Benchmarking an integrative project management model to enhance the effectiveness of EPC projects through the adoption of digital technology

Purpose This study aims to examine the relationship between project management practices (PMPs) and engineering, procurement and construction project performance while testing the effectiveness of digital technology (DT) as a moderating variable. The study proposes the Integrative Project Management Model (IPMM) as a benchmarking framework, enabling firms to compare and improve project performance based on industry best practices. Design/methodology/approach A mixed-methods study was conducted, using both quantitative and qualitative methodology. An online questionnaire was developed and administered to project personnel working in the construction industry. The data collection process commenced with approximately 800 project personnel, yielding 140 valid responses and achieving a response rate of 22 percent. The findings were validated by conducting in-depth interviews across six case studies. Findings The analysis of the data unveiled that the IPMM provides a benchmarking framework with an explanatory capacity of 43.6% in assessing project performance. Project effectiveness was found to be most significantly influenced by risk management and project procurement, along with their related variables. This influence was further accentuated by the integration of digital technology. Research limitations/implications It is not possible to study the causation effects of independent variables on dependent variables in this cross-sectional study, as it reveals the statistical associations only. Secondly, the study focuses on the construction industry of Pakistan (a developing country), which makes it hard to generalize to the developed world. Practical implications The developed model raises the awareness of construction industry practitioners toward the critical factors influencing project effectiveness, particularly in a developing country like Pakistan. In addition, it harmonizes established management theories within the project management domain, interpreting the functions of diverse PMPs. Originality/value The study makes a theoretical and practical contribution by proposing IPMM as a benchmarking tool for firms to carry out cross-firm comparisons and project performance evaluation. This study makes a theoretical contribution by not only developing the IPMM but also subjecting it to rigorous methodological scrutiny through a mixed-methods approach. The outcome ascertained the robustness of the relationship between PMPs and various dimensions of project performance (such as cost, time, quality, safety and rework) while also examining the moderating influence of digital technology.