Date of Conferral

2018

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Ronald Jones

Abstract

Civil engineering projects undertaken without successful implementation of scope management strategies by project leaders are approximately 10% more likely to fail than projects undertaken with scope management strategies. Using scope management theory, the purpose of this single case study was to explore scope management strategies used by some project leaders in the engineering field to improve project success rates. Data were collected using semistructured interviews with 3 purposefully selected project leaders in Georgia, and a review of project completion reports, budget reports, government proposals, and scope management documents. Data analysis occurred using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were client management strategy, schedule adherence strategy, and communication strategy. The findings indicated that implementing the scope management strategies of client management, schedule adherence, and communication with all stakeholders are essential for improving engineering project success rates. The implications for social change include the potential to elevate the use of sustainable-design application through water, energy, and natural resource conservation by project leaders through scope management strategy implementation. People in communities potentially benefit from the findings of this study because of the increased use of sustainable materials, reduced use of water, energy, and natural resources, and an improved local environment.

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