Construction management projects involve complex, dynamic environments resulting in uncertainty and risk, compounded by demanding time constraints. Research indicated project managers have struggled to identify best practices for scheduling construction projects via critical path methodologies while searching for tools to increase timely job completions and budget profits. The purpose of this single case study was to explore the strategies that construction project managers used to manage scheduled construction project delivery on time. The constructivist philosophical worldview was used as the framework for this study. Data were collected from semistructured interviews from 7 project managers from 5 different construction companies selected via purposive sampling throughout Florida. All project managers had at least 15 years of experience and multiple construction projects with managing scheduled project deliveries. Three themes emerged through thematic analysis: project, time delay, and cost. A construction project can have many variables that project managers cannot control such as the issue of on-time scheduling. Project managers identified that a project could be within the budget or cost set for the project and still be on time and go over budget or be within budget and not meet schedule. No broad support was found for agile project management, and no confirmation could be made that principles of philosophical theories were critical for project success. Implications for a positive social change result in creating new jobs during and after construction, bringing new individuals to neighborhoods, schools, and area businesses.

To remain competitive in today’s business environment, companies must continuously become more efficient and improve their business. This can be achieved through developing and streamlining a company's Supply Chain.   Bombardier Rail Control Solutions (RCS) has grown mainly through acquisitions, however, the acquisitions have not been integrated in a good way into their existing Supply Chain. This has result in a decentralized Supply Chain where RCS’s different sites are using different ERP systems. The consequence of this has led to an increased manual workload, a lack of visibility between sites and an inefficient Supply Chain.   The goal of this project has been to identify how Bombardier RCS can develop and streamline its Supply Chain by centralizing different parts of it, e.g. ERP systems and different processes. To achieve this, there has been a close collaboration with Bombardier through the project through interviews, meetings, discussions together with studying literature. In addition, presentations have been presented continuously to ensure that the results have followed Bombardier RCS’s goal. RCS’s historical data has also been analyzed.   Based on the above-mentioned methods, several problems have been solved and improvement areas have been identified. Issues that have been solved include centralizing master data and how to centralize processes at Bombardier RCS. Improvement areas include the benefits of centralizing Bombardier RCS Supply Chain and the advantages with a central warehouse. Bombardier RCS should also centralize their entire ERP system to enable global MRP calculations and so on. Furthermore, it has been identified that there is an improvement potential regarding Bombardier RCS's delivery performance, which can be solved by either integrating RCS’s Supply Chain or/and through keeping products on stock.   The conclusion is that Bombardier RCS should centralize their Supply Chain step by step since it is impossible to centralize everything at once. By centralizing the Supply Chain, this can reduce manual workload, create visibility between different sites, contribute to a better delivery performance and streamline the Supply Chain. By doing this, Bombardier RCS can get more competitive, which can contribute to a continued strong market position in the industry. / För att vara konkurrenskraftig i dagens företagsklimat måste företag ständigt förbättras och bli effektivare. Detta kan uppnås bland annat genom att utveckla och effektivisera ett företags värdekedja.   Bombardier Rail Control Soutions (RCS) har växt framförallt genom företagsförvärv, dock har förvärven inte integrerats på ett bra sätt in i den existerande värdekedjan. Detta har resulterat i en decentraliserad värdekedja där RCS:s olika arbetsplatser använder olika ERP system. Konsekvensen av detta har lett till en ökande manuell arbetsbelastning, brist på synlighet mellan siter och en ineffektiv värdekedja.   Målsättningen med det här projektet har varit att identifiera hur Bombardier RCS kan utveckla och effektivisera sin värdekedja genom att centralisera olika delar av den, exempelvis ERP system och olika processer. För att uppnå detta har ett nära samarbete med Bombardier genom projektet varit centralt med intervjuer, möten och diskussioner, tillsammans med en litteraturstudie. Dessutom har presentationer framförts kontinuerligt för att säkerställa att resultaten följt Bombardier RCS:s mål. RCS:s historiska data har också analyserats.   Utifrån ovannämnda metoder har flera problem löst och förbättringsområden har identifierats. Problem som har lösts är bland annat att centralisera RCS:s masterdata och hur man kan centralisera processer hos Bombardier RCS. Förbättringsområden är bland annat fördelarna med att centralisera Bombardier RCS:s värdekedja och vinsterna med ett centrallager. Bombardier RCS bör även centralisera deras ERP-system för att möjliggöra globala MRP-beräkningar och så vidare. Vidare har det identifierats att det finns en  förbättringspotential för Bombardier RCS:s leveransprecision som kan lösas dels med att integrera värdekedjan (med leverantörer) eller/och lagerlägga artiklar.   Slutsatsen är att Bombardier RCS bör centralisera sin värdekedja stegvis eftersom det är omöjligt att centralisera allt på en gång. Genom en centraliserad värdekedja kan det minimera den manuella arbetsbelastningen, skapa visibilitet mellan olika arbetsplatser, bidra till en bättre leveransprecision och effektivisera värdekedjan. Genom att göra detta kommer Bombardier RCS bli mer konkurrenskraftig, vilket kommer bidra till en fortsatt stark marknadsposition i branschen.

The increase in complexity in software development is followed by higher pressure on several factors such as time-to-market. Software development projects are, however, found to often run over time due to many uncertainties throughout the project. Agile methodologies have become popular in managing software development projects due to their flexible, short-term, and iterative approach to working and planning. There is however a dilemma between being agile without fixed plans, and simultaneously having pressure from management and customers to set and meet a deadline, based on long-term plans. The Agile way of working includes self-organized teams that are involved in project management tasks such as planning and estimating. Agile teams create their own variances of different Agile frameworks as well as their own team characteristics, planning methods, and working ways. Important characteristics of Agile teams are, for instance, cross-functionality and adaptation. Agile planning includes activities such as the breakdown of work, effort estimation, prioritization, task assignment, and planning of iterations. These activities are commonly used in software development teams to manage their work and increase the ability to deliver on time.  This study aims to investigate how software development teams plan their work in practice and what Agile planning activities and Agile team characteristics are regarded, by the development teams, to be important for on-time delivery. Furthermore, it is interesting to investigate how the identified activities and characteristics are reflected in the teams’ actual planning. A case study is conducted on two software development teams at Ericsson’s organization Cloud RAN to investigate this matter.  The studied software development teams are found to use variations of Agile methodologies. The thesis identifies a number of Agile planning activities and team characteristics to be regarded, by the teams, as important for on-time delivery. Many of these activities and characteristics are also reflected in how the teams actually plan. However, there are some contrasting opinions regarding the activities and team characteristics. It can therefore not be stated that all the identified Agile activities and team characteristics are reflected in the actual team-level planning. The thesis also includes other findings impacting teams to deliver on time as well as factors affecting team-level planning.