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Paper aims: We analyze in this study the management and governance structure of technology transfer in megaprojects under an emergency context. Originality: We analyze an emergency health megaproject's management and governance structure. There is a dearth of studies that explore the management and governance structure of combination megaprojects in emergencies. We focus on analyzing the literature and the management and governance structure in the technology transfer, production, and supply of the Covid-19 vaccine. We then develop a reference model for building the management and governance structure of megaprojects in emergencies. Research method: We conducted a case study in Bio-Manguinhos/Fiocruz. From the case study, we can analyze real situations that contribute to the development of theories. For this, we systematically reviewed the literature to identify how the megaproject management structure has been used. We interviewed stakeholders of the Oxford/AstraZeneca/Fiocruz vaccine megaproject against Covid-19 and triangulated these data by collecting corresponding documents. Main findings: We conclude that the management and governance structure of the Oxford/AstraZeneca/Fiocruz vaccine technology transfer, production, and supply megaproject was appropriate. Since this structure should not be reproduced faithfully due to its specific characteristics, we developed a reference model for structure building in emergencies. This model can support institutions and governments in structuring management and governance in critical situations. Implications for theory and practice: The knowledge obtained from this study will contribute to determining management and governance structures for future megaprojects, especially in emergencies © This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited
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The aim of this study was to examine the perceptions of different professionals who are working in the construction industry about construction accounting, within the context of construction project management and development. A primarily quantitative research approach was used in this study. The researcher developed a bespoke survey questionnaire as the research instrument. This research instrument was then used in the collection of the data from the respondents. Considering that this study was implemented at the height of the Covid-19 pandemic, the data gathering procedures had to be conducted virtually. The sample population used in the present study was composed of 100 individuals (N = 100). These 100 individuals have already been working as accountants in a company that is operating in the construction industry for at least 1 year at the time of the study's implementation. The participants' responses to the survey questionnaire were collected and then sorted using Microsoft Excel. The corresponding scores were then analyzed using descriptive statistical analysis. This was done by determining the frequency (percentage) of the participants who chose a specific answer to every question in the survey. In conclusion, if quality, efficiency, and profitability are a construction firm's main focus, then there is a good chance that the use of construction accounting or its integration in the construction project management and sustainable development process would be of great help. However, if the goal is to shorten the project delivery timeframe, or to improve the project completion rates (i.e., productivity), then chances are the construction firms should stay away from construction accounting, at least at the moment. Copyright © FrancoAngeli.
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The COVID-19 pandemic has accelerated the need for modular designs to rapidly expand vaccine production capacity. Speed to market An established benefit of modular facilities is that they are constructed off-site and then delivered to the site where they will be put into use. CRB's SlateXpace was introduced in September 2020 as a "suitebased" modular facility design for cell and gene therapy. Modular systems enable the manufacturer to produce regionally on the required scale and thus to react flexibly to the current situation and local requirements," says Kappeler.
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The commercial strategies of the small businesses of Alajuela Street in the Portoviejo Canton of Manabí in Ecuador in times of COVID-19 have had different impacts. This article seeks to explore and disseminate the main business strategies of SMEs in Latin America and their impacts of these business strategies on small business sales. A case study is proposed from one of the cantons of Ecuador. To carry out the research, the consultation of specialized bibliography, the survey, direct observation and statistical processing are used. As main re-sults, it is obtained that in 99% of the cases, the merchants who applied online marketing strategies in periods of Covid-19 had a positive impact on their income, a behavior similar to that of studies in the Latin American field. 74% of those surveyed decided to keep offering the same kind of item or product during the pandemic and 18% decided to switch products to food. 94.1% of businesses were affected by COVID-19. © 2023, University of Cienfuegos, Carlos Rafael Rodriguez. All rights reserved.
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ContextA collaborative clinical pathway developed between North Bristol NHS Trust (NBT), University Hospitals Bristol and Weston NHS Foundation Trust (UHBW) and Sirona Care and Health under the umbrella of Healthier Together @Home, Bristol North Somerset, and South Gloucestershire Integrated Care System (ICS).Multi-professional team including project management, nursing, pharmacy, infectious disease/microbiology and medical leaders, operational managers, finance, and HR teams collaborated to implement a new system-wide outpatient parental antimicrobial therapy (OPAT) pathway.Issue/ChallengeIssue: System partners had variation in access to OPAT. This was due to the number of staff with appropriate clinical skills (due to turnover and vacancies) available to deliver intravenous (IV) antimicrobials in a person's usual place of care rather than in an acute hospital. System pressures due to capacity not meeting demand, issues with flow and a need to increase elective capacity were significant drivers for change.Challenge: To develop an OPAT pathway with a truly collaborative approach, recognising the different organisations have varying competing services and plans. To develop, through a test and learn approach, an appropriate workforce model and identify additional opportunities to widen the scope of delivery @Home.Assessment of issue and analysis of its causesSystem group formed building on relationships developed through Covid Virtual Ward. Driver diagram completed with clinical and operational leads from the system, developing a shared vision. Clinical audit data alongside pre-existing activity data used to scope demand.Key stakeholders included in the design phase including medical & nursing staff, pharmacy, venous access teams, community nurses, operational managers supporting flow in the hospitals and in the community, project managers, recruitment teams and digital colleagues.Communication plan evolved to support teams understanding of the new pathway and its benefits. Additionally, this supported promotion of the service and helped gain executive support.ImpactBetween November 2021 and June 2022 (8 months) the integrated OPAT model received 160 referrals requiring varied levels of interventions from once-a-day administration or elastomeric 24-hour devices to three times a day delivery. Over 1600 bed days (7 full beds). Representing a value for money saving (if beds were used for elective recovery as proposed) of £345,000.The project had a phased approach starting with step down from hospital. The second phase is development of a step-up model, providing alternatives to hospital admission.InterventionThis project has demonstrated how system leadership can work across organisations through collaboration, joint vision with no one organisation in a lead role. Clinical leads from had a clear remit to develop collaborative working and engage the appropriate stakeholders. Multiple styles of leadership were used by different people within the project group helping inclusivity. Diversity of thinking with a multi-professional group helped the project address issues raised during the testing and learning phase and subsequently. Project management has been key, bringing the right people together with good transformation tools.Leadership was demonstrated by different professionals with a less traditional hierarchical structure. This enabled effective challenge and communication to happen to support progression. The 3 nursing teams co-led development of shared pathways and Standard Operating Procedures, taking time to understand other ways of working, whilst sharing knowledge and supervision. This has been particularly useful when supporting some of the more ‘wicked' problems such as sharing of information, handover, and governance without a shared electronic patient recordInvolvement of stakeholders, such as patients, carers or family members:Patient reported experience (n=48 to date) highlights high levels of satisfaction:Based on the care you, received, how would you rate the service? (Scale 1 â€' 10 high) 9 4 meanHow likely are you to recommend the service? (Scale 1-5 high) 4.6 meanKey MessagesSupportive, Compassionate and collaborative leadership, not competitionPsychological safety harnesses trust and honestyCo-creation of pathways leads to trust, shared knowledge and trainingClinically led meetings support delivery and ensured focus on alignmentDevelopment of a shared governance approach ensures learning from eventsDevelopment of shared communication tools ensured visibility of the serviceMeasurement of improvementPatient satisfaction and increased number of days patients spent at homeStrategy for improvementAn iterative, collaborative process with regular meetings of the core leadership and delivery team to capture lessons learnt, highlighting success and agree actions to resolve challenges.
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The COVID-19 pandemic limited mobility of people and motivate the physical separation in the social and work environment. Many of the scheduled for 2020 activities of the Trasversal Proyect: Institution-wide instruments for high performance re-search, innovation and technology transfer, IUC-UO VLIR Programme were deleted, readjusted or postponed for 2021. The main activities carried out in 2020 focused on the progress of key project objectives, in this case, higher-performing research practices, institutional policies in doctoral training, services related to technology transfer, automation and digitisation of university services and products, and English language teaching (Doctoral School, ICT, Language, KTTO) by internal and external stakeholders. The aim of this article is to expose the intermediate results of the project in 2020 and the impacts achieved, despite the negative effects of the COVID-19 pandemic, as well as to expose the main barriers and possible solutions to be adopted in order to outline the final impacts of the aforementioned project, resulting in a greater economic and social benefit for the Orient University and its external stakeholders. © 2023, University of Cienfuegos, Carlos Rafael Rodriguez. All rights reserved.
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Since December 2019, the COVID-19 pandemic has harmed social, financial, and work life. The novel coronavirus has caused problems in all business sectors, including Information Technology(IT). Many Projects have been stopped or delayed due to the impact of this pandemic. Most of the companies recognized the importance of IT to achieve competitive advantage and to survive. Companies are investing a lot of money in IT projects. More than 60% of IT project fail. Lack of professional IT project management is one of the main reasons for that fail. Managing IT projects is a complex problem. Crises such as COVID 19 and uncertainty are increasing the complexity and challenges in IT projects management. This paper investigates what are the IT project management Key success factors required during and after the Pandemic. Secondary data were collected from literature review in the field of IT project management. an online questionnaire was used to collect the primary data from 107 IT firms. 323 respondents were participated. It is concluded that the following Key success factors are required: e-communication, centralization of data, online project monitoring, designing new policies and guidelines for incorporating new work culture, gaining and establishing project risk management exercises, especially cybersecurity and data protection by gaining access to the latest tools, establishing a culture for strict usage of Personal Protective Equipment (PPEs) to help project managers complete projects safely, and top management support. © 2023 IEEE.
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The purpose of this paper is to capture the direct and indirect effects of COVID-19 emerging risks on construction projects' success in developing countries from the contractors' perspective. To achieve this, we collected data from Iraqi construction industry and conducted the following multistage research methodology: (1) preliminary investigation with four construction contractors to identify the success indicators of construction projects;(2) focus group session with 11 experts to identify the COVID-19 emerging risks for the construction industry;(3) semistructured interviews with seven construction experts to develop several hypotheses on the effect of COVID-19 emerging risks on project success;(4) survey data collection from 99 construction contractors;and (5) development of a structural equation model (SEM) to analyze the effects of COVID-19 emerging risks on project success. The results of the SEM analysis show that financial market (FM)-related risks, supply chain operations (SCO)-related risks, health and safety of construction workforce (HSCW)-related risks, organizational implications (OI)-related risks, and contractual implications (CI)-related risks have a significant impact on construction projects success. CI-related risks have the strongest total effects on project success, followed by OI-related risks, FM-related risks, HSCW-related risks, and SCO-related risks, respectively. The results also emphasis the significant mediation role of CI between COVID-19 emerging risks and project success. This study contributes to the body of knowledge and contracting companies by helping researchers and construction contractors to better understand how the key risk factors emerging from extreme conditions like the COVID-19 pandemic affect construction projects' success and may serve as a guideline for developing effective response strategies. © 2023 American Society of Civil Engineers.
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This study discusses risk management strategies caused by pandemic-related (Covid-19) suspensions in thirty-six engineering projects of different types and sizes selected from countries in the middle east and especially Iraq. The primary data collection method was a survey and questionnaire completed by selected project crew and laborers. Data were processed using Microsoft Excel to construct models to help decision-makers find solutions to the scheduling problems that may be expected to occur during a pandemic. A theoretical and practical concept for project risk management that addresses a range of global and local issues that affect schedule and cost is presented and results indicate that the most significant delays are due to a lack of good project risk management skills and remote project management capability which is exacerbated by shortfalls in technical development and information technology.
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Since the 1970's the number of scientific publications with sustainability as a keyword has increased from 1 in 1975 to 13,628 in 2019. Research, like all human endeavors, has impacts on the environment due to the activities required to generate the supporting data (i.e., use of vehicles, resources, and materials). Researchers have a responsibility to minimize their impacts as part of their work and to make environmentally responsible decisions. A life-cycle approach is currently the best-developed means of assessing the impact of a group or organization. This article presents a case study of organizational life cycle assessment (O-LCA) of a research project. The objectives of this study were to (i) estimate the impact of the project, focusing on travel. (ii) Use a post hoc approach to determine impact reduction opportunities. (iii) Apply O-LCA as a decision-making tool in project management of research and (iv) profile the environmental impact of the project using public data (manufacturers figures) and proprietary datasets. The results of this study indicate that the greatest impact arising from the project was due to commuting followed by conference and training attendance, fieldwork and meetings. Scenarios modeling, alternative vehicle use, flexible working arrangements and stakeholder events highlighted the reduction potential that could have been implemented as part of the project. O-LCA proved to be an appropriate tool for assessing the impact of a research group and that it has the potential to inform decisions and management of academic projects and events. It should be noted that the ability of research groups or personnel to bring about change might be limited, typically due to their placement within a larger organization (e.g., a higher education institute). The recent COVID-19 pandemic, has hastened the shift to remote working practices for many organizations. Recent surveys indicate that more than 80% of respondents would like to work remotely, at least some of the time, after the pandemic. This modal shift in working practices offers an immediate opportunity for environmental relief. It is recommended that O-LCA be incorporated into groups and organizations to support their decision-making practices to foster responsible and sustainable research. Copyright © 2021 Cooney, Tahar, Kennedy and Clifford.
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Governments and companies in all affected countries have taken measures to prevent, on the one hand, the rapid spread of the virus among the population and, on the other hand, to alleviate the economic and commercial consequences of the crisis that is already changing the daily functioning of the population and the companies. The COVID-19 pandemic has radically and unexpectedly transformed the global economic landscape. The objective of this work is to demonstrate a set of information that can meet the expectations of the internal and external stakeholders of an organization concerned with constructively relating to its stakeholders–aiming at the possibility of carrying out the work and serving customers in the context of the pandemic. The research method is the study based on the literature review process focusing on information and research systems, books, and a manufacturer's case study. It also has practical data–information collected from audits carried out. Stakeholders' expectations and interests are connected to this issue and can be aligned through an Audit of Contagion and Transmission Protocols of SARS-COV-2. Copyright © 2021 Muncinelli, Pinheiro de Lima, Vecchia, Moro, Deschamps, Gouvea da Costa and Cestari.
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PurposeThe architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International businesses, multinational AEC organisations, technical professionals, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of novel coronavirus pandemic, to manage construction megaprojects (CMPs). That raises the need to manage global connectivity as a main strategic goal of global organisations. This paper aims to investigate barriers to integrating lean construction (LC) practices and integrated project delivery (IPD) on CMPs towards the global integrated delivery (GID) transformative initiatives and develop future of work (FOW) global initiatives in contemporary multinational AEC organisations.Design/methodology/approachA two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to appraise barriers to integrating LeanIPD&GID on CMPs. Barriers are arranged into six-factor clusters (FCs), with a conceptualisation of LeanIPD&GID, GID strategy placements and FOW global initiatives with multiple validations. This analysis also involved semi-structured interviews and focus group techniques. Stage two consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 230 respondents from 23 countries with extensive cosmopolitan experience in the construction of megaprojects. The survey examined a set of 28 barriers to integrating LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis, percentage scoring analysis, principal component analysis (PCA) and eigenvalues were used to elaborate on clustered factors.FindingsThe research conceptualised LeanIPD&GID principles and proposed GID strategy placements for LeanIPD&GID transformative initiatives and FOW global initiatives. It concluded that the most significant barriers to integration of LeanIPD&GID on CMPs are "lack of mandatory building information modelling (BIM) and LC industry standards and regulations by governments”, "lack of involvement and support of governments”, "high costs of BIM software licenses”, "resistance of industry to change from traditional working practices” and "high initial investment in staff training costs of BIM”. PCA revealed the most significant FCs are "education and knowledge-related barriers”, "project objectives-related barriers” and "attitude-related barriers”. Awareness of BIM in the Middle East and North Africa (MENA) region is higher than LC and LC awareness is higher than IPD knowledge. Whilst BIM adoption in the MENA region is higher than LC;the second is still taking its first steps, whilst IPD has little implementation. LeanBIM is slightly integrated, whilst LeanIPD integration is almost not present.Originality/valueThe research findings, conclusion and recommendation and proposed GID strategy placements for LeanIPD&GID transformative initiatives to integrating LeanIPD&GID on CMPs. This will allow project key stakeholders to place emphasis on tackling LeanIPD&GID barriers identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing the integration of LeanIPD&GID transformative initiatives on CMPs.
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The Agile approach is focused on individuals and customer satisfaction, based on the dynamic and streamlined work of a team that is capable of adapting, and adapting the project to changing scenarios and demands. However, amidst the COVID-19 pandemic, Agile teams accustomed to in-person communication have encountered the challenges of working from home. The main objective of this research is to analyze the challenges generated by the pandemic context, and the consequent social distance, for the development of software projects that use Agile approaches within a large state-owned company and identify the effect it had on the course and results of the projects. The research was qualitative in nature and had two exploratory diagnostic stages. The findings indicate that there were no negative impacts of relevance on project deliveries. On the one hand, results indicated losses in socialization, in spontaneous exchanges of knowledge, and in interaction among teams, as well as a demand for greater engagement of professionals. Additionally, limitations were revealed for more complex discussions and knowledge management. The study highlights solutions that were found and/or suggested for many challenges, contributing to the literature on best practices for the Agile approach, and is focused on the unprecedented context of the COVID-19 pandemic. Our findings can contribute to other companies with a similar profile that work with Agile projects, besides contributing to building a dialogue between the academic and business environments. © 2023 Brazilian Institute for Information in Science and Technology. All rights reserved.
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In this paper, we present and demonstrate that the implementation of an efficient Project Management Strategy has effectively contributed in a safe and successful completion of a very complex 3D OBN Seismic Survey in congested Oil fields. Thus, delivering high quality data on schedule and within the predetermined budget at the full satisfaction of all involved parties and stakeholders. Strong commitment to HSSE Standards and working as an integrated One-Team with full collaboration and continuous communication between all the Team members are among the main Success Factors of the 3D seismic survey which was carried out during the critical period of COVID-19. Moreover, the deployment of experienced personnel, advanced and reliable Technologies with adequate equipment have also extended the efficiency of this OBN 3D seismic survey. Preliminary results of 3D seismic data processing, interpretation and reservoir characterization are also briefly presented and discussed as a clear enhancement of data quality was already observed compared to the legacy 3D OBC data set. A fast track small 3D cube was successfully processed as an utmost and urgent priority for appraisal well selection, design and drilling. Copyright © 2023, Society of Petroleum Engineers.
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Introduction. Global innovation challenges existing in the world at this current stage, activation of strategic innovation policy on gaining positions in the Global Innovation Index by the states, rapidly changing consumer demands, the struggle to maintain the advantages of leadership for competitiveness in the world market, the sudden appearance of the COVID-19 pandemic - faced the countries of the world before the complex challenges, which turned the production of innovative products and services, and the modernization of existing ones into an essential condition in a short period. Aim and tasks. The research aims to work out ways of improving the problems arising in Georgia's innovative business project management. The following objectives should be carried out to achieve the research goal: studying the characteristics of innovative business project management from the origin of an innovative business idea to its realization based on research and statistical data analysis Results. There have been reviewed problems in the management of innovative business projects-difficulties in adequately designing the business model to improve the business idea, which requires extra time, finances, and an experienced professional team. All of these hinder the startups' ability to go through the business process, turn the idea into a competitive product, carry out the correct marketing campaign, and build partnership relations at the local and international levels. Due to the urgency of the issue, the rating of Georgia has been studied regarding the innovation development of the Global Innovation Index. The positive attitude of the country towards the innovation policy has been determined, as reflected in the innovation policy carried out by the government. By analyzing the statistical data, grants and their effectiveness as issued to business projects by "Startup Georgia", "Produce in Georgia", and the European Union have been compared. Conclusions. The conclusions have been developed by analyzing the results of the research to eliminate the mentioned problems, according to which the constantly changing environment of the market economy forces companies to quickly adapt to market challenges to gain competitiveness and eliminate the problems existing in project management in parallel with the production of innovative products with the participation of professional project managers.
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This research investigated the crucial correlation between stakeholder engagement and knowledge management, and their role in enhancing sustainability in project management, with a specific focus on the virtual environment. With the shift towards virtual solutions due to the COVID-19 pandemic, as well as the rise of remote work, it has become increasingly important to understand how these constructs interact in this new context. Through a web-based survey questionnaire and Structural Equation Modeling analysis, we found that both stakeholder engagement and knowledge management have a significant positive effect on sustainability practices in project management. Even more interestingly, these relationships remain consistent regardless of whether the project is conducted in a virtual or traditional environment. These findings have important implications for organizations across industries, as they can use these insights to improve sustainability practices in project management by focusing on the integration of stakeholder engagement and knowledge management in the virtual or presential environment. This study is the first of its kind to quantitatively investigate this connection, making it a valuable contribution to the field.
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The COVID-19 pandemic accelerated the shift to online learning in higher education, making the need to rethink pedagogical approaches to on-campus education stronger than ever before. While online learning offers a wide range of benefits for both teachers and students, social, face-to-face interaction provides a strong rationale for in-person education. This paper proposes a novel approach to enhancing in-person social learning experiences through robot-supported collaborative learning facilitated by a social robot NAO in the case study "Planning poker with NAO”, which is a collaborative game-based activity facilitated by the robot. The case study was designed to provide a scalable social learning experience in small groups of students. The evaluation results from a study with 46 university students who played Planning poker with NAO explore different quality aspects of the learning experience. The results indicate that students valued both the social learning experience and the robotic facilitator. The analysis revealed some significant differences among students with and without prior experience in interacting with NAO, suggesting directions for future research related to novelty and familiarisation effects as well as to scaling up of social learning in small groups by applying social robots. © 2023 by the author.
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This study aimed to explore the personal and career resilience of project management practitioners working in the Architectural, Engineering, and Construction (AEC) industries and their organizational support in the context of the COVID-19 pandemic. The global pandemic offered a unique opportunity to explore resilience both as a state (using quantitative scales) and as a process (using qualitative responses) in the context of a shared transboundary disturbance in normal routines. A mixed methods approach was used to triangulate quantitative and qualitative data from an online survey which included established scales and open-ended questions. Informed by a total of 121 valid survey responses, hierarchical regression analysis of the scales provided insights into the relationship between career and personal resilience and how personal resilience contributed to greater career resilience and the ability to positively adapt to the pandemic's consequences. The quantitative analysis was complemented by a thematic analysis of the open-ended responses to identify the forms of organizational support that were important for resilience building during the pandemic. Organizational resources, such as training, mentoring, increased communication, and greater management support fostered employee adaptation to the pandemic shock. Evidence-based recommendations are made for AEC organizations to facilitate better workforce preparation for future adversities through providing effective resilience-promoting support mechanisms. The findings add to the body of knowledge by providing a better understanding of the importance of personal and career resilience and the role of organizational support in the process of resilience-building during adversities.
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International research and development projects (or grand challenge projects) consist of multicultural, multi-country, multi-sectoral, and multi-stakeholder initiatives aimed at poverty reduction. They are usually conceived as partnerships between actors in the global north–south. The COVID-19 pandemic was a major unexpected disruption to ongoing projects and challenged their already complex management. The aim of this paper is to present evidence on how international development projects were impacted by COVID-19 with a particular focus on the relationship between research institutions in the north and south. We conducted a mixed-methods research study, combining a reflective exercise with the co-author team and a survey with principal investigators, project managers, and capacity development leads drawn from 31 Global Challenges Research Fund (GCRF) projects funded through the UK government's Official Development Assistance (ODA) and focused on social–ecological system research. The survey contained closed- and open-ended questions in order to (i) demonstrate how those involved in managing projects adapted to risks, including both threats and opportunities, presented by the COVID-19 pandemic, and (ii) consider the implications for tailoring adaptive management approaches in international research projects amidst uncertainties, with a special focus on enhancing equities in global north–south partnerships. The paper offers the following recommendations on designing, planning, and implementing international research and development projects: (i) devolve project management in order to enhance project resilience and improve north–south equities;(ii) allocate dedicated resources to enable equitable north–south research partnerships;(iii) rely more on hybrid and agile approaches for managing a project's life cycle;and (iv) improve resource flexibility, transparency, and communication through enhanced funder–implementer collaboration.
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This study used bibliometric analysis to investigate global research trends regarding the effect of COVID-19 risks in sustainable facility management fields. Between 2019 and 2021, the Scopus database published 208 studies regarding the effect of COVID-19 risks on sustainable facility control fields. VOSviewer software was used to analyse the co-occurrence of all keywords, and Biblioshiny software allowed getting the most relevant affiliation using the three-field plot. The results show the contribution by authors from 51 countries, and 73 keywords were identified and organised into six clusters, such as the effect of COVID-19 risks on human health, supply chain in construction projects and industry, disaster risk management in a changing climate, sustainable supply chain benchmarking, facility management and quality control, and, finally, sensitivity analysis & decision-making. © 2023 Khaled Jameel Aladayleh et al., published by Sciendo.