プラント建設プロジェクトの成功に影響する組織のレジリエンス向上とプロジェクトマネジメント施策との関係

抄録

 This research aims to prove that the measures of project management lead the enhancement of resilience of organizations for the success of plant construction projects that entail a lot of risks due to their huge size and complicated formation of organizations.
 This research covers the project management organizations that are relevant to the contract made between the owner and the main contractor, which may form a joint venture by some companies, and discuss the correlation between the measures of project management and the resilience of organizations on the main contractor's point of view.
 For this aim, we made the hypothesis that some measures of project management make the people and organizations that are involved in a project attentive, and the attentiveness affects the resilience against unexpected events, and the resilience leads projects to success.
 We sent the questionnaire to the people who have the experience of project management of plant construction projects and analyzed the result of the questionnaire statistically. The questionnaire consists of the questions that ask the result of project, the resilience of organizations, the attentiveness of organizations and the measures of project management in addition to the questions that ask the profiles of respondents and projects the respondents worked for.
 The result of multivariate analysis proved our hypothesis and showed five measures of project management that affect the success of plant construction projects. Those measures are (1) showing the leadership of project management team, (2) detecting potential risks as early as possible, (3) enhancing cooperation between organizations, (4) top-down decision making, and (5) utilizing diversity. Further, structural equation modeling (SEM) visualized the mutual relations between the success of projects, the resilience of organizations, the attentiveness of organizations and people, and five measures of project management. Especially, (1), (2) and (3) above followed the same path as our hypothesis. Open questions of Internet questionnaire and interviews with the people who are in charge of project management drew a lot of practical cases that support the result of this analysis.
 The result of the statistical analysis and interviews shows the importance of the leadership of project management team, and the analysis conducted by the difference of experience of project management also shows the decision made by the team may be different depending on the experience of members who belong to the team. SEM revealed that enhancing cooperation between organizations can directly affect the success of projects. For this measure, it's important to know each company's respective goal and the diversity of culture. The use of documents is one of the effective ways to overcome diversity. Our statistical analysis also showed that detecting potential risks in an early stage has a big impact on the attentiveness of organizations. To develop a system to extract voices of the project members may assist to detecting potential risks effectively. Some responses to a free description question pointed out the effectiveness of usual training. Trainings with the knowledge that each company obtained from its past projects may make project members more attentive and may enhance the resilience of organizations.
 There is a need for further research on early detection of risks and effective communication, because the ability to manage uncertainties which may arise during project has to be strengthened because of the increase of mega project, which usually brings more complexity and difficulties to project management organizations.