Project manager's involvement in the conflict management of a construction project

Abstract

The requirement for enhanced skills in conflict management of project managers to effectively perform their roles has identified as an integral concern in construction related project management. When looking at academia there are many studies on the subject area of conflict management but the there is a significant gap in the availability of studies especially focused on project manager's involvement in the conflict management of a construction project. The aim of this study is to investigate the extent and nature of the project manager’s involvement in managing conflicts that arise in construction projects. The study provide insight into the relationship between effective conflict management and project success, with a particular focus on the project manager's essential role in fostering collaboration and managing conflicts. There are four main objectives of the study which include, Identifying the possible conflicts and stakeholder involvement in construction conflicts in a construction project, Identifying the sources of the construction conflicts, examining the project manager’s role in managing conflicts in a construction project and proposing strategies for managing conflicts in a construction project. The quantitative methodology to collect data from randomly selected thirty four (34) professionals in the construction industry. Data was collected using five Likert scale questions and collected data was statistically analysed using the RII method of analysis. Based on the analysis five causes for specific conflicts that are identified as frequently encountered conflicts. These five causes are Design changes and discrepancies, scope creep, communication breakdowns, resource allocations and contractual issues. Furthermore, six stakeholders were identified as those who are commonly involved in conflicts during construction projects. The stakeholders are the Project Owner, design professionals, contractor, Sub contractor, government agencies and regulatory bodies and Community people. Thirteen causes were identified as the sources of construction conflict and mainly four identified as major sources of conflict namely, project programme and time constraints, delay payment and approvals, contractual claims and poor communication and finally undefine project scope and goals. Base on the analysis seven conflict management strategies were identified main influencing strategies are ADR method, collaborating, accommodating and compromising.