theory: (1) definitions of concepts, (2) definition of domain and limitations, (3) definitions of key relationships, and (4) predictive claims. The theory is also evaluated in terms of the requirements for scientific knowledge and theory building as documented in the academic literature (Reynolds 1976; Koskela & Howell 2002; Choi & Wacker 2011; Quine & Ullian 1980; Amundson 1998). The research was further supported by a validation study to evaluate the results from applying TOM-P to industry projects. The validation study was executed between 2012 and 2014 on eighteen engineering management projects, with a control group of 66 similar projects. Significant attention was given to research rigour during the design and execution phases to support the reliability and validity of research findings. Internal validity, construct validity, external validity and reliability were addressed, based on acknowledged academic literature. To reduce tasks and project duration in time-critical projects, the theory of measurements for projects provides a deeper understanding of task time. Task time is decomposed into heterogeneous and interdependent task components. TOM-P provides the understanding how differentiated measurements are utilised to reduce task duration. The scoping study results demonstrated a significant correlation between measurement methodology and project duration (𝑟𝑝𝑏=0,79) and a similar result was reported by the validation study (𝑟𝑝𝑏=0,74). Effect sizes were w=0,8 and w =1 for the two studies, where w >0,5 is considered practically significant. In both cases the null hypothesis was rejected at a statistical significance level of < 10-3. 𝑯𝟐 considered the impact of applying TOM-P to projects, specifically whether project duration is reduced. Hill's criteria for causation is referenced and extensive descriptions are provided to demonstrate how confounding parameters were considered and eliminated. 𝑯𝟐 was supported by the empirical data from the validation study. TOM-P is specifically relevant and applicable for time critical projects, and has limited application in project environments where the importance of on-time completion is secondary to cost saving, resource availability or strategic decisions. TOM-P creates value in terms of improved on-time completion performance and reduced risk of delay for time-critical projects. This improvement in reliability of completion date is achieved without adverse impact on cost, quality or safety. TOM-P can also support a long-term sustainable competitive edge for project-based organisations through efficient strategy implementation. This research contributes additional understanding of the effect of project measurements on project success, specifically the measurement of time on project duration. The author's original contribution to the science of project and engineering management is contained in the theory of measurement for projects (TOM-P) and its validation.