Iliyasu Abdullahi

Dr. Iliyasu Abdullahi

orcid

Research Focus & Metrics

Academic Career Length

5Years (2022-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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1 January 2022 in Entrepreneurial Business and Economics Review
Verified
Journal Article
Open access
IAIliyasu Abdullahi
Iliyasu Abdullahi
MLMichal K. Lemanski
Michal K. Lemanski
GKGeorgios Kapogiannis
Georgios Kapogiannis
Carlos Jimenez-BescosCarlos Jimenez-Bescos
Carlos Jimenez-Bescos

15 September 2023 in Sustainability
Verified
Journal Article
Open access
PDF file
IAIliyasu Abdullahi
Iliyasu Abdullahi
CWCasey Watters
Casey Watters
GKGeorgios Kapogiannis
Georgios Kapogiannis
MLMichal K. Lemański
Michal K. Lemański
Background: This study investigates the potential of digital construction to enhance the planning competence of project managers in dealing with the complexities of mega construction projects. Traditional project strategies often struggle to adapt in dynamic situations, particularly evident in mega construction endeavours. Drawing inspiration from successful digital strategies in manufacturing, this research proposes that adopting digital techniques could bolster project managers’ ability to navigate complexity during construction, leading to improved infrastructure delivery within budget and on schedule. Methods: Employing a quantitative approach, this study utilized an online questionnaire to gather insights from project managers. The proposed hypothesis was assessed using a one-sample t-test. Additionally, Pearson’s correlation coefficient was employed to gauge the strength of the relationship between various constructs. This approach aimed to determine the extent to which digital construction can support effective complexity management during mega construction projects. Results: The results indicate that digital construction equips project managers with enhanced capabilities to efficiently coordinate and allocate resources in real-time within complex construction environments, thereby optimizing overall project performance. Despite these advantages, the findings also reveal that managers continue to encounter challenges overseeing numerous participants during infrastructure construction. This suggests that while digital construction contributes to improved planning against complexity, addressing the management of multiple stakeholders remains an ongoing challenge. Conclusions: This study presents a novel contribution to the construction industry by demonstrating the potential of synergizing various digital tools throughout construction processes to empower project managers in effectively addressing the complexities inherent in mega construction planning. Furthermore, it underscores how digital construction confers a dynamic advantage for project managers in navigating complexities and enhancing overall project performance.