Abstract
The swift evolution of the Fourth Industrial Revolution has presented this new industrial revolution as an imminent technological imperative that cannot be ignored. It is rapidly transforming the landscape and dynamics of life, including the way humans work, learn, live and interact. This revolution is highly representative through new innovative technologies that blur the boundaries between different worlds, including the physical, digital and biological worlds. The Fourth Industrial Revolution (4IR) is characterised by drastic automation transformations through a fusion of developments in technology and innovation. In response to the continuing technological transformations brought by the 4IR, organisations have had to adopt to the critical constant technological changes and take drastic steps that bring them closer to technological adequacy.
Project management as a discipline, like other disciplines, has been drastically impacted by the 4IR through the undertaking of 4IR projects which integrate and lever 4IR technologies. These technologies present new complexities and challenges, as well as demands such as requiring advanced 4IR skillsets and teams along with innovation supporting tools and techniques that facilitate effective implementation of these projects.
The swift transformation has necessitated organisations and stakeholders within the project management discipline with a challenge to explore ways and approaches to effective implementation and delivery of 4IR projects. To this end, studies have explored and investigated this necessity by looking at different individual factors of managing 4IR projects which refer to projects that extensively integrate and lever 4IR technologies.
The research problem investigated by this thesis focuses on the impact of 4IR on projects and on the project management discipline in a holistic view to determine critical factors necessary for effective implementation and management of 4IR projects to provide an in-depth, comprehensive and balanced analysis. To this end, an investigation to deliver a model on effective implementation and management of 4IR projects was undertaken and delivered by this research study which aimed to provide insights into effective implementation and management of 4IR projects.
To achieve this thesis objective, a comprehensive research methodology process in the form of a quantitative research investigation was implemented. The initial step comprised undertaking a survey data collection process and then applying quantitative data analysis on the data. The findings
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were further analysed through a structural equation modelling (SEM) technique to present any complex, causative relationships between the factors important in effective 4IR project management in a more inclusive way. From the SEM, six factor categories, which comprised 13 individual factors, were found to be critical in effective 4IR project implementation and management. From those factors, a model for effective implementation and management of 4IR projects was developed.
The model implied that 4IR project environments required certain factors and requirements to be in place in order to deliver 4IR projects. The factors included having adequate human-based support in 4IR project environments which involved strong top management support, as well as facilitating strong cross-functional coordination among teams in different departments who were stakeholders in 4IR projects. Moreover, the model advocated for specific critical success factors, including ongoing client involvement and participation in projects, as well as strong team collaborations. The model further highlighted the need to manage the lack of 4IR skillsets and a competent workforce proactively in the initial phases of the projects, as these represented the major challenge for 4IR project implementations.
Lastly, the model emphasised the critical importance of basic project management tools and techniques in order to implement and deliver 4IR projects, This included an environment with aligned IT governance and quality assurance mechanisms, as well as effective stakeholder management. This model provided guidance to project management professionals on 4IR project implementation and management.