{"id":{"repo_id":"otago-polytech","oai_identifier":"oai:researchbank.ac.nz:10652/6437"},"canonical_url":"https://search.dev.ndltd.org/etd/otago-polytech/oai:researchbank.ac.nz:10652/6437","repository":{"repo_id":"otago-polytech","name":"Otago Polytechnic","base_url":"https://www.researchbank.ac.nz/server/oai/request"},"display":{"title":"Impact of COVID-19 on the use of project management methods, tools, and techniques in the construction sector in the Auckland region, New Zealand","abstract":"The construction sector plays a significant role in New Zealand’s economic growth, making a substantial contribution to the nation's gross domestic product and employment rates. Witnessing the Coronavirus (COVID-19) pandemic shortly after its outbreak in November 2019, the construction sector faced significant challenges. This research examined the impact of COVID-19 on project management methodologies, tools, and techniques used in Auckland, New Zealand’s construction sector, providing practical insights for stakeholders, policymakers, and project management professionals, crucial for informing effective responses and strategies. This research employed qualitative methods, using ten semi-structured interviews conducted with participants selected through probability purposive sampling, specifically targeting project managers and construction professionals. Thematic analysis identified six themes and 23 sub-themes. The impact of COVID-19 on project management practices was substantial, particularly in terms of disrupting traditional Waterfall methods. Agile and hybrid methods, on the other hand, proved greater adaptability in response to the challenges brought by COVID-19. Key drivers of change in project management practices included remote working policies, supply chain disruptions, and skilled labour shortages. Practical implications for the construction sector involved optimising methodologies with a mix of Waterfall, Agile, and hybrid methods. In response to the COVID-19 challenges, stakeholders are implementing robust risk management strategies, building a resilient and diversified supply chain through collaborating with suppliers, and addressing skilled labour shortages through training and upskilling initiatives to improve project efficiency.","abstract_html":"The construction sector plays a significant role in New Zealand’s economic growth, making a substantial contribution to the nation's gross domestic product and employment rates. Witnessing the Coronavirus (COVID-19) pandemic shortly after its outbreak in November 2019, the construction sector faced significant challenges. This research examined the impact of COVID-19 on project management methodologies, tools, and techniques used in Auckland, New Zealand’s construction sector, providing practical insights for stakeholders, policymakers, and project management professionals, crucial for informing effective responses and strategies. This research employed qualitative methods, using ten semi-structured interviews conducted with participants selected through probability purposive sampling, specifically targeting project managers and construction professionals. Thematic analysis identified six themes and 23 sub-themes. The impact of COVID-19 on project management practices was substantial, particularly in terms of disrupting traditional Waterfall methods. Agile and hybrid methods, on the other hand, proved greater adaptability in response to the challenges brought by COVID-19. Key drivers of change in project management practices included remote working policies, supply chain disruptions, and skilled labour shortages. Practical implications for the construction sector involved optimising methodologies with a mix of Waterfall, Agile, and hybrid methods. In response to the COVID-19 challenges, stakeholders are implementing robust risk management strategies, building a resilient and diversified supply chain through collaborating with suppliers, and addressing skilled labour shortages through training and upskilling initiatives to improve project efficiency.","abstract_has_math":false,"creators":["Leksani, Rudina"],"institution":"Otago Polytechnic | Te Pūkenga","degree_name":"Master of Applied Management","degree_level":"Masters","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2024,"date_issued":"2024","date_published":"2024","updated_at":"2026-07-27T20:28:17Z","subjects":["construction sector","project management technologies","tools","techniques","resilience","challenges and adaptations","Auckland, New Zealand"],"languages":["en"],"rights":["CC BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://hdl.handle.net/10652/6437","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Leksani, Rudina"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2024-07-29T23:44:21Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2024-07-29T23:44:21Z"]},{"key":"dc:date.issued","label":"Date","values":["2024"]},{"key":"dc:type","label":"Dc Type","values":["Masters Thesis"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Masters"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Applied Management"]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Otago Polytechnic | Te Pūkenga"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["construction sector","project management technologies","tools","techniques","resilience","challenges and adaptations","Auckland, New Zealand"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["CC BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://hdl.handle.net/10652/6437"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The construction sector plays a significant role in New Zealand’s economic growth, making a substantial contribution to the nation's gross domestic product and employment rates. Witnessing the Coronavirus (COVID-19) pandemic shortly after its outbreak in November 2019, the construction sector faced significant challenges. This research examined the impact of COVID-19 on project management methodologies, tools, and techniques used in Auckland, New Zealand’s construction sector, providing practical insights for stakeholders, policymakers, and project management professionals, crucial for informing effective responses and strategies. This research employed qualitative methods, using ten semi-structured interviews conducted with participants selected through probability purposive sampling, specifically targeting project managers and construction professionals. Thematic analysis identified six themes and 23 sub-themes. The impact of COVID-19 on project management practices was substantial, particularly in terms of disrupting traditional Waterfall methods. Agile and hybrid methods, on the other hand, proved greater adaptability in response to the challenges brought by COVID-19. Key drivers of change in project management practices included remote working policies, supply chain disruptions, and skilled labour shortages. Practical implications for the construction sector involved optimising methodologies with a mix of Waterfall, Agile, and hybrid methods. In response to the COVID-19 challenges, stakeholders are implementing robust risk management strategies, building a resilient and diversified supply chain through collaborating with suppliers, and addressing skilled labour shortages through training and upskilling initiatives to improve project efficiency."]},{"key":"dc:title","label":"Title","values":["Impact of COVID-19 on the use of project management methods, tools, and techniques in the construction sector in the Auckland region, New Zealand"]}]}],"canonical_facts":{"dc:creator":["Leksani, Rudina"],"dc:date.accessioned":["2024-07-29T23:44:21Z"],"dc:date.available":["2024-07-29T23:44:21Z"],"dc:date.issued":["2024"],"dc:description.abstract":["The construction sector plays a significant role in New Zealand’s economic growth, making a substantial contribution to the nation's gross domestic product and employment rates. Witnessing the Coronavirus (COVID-19) pandemic shortly after its outbreak in November 2019, the construction sector faced significant challenges. This research examined the impact of COVID-19 on project management methodologies, tools, and techniques used in Auckland, New Zealand’s construction sector, providing practical insights for stakeholders, policymakers, and project management professionals, crucial for informing effective responses and strategies. This research employed qualitative methods, using ten semi-structured interviews conducted with participants selected through probability purposive sampling, specifically targeting project managers and construction professionals. Thematic analysis identified six themes and 23 sub-themes. The impact of COVID-19 on project management practices was substantial, particularly in terms of disrupting traditional Waterfall methods. Agile and hybrid methods, on the other hand, proved greater adaptability in response to the challenges brought by COVID-19. Key drivers of change in project management practices included remote working policies, supply chain disruptions, and skilled labour shortages. Practical implications for the construction sector involved optimising methodologies with a mix of Waterfall, Agile, and hybrid methods. In response to the COVID-19 challenges, stakeholders are implementing robust risk management strategies, building a resilient and diversified supply chain through collaborating with suppliers, and addressing skilled labour shortages through training and upskilling initiatives to improve project efficiency."],"dc:identifier.uri":["https://hdl.handle.net/10652/6437"],"dc:language.iso":["en"],"dc:rights":["CC BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International"],"dc:subject":["construction sector","project management technologies","tools","techniques","resilience","challenges and adaptations","Auckland, New Zealand"],"dc:title":["Impact of COVID-19 on the use of project management methods, tools, and techniques in the construction sector in the Auckland region, New Zealand"],"dc:type":["Masters Thesis"],"thesis:degree_level":["Masters"],"thesis:degree_name":["Master of Applied Management"],"thesis:institution_name":["Otago Polytechnic | Te Pūkenga"]},"updated_at":"2026-07-27T20:28:17Z"}