The framework for effective adoption and implementation of programme management within the UK construction industry

The recent shift in industry from project to programme management has no doubt brought efficiency and improvements, but the construction industry is scarcely aware or reluctant to embrace the new culture. The lack of clarity in programme management has called for a need to contextualise, explore and document its practice in the construction industry to identify the quintessential challenges, critical success factors and skills and competencies for effective construction programme management. In order to provide awareness and clarify the ambiguities of programme management, this study provides a framework for the systematic implementation and successful practice of programme management in the construction industry. To facilitate this research, a total of 119 usable questionnaires were received and 17 semi-structured interviews were conducted to facilitate the findings of the study. A triangulation of the existing literature, industrial questionnaire survey and semi-structured interviews were employed to develop a framework for effective adoption and implementation of programme management. The main conclusions drawn from the study include identifying and documenting how programmes differ from projects; highlighting the programme management skills and competencies requirements for effective implementation and practice. In addition, the major challenges to implementation and practice of programme management and the critical success factors that are essential to the successful implementation of programme management have also been explored, investigated and documented. The research has also explored and documented the ideal number of years of experience, academic qualifications, career pathway, training and CPD requirements for effective programme management. The study proposes that formal procedures should be in place in order to equip programme teams with the requisite support and training needed to be effective in implementing and practicing construction programme management. Integrated relationships and communication should be maintained to facilitate formal and informal learning, understanding and knowledge sharing. For future research, this study can be extended to look into benefits management, the maturity stages of construction programmes, integration of programme's supply chain, efficient communication and effective stakeholder management.