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Top 15+ Project Management Case Studies with Examples 2024

Home Blog Project Management Top 15+ Project Management Case Studies with Examples 2024

Having worked for more than 9 years in the dynamic field of project management, I would strongly refer to real-world case studies as invaluable resources for both budding and experienced professionals. These case studies provide critical insights into the challenges and triumphs encountered in various industries, illustrating the application of project management principles in practical scenarios.   I have curated the project management case studies as a part of this article in such a way that it delves into a selection of compelling case studies, ranging from the healthcare sector to infrastructure and technology. Each case study is a testament to the strategic planning, adaptability, and innovative problem-solving skills necessary in today's fast-paced business environment. These narratives not only highlight past successes but also offer guidance for future projects, making them essential tools for anyone eager to excel in project management.

What is Case Study?

A case study refers to an in-depth examination of a specific case within the real-world context. It is a piece of content that sheds light on the challenges faced, solutions adopted, and the overall outcomes of a project. To understand project management case studies, it is important to first define what a project is . A project is a temporary endeavor with a defined beginning and end, aimed at achieving a specific goal or objective. Case studies are generally used by businesses during the proposal phase. However, they are also displayed on the websites of companies to provide prospects with a glance at the capabilities of the brands. It can even serve as an effective tool for lead generation. In simple words, case studies are stories that tell the target audience about the measures and strategies that the organization adopted to become successful.

What is Project Management Case Study?

A project management case study is a piece of content that highlights a project successfully managed by the organization. It showcases the challenges that the organization faced, the solutions adopted, and the final results. Keep reading in order to explore examples of successful project management case studies.

Top 15 Project Management Case Studies and Examples 

Are you looking for some project management case study examples? If yes, here are some of the best examples you can explore. Let’s dive in! Before diving in, here is the list of top 15 project management case studies: 

• Mavenlink Helps Improve Utilization Rates by 15% for BTM Global
• Boncom Reduces Billing Rate Errors by 100%
• whyaye! Reaches 80% Billable Utilization
• Metova Increases Billable Utilization by 10%
• Appetize Doubles Length of Forecasting Outlook
• RSM Improves Client Satisfaction and Global Business Processes
• CORE Business Technologies Increases Billable Utilization by 35%
• Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery
• Optimus SBR Improves Forecasting Horizon by 50%
• PlainJoe Studios Increases Projects Closing Within Budget by 50%
• RPI Consultants Decreases Admin Time by 20%
• CBI's PMO Increases Billable Utilization By 30%
• Butterfly Increases Billable Time by 20%
• TeleTracking Increases Billable Utilization by 37%
• Taylors Improves Utilization Rates by 15%
• Hospital El Pilar improves Patient Care With implementing Disciplined Agile
• British Columbia’s Ministry of Technology and Infrastructure (MoTI)

1. Mavenlink Helps Improve Utilization Rates by 15% for BTM Global

The case study is all about how Mavenlink helped BTM Global Consulting to save hours of work and enhance utilization with resource management technology. BTM Global Consulting offers system development and integration services to diverse clients. The challenges that the company faced were that tools like Netsuite OpenAir and Excel spreadsheets were not able to meet the customization needs as the company grew. It impacted their overall productivity.

BTM Global saw the following benefits: 

• 15% increase in utilization for project managers
• 10% increase in companywide utilization
• 4-hour resource allocation work reduced to 10 minutes
• 100% Company-wide time tracking adoption

In order to overcome the challenge, the solution they adopted was to switch to Mavenlink. The result was that it increased the utilization of the company by 10% and enhanced project manager utilization by 15%. It also reduced resource allocation work from 4 hours to just 10 minutes.

2. Boncom Reduces Billing Rate Errors by 100% With Mavenlink

Boncom is an advertising agency that collaborates with different purpose driven brands to create goods worldwide. The challenge was that the company relied on several-point solutions for delivering client-facing projects. However, the solutions failed to offer the required operational functionality. An ideal solution for Boncom was to adopt Mavenlink. The result was that the billing rate error got reduced by 100%. Accurate forecasting became possible for Boncom, and the company could generate reports in much less time.

3. whyaye! Reaches 80% Billable Utilization with Mavenlink

Here are the top benefits whyaye got: 

• 6% increase in utilization
• Tripled company size
• Doubled in number of new clients every quarter
• Support through constant business scaling

whyaye is a digital transformation consultancy delivering IT transformation solutions to businesses operating in diverse sectors. The challenge was that whyaye used to manage resources and projects using tools such as emails, PowerPoint, and Microsoft Excel. However, with the growth of the company, they were not able to access project data or gain insights for effective management of the projects . The ultimate solution to this challenge was to make a switch to Mavenlink. The result was an increase in the utilization by 6%, doubling of new clients, tripling of the company size, and seamless support through business growth.

4. Metova Increases Billable Utilization by 10% With Mavenlink

If you are looking for a project planning case study, Metova can be the right example. Metova is a technology firm, a Gold Partner of Microsoft, and an advanced consulting partner of AWS. The challenge was that the company handled several projects at a time. However, its heavy dependence on tools like Google Sheets limited the growth capabilities of the organization. So, the company looked for a solution and switched to Mavenlink. The result was that it was able to increase its billable utilization by 10%, increase its portfolio visibility, and standardize its project management process.

5. Hospital El Pilar improves Patient Care With implementing Disciplined Agile

If you are looking for an example of one of the best hospital related project management case studies, then Hospital El Pilar can be the ideal one. Hospital El Pilar is a private hospital in Guatemala City, Guatemala, that provides comprehensive care to patients in various medical specialties. The challenge was that the hospital’s application development team faced several obstacles in managing and delivering projects, such as unclear priorities, a lack of visibility, little interaction with users, and competing demands. The solution that the team adopted was to use Disciplined Agile® (DA™), a flexible and pragmatic approach to project management that optimizes the way of working (WoW). The result was improved project outcomes, increased user satisfaction, greater transparency, and more trust from stakeholders and customers.

6. British Columbia’s Ministry of Technology and Infrastructure (MoTI) gets its principal corridor for transportation up in 35 days

Reconnecting Roads After Massive Flooding (2022) is a case study of how the British Columbia Ministry of Transportation and Infrastructure (MoTI) used a project management approach based on the PMBOK® Guide to restore critical routes after a catastrophic weather event. It is one of the examples of successful project management case studies you can look into. The challenge was that an atmospheric river caused severe flooding, landslides, and bridge collapses, cutting off the lower mainland from the rest of Canada2. The solution was to prioritize the reopening of Highway 5, the principal corridor for transportation of goods and people, by creating scopes, work breakdown structures, and schedules for each site3. The result was that Highway 5 was reopened to commercial traffic in 35 days, despite additional weather challenges and risks4. The construction project management case study we discussed demonstrated the benefits of flexibility, collaboration, and communication in emergency response.

7. Appetize Doubles Length of Forecasting Outlook with Mavenlink

Here the the benefits Appetize got with Mavenlink: 

• Forecasting horizon increases to 12 weeks
• Management of 40+ major projects per quarter
• Support for rapid companywide scaling
• Salesforce integration supports project implementation

Appetize is one of the leading cloud-based points of sale (POS), enterprise management, and digital ordering platform that is trusted by a number of businesses. The challenge of the company was that its legacy project tracking systems were not able to meet the growing needs of the company. They experienced growth and manual data analysis challenges. The solution they found was to switch to Mavenlink. The result was an increase in the forecast horizon to 12 weeks, support for effective companywide scaling, easy management of over 40 major projects, and Salesforce integration for project implementation.

8. RSM Improves Client Satisfaction and Global Business Processes with Mavenlink

RSM is a tax, audit, and consulting company that provides a wide array of professional services to clients in Canada and the United States. The challenge of the company was that its legacy system lacked the necessary features required to support their work- and time-intensive projects and delivered insights relating to the project trends. An ideal solution to this challenge was to switch to Mavenlink. The result was better to risk mitigation in tax compliance, improved client-team communication, templatized project creation, and better use of the KPIs and project status.

9. CORE Business Technologies Increases Billable Utilization by 35% with Mavenlink

Here are the top benefits CORE Business Technologies got with Mavenlink: 

• Simultaneous in-progress projects doubled
• 100% company-wide time entry compliance
• 35% Increase in Billable Utilization
• 50% Increase in Team Productivity

Another top project management case study is the Core Business Technologies. CORE Business Technologies is a reputed single-source vendor self-service, in-person, and back-office processing to the clients. It offers SaaS-based payment solutions to clients. The challenge faced by the company was that its tools like spreadsheets, Zoho, and Microsoft Project led to a hectic work schedule owing to a huge number of disconnected systems. The solution to the challenge was to switch to Mavenlink. The result was the enhancement of team productivity by 50%, time entry compliance by 100%, and enhancement of the billable utilization rate by 35%.

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10. Client Success: Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery with Mavenlink

Here are the top benefits Health Catalyst saw with Mavenlink:   

• Consistency in Successful Project Delivery 
• Improved Interdepartmental Communication 
• Deeper Resource Data Insights 
• Stronger Resource Forecasting

Health Catalyst is a company that delivers data and analytics services and technology to different healthcare organizations. The firm provides assistance to technicians and clinicians in the healthcare sector. The challenge of the company was that the tools like Intacct and spreadsheets that is used for project management were not able to provide the required data insights and clarity for better project management. It also limited effective resource management. The solution was to embrace Mavenlink. The result was better resource forecasting, enhanced interdepartmental communication, consistency in project delivery, and better resource data insights .

11. Client Success: Optimus SBR Improves Forecasting Horizon by 50% with Mavenlink

Optimus SBR is a leading professional service provider in North America. It offers the best results to companies operating in diverse sectors, including healthcare, energy, transportation, financial services, and more. The challenge was that legacy software tools that the firm used gave rise to project management issues. The company was not able to get a real-time revenue forecast or gain insights into its future financial performance. The solution that the company adopted was to switch to Mavenlink. The result was better data-driven hiring decisions, efficient delivery of remote work, and enhancement of the forecasting horizon by 50%.

12. Client Success: PlainJoe Studios Increases Projects Closing Within Budget by 50% With Mavenlink

Here are the benefits how Mavenlink helped PlainJoe: 

• Improved data insights for project success
• Enablement of fast shift to remote work
• Improved budgeting
• Increased rates in billing

PlainJoe Studios is an experimental design studio that focuses on digitally immersive and strategic storytelling. The company has a team of strategists, architects, and problem solvers to create value for the clients. The challenge of the company was that the manual processing of the company affected its ability to grow and manage the diverse project effectively. They lacked clarity about their project needs and profitability. The solution to deal with the challenge was to switch to Mavenlink. The result was an enhancement in the billing rates by 15%, better project closing within budget by 50%, better data insights for the success of different projects, and a faster shift to remote work.

13. Client Success: RPI Consultants Decreases Admin Time by 20% With Mavenlink

If you are looking for an example of one of the best software project management case studies, then RPI Consultants can be the ideal one. RPI Consultants offer expert project leadership and software consulting services for enterprise-level implementation of solutions and products. The challenge was that the task management solutions adopted by the company gave rise to a number of complications. It resulted in poor interdepartmental transparency and time-consuming data entry. The ultimate solution that the company embraced was to switch to Mavenlink. The result was a rise in the utilization rate by 5%, lowing of admin time by 20%, better forecasting and resource management, and a single source for gaining insights into the project data.

14. Client Success: CBI's PMO Increases Billable Utilization By 30% With Mavenlink

CBI is a company that is focused on protecting the reputations, data, and brands of its clients. The challenge that the company faced was that the solutions used were unable to meet the growing needs of the organization. The systems were outdated, data sharing was not possible, and time tracking was inconsistent. The solution to the challenge was to switch to Mavenlink. The result was better interdepartmental alignment, enhancement of time tracking to support business growth, an increase in the billable utilization rate by 30%, and detailed insights for a greater success of the projects.

15. Client Success: Butterfly Increases Billable Time by 20% with Mavenlink

Butterfly is a leading digital agency that provides digital strategy, website design and development services, and ongoing support to businesses across Australia. The challenge was that the different legacy systems used by the agency limited its capability of effective project management and reporting. The systems were time consuming and cumbersome. In order to deal with the challenge, the solution was to make a switch to Mavenlink. The result was the enhancement of billable time by 20%, fast reporting insights, enhancement of productive utilization by 16%, and better Jira integration.

16. Client Success: TeleTracking Increases Billable Utilization by 37% With Mavenlink

TeleTracking Technologies is a leading provider of patient flow automation solutions to various hospitals in the healthcare sector. The challenge of the company was that it used different systems such as Microsoft Excel, Sharepoint, MS Project, Jira, and Netsuite. The use of a variety of solutions created a number of challenges for the company. It had poor forecasting capability, an insufficient time tracking process, and unclear resource utilization. The solution was to switch to Mavenlink. The result was the enhancement of time tracking compliance by 100%, rise in hours to date by 18%, and enhancement of billable utilization by 37%.

17. Client Success: Taylors Improves Utilization Rates by 15% with Mavenlink

This is a perfect example of a construction project management case study. Taylor Development Strategists is a leading civil engineering and urban planning organization in Australia. The challenge that the company faced was that the systems that it used were not able to support the growth of the business. There were a lot of inefficiencies and limitations. The solution to the challenge was to switch to Mavenlink. The result was better global collaboration, an increase in the utilization rate by 15%, consistency of timesheet entry, and in-depth insights relating to utilization and project targets.

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Start Creating Your Project Management Case Study

Not that you have a detailed idea about project management case studies, it is time to prepare your own. When doing the project management case study exercise, make sure to focus on covering all the important elements. Clearly stating the challenges and the solutions adopted by the company is important. If you want to get better at project management, getting a PMP Certification can be beneficial.

Case Study Best Practices and Tips 

• Involve your clients in the preparation of the case study. 
• Make use of graphs and data. 
• Mix images, texts, graphs, and whitespace effectively.

Project Management Case Study Template 

To create a well-crafted and highly informative case study template in the realms of project management, you should start by providing a brief overview of the client's company, focusing on its industry, scale, and specific challenges. Follow with a detailed section on the challenge, emphasizing the unique aspects of the project and obstacles faced. Next, you might want to describe the solution implemented, detailing the strategies, methodologies, and tools used. Then, you would need to present the results, quantifying improvements and highlighting objectives achieved. Finally, please conclude the case study with a summary, encapsulating key takeaways and emphasizing the project's success and its implications for future endeavors. By following this structure, you can present a comprehensive yet concise analysis that is ideal for showcasing project management expertise and insights. You can also refer to the template for crafting a better case study on project management – Template for writing case studies .

By now, you must have gained a comprehensive knowledge of preparing a project management case study. This article elaborately explains the significance of real life project management case studies as vital tools for demonstrating a company's expertise in handling complex projects. These case studies, showcasing real-world scenarios, serve as compelling evidence of a firm's capability to navigate challenges and implement effective solutions, thereby boosting confidence in potential clients and partners. They are not only a reflection of past successes but also a lighthouse guiding future project endeavors in the discipline of project management within the fields of construction, pharmacy, technology and finance, highlighting the importance of strategic planning, innovation, and adaptability in project management. If you are aspiring to excel in this field, understanding these case studies is invaluable. However, you would also need to learn from project management failures case studies which would provide a roadmap to mastering the art of project management in today's dynamic business landscape.

Frequently Asked Questions (FAQs)

In order to write a project management case study, keep everything brief but mention everything in detail. Make sure to write it with clarity and include graphs and images. 

A project study must include information about the client, how your company helped the client in resolving a problem, and the results.

The best-case studies on project management have been listed above. It includes BTM Global, Butterfly, Boncom, and more.

Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

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Exploring Project Management Case Studies: A Comprehensive Guide

• January 25, 2024

Project management has become an essential skill for organizations to achieve their goals efficiently. By effectively managing projects, businesses can streamline processes, improve productivity, and ultimately drive success. To understand the intricacies of project management, it is crucial to explore various case studies that offer real-life insights into successful project management practices. This comprehensive guide aims to provide a deep dive into project management, highlighting key principles, methodologies, and the role of a project manager.

Understanding the Basics of Project Management

Project management is a crucial discipline that involves the application of knowledge, skills, tools, and techniques to project activities. Its primary goal is to meet specific project requirements by carefully planning, executing, controlling, and closing projects within defined constraints. These constraints typically include factors such as time, cost, and scope. By effectively managing these elements, project managers aim to achieve predetermined objectives while ensuring efficient resource utilization.

Defining Project Management

At its core, project management is a multifaceted process that requires a comprehensive understanding of various project elements. It encompasses the coordination of tasks, resources, and stakeholders to achieve project goals. By employing proven methodologies and strategies , project managers can effectively navigate the complexities of project execution.

Successful project management involves breaking down complex projects into manageable tasks, establishing clear project objectives, and developing a well-defined project plan . This plan serves as a roadmap for the project, outlining the necessary steps, timelines, and deliverables. By having a solid plan in place, project managers can effectively allocate resources, manage risks, and monitor progress throughout the project lifecycle.

Key Principles of Project Management

Project management is guided by a set of key principles that serve as the foundation for successful project execution. These principles include:

• Clear Project Objectives: Clearly defining project objectives is essential for project success. By having well-defined goals, project managers can align project activities and ensure that everyone is working towards a common purpose.
• Effective Communication: Communication is a critical aspect of project management. Project managers must establish open lines of communication with stakeholders, team members, and other relevant parties to ensure that information flows smoothly and that everyone is kept informed about project progress.
• Stakeholder Engagement: Engaging stakeholders throughout the project lifecycle is vital. By involving stakeholders in decision-making processes and keeping them informed, project managers can gain valuable insights and ensure that project outcomes meet stakeholder expectations.
• Risk Management: Identifying and managing risks is an integral part of project management. Project managers must proactively assess potential risks and develop strategies to mitigate them. By addressing risks early on, project managers can minimize their impact on project outcomes.
• Continuous Improvement: Project management is an iterative process that requires continuous improvement . Project managers should regularly evaluate project performance, identify areas for improvement, and implement corrective actions. By embracing a culture of continuous improvement, project managers can enhance project outcomes and drive organizational success.

The Role of a Project Manager

A project manager plays a pivotal role in the success of any project. They are responsible for planning, organizing, and overseeing all project activities. Key responsibilities of a project manager include:

• Planning: Project managers develop comprehensive project plans that outline the necessary tasks, timelines, and resources required for successful project execution. They establish project objectives, define deliverables, and allocate resources accordingly.
• Team Management: Project managers are responsible for assembling and managing project teams. They assign tasks, provide guidance, and ensure that team members have the necessary resources and support to complete their work effectively.
• Communication: Project managers serve as the primary point of contact for all project-related communication. They facilitate effective communication between team members , stakeholders, and other relevant parties to ensure that everyone is aligned and informed.
• Decision-making: Project managers make critical decisions throughout the project lifecycle. They analyze information, evaluate options, and make informed choices that align with project objectives and stakeholder expectations.
• Monitoring and Control: Project managers continuously monitor project progress, track performance against established metrics, and implement necessary control measures. They identify deviations from the plan and take corrective actions to keep the project on track.

By fulfilling these roles and responsibilities, project managers act as leaders, decision-makers, and facilitators. They work closely with stakeholders to ensure that project goals are met, deliverables are achieved, and project outcomes align with organizational objectives.

The Importance of Project Management

Project management plays a crucial role in the success of organizations. It is a discipline that involves planning, organizing, and controlling resources to achieve specific goals and objectives. Effective project management ensures that projects are executed efficiently, meeting the desired outcomes while staying within the allocated budget and time frame.

Benefits of Effective Project Management

Effective project management offers numerous benefits to organizations. Firstly, it enhances collaboration among team members. By establishing clear roles and responsibilities, project managers facilitate effective communication and coordination, ensuring that everyone is working towards a common goal. This collaboration fosters innovation, creativity, and synergy among team members, leading to higher productivity and better outcomes.

Furthermore, effective project management promotes efficient resource allocation . Project managers carefully analyze the project requirements and allocate resources, such as manpower, equipment, and materials, in the most optimal way. This ensures that resources are utilized effectively, minimizing waste and maximizing productivity. By efficiently managing resources, organizations can achieve cost savings and improve their overall operational efficiency.

In addition, effective project management minimizes risks. Project managers identify potential risks and develop strategies to mitigate them. They create contingency plans and establish risk management processes to address any unforeseen events or challenges that may arise during the project. By proactively managing risks, organizations can minimize disruptions, avoid costly mistakes, and ensure the successful completion of projects.

Moreover, effective project management enables effective decision-making. Project managers gather relevant data, analyze information, and make informed decisions based on the project’s objectives and constraints. They consider various factors, such as cost, quality, and time, to make decisions that align with the organization’s overall strategy. This ensures that projects are executed in a way that maximizes value and achieves the desired outcomes.

Lastly, effective project management ensures projects are completed on time and within budget. Project managers develop detailed project plans, set realistic timelines, and monitor progress to ensure that projects stay on track . They closely monitor project costs and implement cost control measures to prevent budget overruns. By delivering projects on time and within budget, organizations can enhance customer satisfaction, build trust, and maintain a competitive edge in the market.

Consequences of Poor Project Management

Scope creep.

On the other hand, poor project management can have severe consequences for organizations. When project management is not effectively implemented, it can result in scope creep. Scope creep refers to the continuous expansion of project requirements beyond the initial scope, leading to increased costs, delays, and a loss of focus. This can strain relationships with stakeholders, as their expectations may not be met, and can ultimately lead to project failure.

Budget overruns

Poor project management can also result in budget overruns. Without proper planning and control, projects can exceed their allocated budgets, causing financial strain on the organization. This can lead to reduced profitability, cash flow issues, and potential financial losses. Additionally, budget overruns can negatively impact the organization’s reputation, as stakeholders may view the organization as inefficient or unreliable.

Missed deadlines

Missed deadlines are another consequence of poor project management. When projects are not effectively managed, timelines may not be realistic or properly monitored. This can lead to delays in project completion, causing frustration among stakeholders and potentially impacting the organization’s ability to deliver products or services on time. Missed deadlines can also result in missed business opportunities, as competitors may gain an advantage by delivering similar projects more efficiently.

Strain relationships with stakeholders

Furthermore, poor project management can strain relationships with stakeholders. When projects are not effectively communicated or managed, stakeholders may feel excluded or uninformed. This can lead to misunderstandings, conflicts, and a lack of trust in the organization’s ability to execute projects successfully. Strained relationships can have long-term consequences, as stakeholders may choose to disengage from future projects or seek alternative partnerships.

Damage a company’s reputation

Ultimately, failed projects can damage a company’s reputation. When projects fail to meet their objectives, it can erode customer confidence and trust in the organization’s ability to deliver on its promises. This can result in a loss of business opportunities, as potential customers may choose to work with competitors who have a track record of successful project execution. Additionally, failed projects can demoralize employees and create a negative work environment, impacting overall organizational performance.

In conclusion, effective project management is vital for organizations to achieve their goals and objectives. It offers numerous benefits, including enhanced collaboration, efficient resource allocation, risk mitigation, effective decision-making, and timely project completion. On the other hand, poor project management can have severe consequences, such as scope creep, budget overruns, missed deadlines, strained relationships, and damage to the organization’s reputation. Therefore, organizations should prioritize investing in project management practices and ensure they have skilled project managers who can effectively lead and execute projects.

Diving into Project Management Processes

Initiation phase.

In the initiation phase, project managers work closely with stakeholders to define project objectives and analyze feasibility. This phase involves identifying the project scope, clarifying deliverables, and assembling the project team. It sets the stage for the successful execution of the project.

Planning Phase

The planning phase is a critical stage where project managers develop a detailed roadmap for project execution. It involves defining project activities, estimating resources and timelines, identifying risks, and developing contingency plans. Effective planning ensures all project stakeholders have a clear understanding of project requirements and paves the way for seamless execution.

Execution Phase

In the execution phase, project plans are put into action. Project managers coordinate and oversee the project team, allocate resources, and monitor progress. Effective communication and collaboration are crucial during this phase to address any issues that may arise and keep the project on track.

Closure Phase

The closure phase signifies the completion of the project. Project managers conduct a final review to ensure all deliverables have been met, obtain stakeholder feedback, and document lessons learned. This phase allows organizations to celebrate successes, evaluate performance, and gather valuable insights for future projects.

Project Management Methodologies

Waterfall methodology.

The waterfall methodology is a linear approach to project management, where tasks are completed sequentially. It involves distinct phases, with one phase starting only after the previous one is finished. This methodology is ideal for projects with well-defined requirements and limited changes expected throughout the project lifecycle.

Agile Methodology

The agile methodology is an iterative and flexible approach to project management. It emphasizes adaptability, collaboration, and continuous improvement. Agile projects are divided into short iterations called sprints, with frequent feedback loops, allowing for rapid adjustments and enhancements as the project progresses.

Hybrid Methodology

The hybrid methodology combines elements of both waterfall and agile methodologies. It allows project managers to tailor their approach based on project requirements and complexity. A hybrid approach offers the flexibility of agile methodologies while still incorporating structured planning and control from the waterfall model.

By delving into project management case studies, we can uncover valuable insights and lessons from successful projects. Understanding the basics of project management, recognizing its importance, and following established processes and methodologies sets the stage for achieving project goals efficiently. Whether you choose a traditional waterfall approach, an agile methodology, or a hybrid model, the key to project management success lies in effective leadership, collaboration, and adaptability.

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Project Management Examples: Success Stories Case Studies, and Examples

By Kate Eby | January 3, 2023

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The best real-world project management starts with meticulous planning and ends with achieving goals. Take charge of your next project with the techniques and tools that experts use to avoid failure and deliver stellar results.

In this article, learn about eight real-world project management examples , project success criteria , five famous project management failures , and how modern project management software supports success .

Successful Real-World Project Management Examples

Successful real-world project management examples have one thing in common: they support company strategy. Examples show how detailed research, planning, and organization of resources helped real-world project managers achieve a particular aim that moves the organization forward.

Successful project management examples reveal that, in order to reach the final goal, you must have and maintain a big-picture view. Other success factors include involving stakeholders, reviewing multiple frameworks and solutions, and keeping the lines of communication open.

Henry Mayo Newhall Hospital Case Study: Increased Outpatient Surgical Center Performance

Henry Mayo Newhall Hospital is a 357-bed not-for-profit community hospital and trauma center in Santa Clarita, California. Jay Arcilla, Director of the Performance Excellence Office, is charged with studying and adapting the functions and processes to increase the achievement of desired outcomes, better meet patients' needs, and assure quality. 

• Challenge: In every hospital, starting the day's first scheduled in-patient or out-patient surgery on time has a knock-on effect on subsequent surgery timelines. Meeting schedules can always be challenging. The pandemic created even more hurdles, from having the right supplies and equipment on hand to keeping up with documentation and ensuring the right personnel are available to cover every patient's needs. Arcilla focused on raising surgery on-time start times to 70 percent. 

• Work Sessions: A team work session helps frontline staff analyze the root cause and create a consensus-driven, interdisciplinary team.

•  Communication: Disseminating information and encouraging discussion for all stakeholder groups.
•  Accountability: The operating room executive leadership created and enforced an Outpatient Surgery Center First Case On-Time Start (OPSC FCOTS) Escalation Plan, holding all staff accountable for showing up to first cases on time.
• Takeaway: In complex, multi-layered project situations, there is often no single silver bullet. Instead, results manifest over time. In this case, within seven months, monthly performance went past the 70 percent target to 89 percent for April 2022.

Behr Process Corporation Case Study: Paving the Way for Road Show Marketing Achievement 

Behr is one of the largest purveyors of architectural paint and exterior wood care products in the United States and Canada. Lisa Kudukis, Director of Professional Products and Services for the Behr Process Corporation , oversees promotions, including a major road show.

• Challenge: Kudukis created the BehrPro Experience Tour to connect with U.S. contractors. The annual event employs five tour teams covering 75 markets and 500 Home Depot locations in 34 states. Initially, each manager used different tools and organizational tactics to run their activities. Supervising people and processes and collaborating to maximize efforts was challenging. The Behr marketing team needed a way to operate more efficiently and stay on task. 
• Solution: After an exhaustive review, Kudukis chose Smartsheet as the group's project management tool. Everyone on the team now uses a single, custom template. A master dashboard relays information about key initiatives and features a drill-down menu so anyone with access can check on small details.  
• Takeaway: For the team, it is a huge time and money saver since anyone can view the project status and provide assistance if necessary. It also helps the team identify new business development opportunities or obstacles to inform future promotions and projects.

Successful Software Project Examples

Software projects involve generating an overall plan, scheduling, allocating resources, executing, tracking, and delivering quality software and apps. These examples show that successful software projects deliver the product with the pre-agreed level of quality within the given time and cost. 

Software companies create, change or maintain valuable products. Software project management is one of the most complex and fastest-growing endeavors in business today.

Hyland Software: More Responsive Updates and Website Requests

Jacob Huston-Lowery manages web operations at Hyland Software , a content services platform and developer of Onbase, an enterprise content management (ECM) and process management software suite. Hyland cuts dozens of hours from the website request process while capturing data to drive ongoing improvement for its clients. Clients include insurance, manufacturing, higher education, and finance businesses that provide web-based services to their customers.

• Challenge: Providing efficiency and seamless services is paramount to maintaining Hyland's standards. Service requests from internal staff who noticed system issues, along with those on behalf of customers, created log jams and confusion. When Huston-Lowery came on board, there were five different contact forms, and some requesters were bypassing the process and sending emails. 
• Solution: Huston-Lowery turned to Smartsheet to find an easy-to-use solution for the critical challenges his team faced. Using project messaging and alerts within the app helped eliminate email delays. When users complete an online form with an alert for urgent projects, Smartsheet routes website requests to a sheet Huston-Lowery manages. As requests come in, all projects are prioritized, scheduled, and assigned to team members or third-party website management agencies.
• Takeaway: By replacing email trails with built-in alerts and update capabilities, the Smartsheet solution saves communication time and eliminates duplication. The ability to handle requests strategically helps the team implement a support program that runs 24 hours a day, 5 days a week – a process that was impossible before instituting the new project management process.

Examples of Successful IT Projects

Information technology (IT) projects ensure that software, devices, and systems work together to help people get things done. 

Managing IT projects and creating efficient IT project plans involve all aspects of planning, design, implementation, project management, and training.

Convergint: A Single System of Record Improves Processes and Customer Service

Jenn Hilber is the Business Architect, Operations for Convergint , the largest privately held security integrator in the United States. Convergint has more than 175 locations worldwide, providing a range of services, including installation and management of card readers and cameras, alarm systems, fire systems, building controls, and more.

•  Challenge: The company prides itself in creating an outstanding customer experience, but managing all the details seamlessly was difficult. Convergint relied on manual practices and printed playbooks, with no single unified process for most of its activities.
•  Solution: Convergint turned to Smartsheet to capture all of its data, best practices, and resources in a single place. As a result, teams can make strategic decisions and act on customer priorities with confidence knowing that they have the most current and accurate information at their fingertips.
• Takeaway: Convergint teams now enjoy better cross-team and global communication, a clearer insight into customers' needs and status, and greater accountability for internal processes. Customers also experience quicker turnaround time for requests.

Exoft: Shifting to Mixed Methodologies Rescue an IT Project Management Client Relationship

Bohuslava Zhyvko is Head of Marketing for Exoft , a software development services company located in Lviv, Ukraine. Exoft builds robust web and mobile solutions with a focus on increasing clients' efficiency and solving technology challenges. 

• Challenge: Zhyvko began a new assignment with an IT client previously managed by another project manager. Zhyvko learned the IT client didn't want to hear about Agile methodology or process at Exoft; he simply wanted to complete his project ASAP. 
• Solution: Zhyvko immediately requested a kick-off conference call. During the call, she discussed the goal and purpose of the project and clarified the main issues that were creating stress points. After the call, Zhyvko gathered the team and included Exoft's CTO. The weaknesses of the client's planning and reporting systems became apparent, and Zhyvko offered the solution: Agile, after all. The team used a mix of Scrum and Kanban to replace Waterfall , which wasn't the right approach for the nature and goals of the project. They divided the project's scope into milestones and sprints, then switched the look of the workboard in Jira. Zhyvko supplied the client with a process improvement proposal and SOW with all the features he wanted. Zhyvko explained how the project's formal change request procedure worked and shared the documentation, so the client could clearly understand the development process, which they accepted and signed.
• Takeaway: After three months, when two milestones were closed, the client was pleased with the deliveries and the Scrum working process. The project concluded after milestone 11 with a client who was pleased with the outcome. His startup is growing extremely fast, and the company and Zhyvko have an excellent relationship. Solid planning, reporting, and communication can turn around even the most complex project management challenge.

Examples of Successful Completed Business Projects

Efficiently reaching project objectives is a key element of project management success. Efficiency relates to how the project’s limited resources are managed to meet its goals while building good relationships with internal and external stakeholders.

Whirlpool: Regional Alignment for Smoother Operations

Thiago Zapparoli is a Senior Planning Engineer at Whirlpool Corporation . The global home appliance company relies on regional project managers to manage its extensive portfolio.

• Challenge: When you're responsible for managing a project portfolio of a global home appliance company — including approximately 400 individual projects across five worldwide regions — you need a comprehensive system to keep everything on track. That's why Zapparoli looked for a way to get project managers, leadership, and other stakeholders on the same page with the laundry and dryer portfolio he manages.
• Solution: Zapparoli knew he needed an effective and unique system for all project managers to aggregate the 400 projects that covered multiple regions around the globe. At a minimum, the project management system needed to identify responsibilities for each project and task; key performance indicators; and open, completed, and delayed tasks. Smartsheet offered an all-up view of an entire region, providing real-time visibility into the overall project status and numerous tasks. First deployed in Brazil, the holistic tracker transformed how the 10 project managers and cross-functional leaders in that region approach their daily work and stay in sync.
• Takeaway: After implementations in Brazil and the United States, Zapparoli’s Smartsheet trackers are used in all three remaining regions and assisted deployment in four other Whirlpool internal organizations. Project managers are engaged because they have control over projects. Cross-functional leaders are satisfied with the visibility, and senior leadership can now see how they can help.

Simplus: Improved Sales Process

Katherine Albiston is a Content Manager for Simplus , an Infosys company that provides a strategic, industry-focused digital transformation for customers in the Salesforce ecosystem. She shares how Simplus’ customer Ziehm Imaging needed to improve its sales process to garner maximum efficiency and profits, as well as the company’s solution for them.

• Challenge: Simplus customer Ziehm Imaging, Inc. was using a legacy configure, price, quote (CPQ) system process for defining new products or modifying bundles. As a result, it took up to a week to go to market. A Microsoft Excel-based process further complicated managing market-specific annual pricing updates, which required a manual price override to apply pricing for each segment. The manual work increased errors, eroded margins, and led to customer communications about pricing adjustments – not good for relationships. 
• Solution: Simplus simplified Ziehm's bundle configuration process and centralized compatibility management rules. It now uses a lookup-based rules setup for products that enforces business policies in real time as sales reps interact with the CPQ system. 
• Takeaway: Streamlining and installing coherent systems decreased Ziehm's quote creation time by 93 percent, troubleshooting time by 87 percent, and the time to add products by approximately 87 percent. The lesson is clear: A holistic approach to process improvement can reap impressive benefits.

designdough: A More Refined Recruitment Process

Molly Govus is the Marketing Manager of designdough , a full-service U.K. design firm. The company tightened its use of project and time management tools to run projects and realized it needed to do the same for managing internal projects.

• Challenge: designdough audited its recruitment process and discovered four key issues: Permanent and temporary staffing ebb and flow was always in flux depending on client project demands. There were no clear start-to-finish timescales, and they lacked transparency with staff regarding project timescales. Staff capacity related to assigned tasks was unclear. Finally, the firm lacked designated client communication points.  
• Solution: They started by planning and documenting every resource and task using a project management tool that provided visibility for all team members. They wanted to clarify the audit's issues and organize information and project processes around recruiting by implementing clearly delineated stages (Administration, Interview, Offer, Induction, and Confirmation). Now, they set start dates for each step and complete tasks before moving to the next stage. Additionally, they add relevant tags, such as meeting , to tasks so they can easily identify who is assigned the task assignment and dates attached to every job. 
• Takeaway: Thanks to a straightforward process and an efficient project management tool, the team met its recruitment project goals. They now encounter fewer bottlenecks and have an easier recruitment process that has improved staff and client satisfaction and relationships.

What Is the Measure of Project Success?

The measure of project success is meeting the initial criteria established by the internal or external client and the project team. Teams use these specs, milestones, and deliverables to evaluate a project after it closes. 

“Project managers are experts at helping people define problems,” notes J. Scott, CEO of 120VC and author of The Irreverent Guide to Project Management . “Data drives and measures success to control the outcome and move the project forward as aggressively as possible, leaving no time or money on the table.”

In its 2020 report, “Ahead of the Curve: Forging a Future Focused Culture,” the Project Management Institute (PMI) found that organizations that operated from mature ROI capabilities geared toward meeting strategic goals, working within predetermined budgets, delivered segments and the entire project on time with limited scope creep . High-maturity companies had 50 percent fewer project failures than low-maturity organizations.      

A success measurement framework includes:

• Buy-In: Worthy projects and outstanding ideas can fail if critical stakeholders aren't behind the effort. With buy-in, resources will be available, and you can move the project forward.
• Strategic Approach: One of the best ways to guarantee buy-in is to make a business case that shows how the project fits into overall company goals and will positively impact the organization’s future. According to an article on the six questions to ask before starting a big project in the Harvard Business Review, a good distribution of resources is 60 percent in support of the core business, 30 percent in the adjacent business area, and 10 percent unrelated to your core business.
• Meticulous Planning: Completing projects on budget and on schedule relies on thorough advanced planning. Professional planning includes defining the scope and objectives of the project and operating from an understanding of the resource and budget limitations that affect your project. 
• Continuous Monitoring: Once the project begins, it's essential to monitor all activities, resources, and expenditures almost constantly. You will likely find that you’ll need to make adjustments to some elements in every project. You will want to monitor the execution of tasks against milestones, keep an eye on quality, track whether you are on schedule, and verify money is spent according to plan. 
• Make Relationships a Priority: Stay in touch with clients, vendors, and internal team members to stay informed about project status and build relationships. Once the project concludes, check in with stakeholders to see what worked and what didn't so that you can apply winning strategies and tactics to subsequent projects.

Setting Success Metrics

For the best results, the only way to measure project failure or success is by collecting and tracking data from the first day until the project closes. "You can't manage what you don't measure" is Peter Drucker’s time-honored adage for setting project success metrics. 

Management consultant Drucker's gold standard in project management metrics is his specific, measurable, achievable, realistic, and time-bound goals framework, known as SMART . To start setting those strategic types of project metrics, the Performance Management Institute (PMI) suggests asking three questions to inform the metrics you will use to measure the success of your project .

 The key questions to help set metrics are the following:

• Why is the project needed? Understand the purpose or goal of the project or work.
• What are the success factors? Determine what critical success factors are mandatory for you to succeed and achieve the goal.
• What are the metrics? Identify how you will measure the fulfillment for each critical success factor for the project or program, and collect and share data.

Common Project Management Success Metrics

Metrics for on-target project management track productivity, assess resource utilization, monitor the scope of work changes, and measure quality. Assuring a low number of defects throughout the project and providing a quality deliverable at its end should be a metric for any project. 

Examples of crucial project metrics include the following:

• Resource Utilization: This metric assesses how individual team members or the project team spend their time against the total number of hours allocated for the project. Periodically checking time spent on the project can help assess how human energy is being used. For organizations that bill hours, this is an important metric to monitor and review at the end of a project.
• Schedule Variance: This metric helps project managers determine if projects are running according to the planned budget or ahead of it. A negative schedule variance means the project is behind schedule.
• Cost Performance: This metric measures efficiency. Divide the work performed or earned value by how much money it took to accomplish tasks. Accurate budget estimates rely on forecasting cost performance. 
• Cost Variance: This metric pinpoints how you are operating within a planned budget. The purpose is to see if you are running below or within budget. If cost variance is negative, the project is over budget. If it’s under budget, that means you are achieving budget and project success.
• Gross Margin: A strategically planned project aims to contribute to the company by increasing profits. The gross margin is the difference between the total income and total project spend. It’s best to establish the gross target margin before a project begins and measure it on an ongoing basis. Achieving or exceeding a gross margin is the primary mark of project management excellence.

With project metrics in place and the right tools to track that data, it is easier to crunch the numbers on previous projects to see what went right and what task ended up causing a significant delay.

What Skills and Tools Support Project Management Success?

You need various tools and skills to guide projects to the desired goal. Soft skills are people skills or emotional intelligence. Hard skills are specific to project managers and can be learned through formal training or on the job. 

The exact project management techniques and tools you need depend on your industry, company, and team preferences. The vital foundation for success is to create your project plan and lean into best practices that focus on organization, communication, and team leadership. "There are many methodologies project managers employ," says 120VC’s J. Scott. "Waterfall, Agile, Lean, and more – but the most important skill to have is leadership and a people-centric framework since it is people that get [expletive] done.”

Project management skills and tools to help you meet project management challenges – and win –  include the following:

• Soft Skills: Soft skills are interpersonal skills such as communication, flexibility, leadership, teamwork, and time management.
• Project Management Tools: Tools is another word for software. Purpose-built project management software supports teams in the planning, tracking, and managing of projects to meet stated goals on time and within budget. These also serve as a repository for data that will inform the post-project analysis.
• Project Management Methodologies and Frameworks: The Project Management Body of Knowledge (PMBOK) Guide describes all the PM methodologies and techniques available to manage projects. Project managers choose frameworks such as Critical Chain Project Management, Lean, Scrum, and Waterfall for their projects.

Reasons Projects Fail and How Modern Project Software Supports Success

Projects fail for many reasons. Those include inadequate preparation, poor documentation and tracking, and poor communication. Modern project software can help solve those problems and support success. 

"Project management, particularly at the enterprise scale, is about getting to desired outcomes as efficiently as possible under any conditions," says 120VC's Scott. "You must be agile (with a lowercase a) to get things done to reach those outcomes." Modern software is the way forward.

“IT projects have an exceptionally high failure rate of 44 percent,” says Scott. “These projects fail due to a lack of alignment between business and project objectives. As software project failure statistics show, the lack of alignment of projects with the business objectives is why nearly half of the strategic initiatives fail.”

5 Famous Project Management Failures and How They Could Have Been Solved

Project management failures are part of most projects. The key is to learn from past failures and track projects closely to get back on track when things go awry. 

1. Citibank Interest Payment Failure Citibank intended to make a $7.8 million interest payment to creditors of its client Revlon. Instead, the company paid $900 million because of errors due to aging software. Citibank's employees set up a transaction as if they were paying off the entire loan to calculate the interest correctly, then check numerous boxes to deliver the majority of the sum to an internal Citibank account. Three different people signed off on this transaction, most of which wasn't due to creditors until 2023, but the Citibank employees didn’t check all the proper boxes. Creditors kept more than $500 million of the payment. A judge ruled that they didn't have to return the money because he said it was not believable that one of the largest and most sophisticated financial institutions on earth could make such a mistake. 

• Takeaway: The big lesson is to modernize your software and user interfaces, so employees can perform their duties in a streamlined, logical fashion. Remember: You might suffer less when you make mistakes if people aren't angry enough to take advantage of those errors.

2. J.C. Penney Rebrand Failure Ron Johnson, who has a successful branding track record, took over as J.C. Penney's CEO in 2011. Johnson's "cheap chic" rebranding for Target was enormously successful, as was his previous work with Apple to generate its outstanding and consistent brand experience. Defying expectations, Johnson's rebrand for Penney's was a dismal failure. His goal was to revitalize the chain by making "hip" changes. He wanted to shake things up at the company by doing away with sales and coupons, nixing some of the legacy merchandise, and modernizing the store’s physical layout. It failed miserably. Revenues dropped from an already low level, and after 17 months, Johnson was out.

• Takeaway: No matter how cool or innovative a new brand concept seems, robust market research is mandatory. J.C. Penney's poor financial state forced Johnson to act too quickly. As such, he failed to align the likes and dislikes of J.C. Penney's loyal existing customer base with new tactics. That's not to say the change involved in rebranding has to be totally at the mercy of your customers' extant preferences. When a brand has long-standing customer favorite factors such as discounts and coupons, it may be best to roll out changes slowly rather than all at once to acclimate existing customers to a new direction.

3. McDonald's Arch Deluxe Burger The fast food giant put an unprecedented $150 million into advertising for the Arch Deluxe Burger, only to discover its customers weren't interested in the sophisticated, ”gourmet” menu option. Mistakes include marketing to a new, disinterested Gen X demographic while neglecting the brand's core audience, overpricing the burger to cover the additional costs it took to create, and franchisee disinterest. 

• Takeaway: The message is to never ignore your buying base and pick the right metrics when you start and run a project. If McDonald's had a more accurate picture of what its customers wanted and conducted more testing with existing customers, the company could have saved its money, resources, and reputation. 

4. Dyson Electric Car James Dyson spent a small fortune – more than $600 million – on a seven-seat electric car with a 600-mile range. Then Dyson scrapped it before the prototype ever hit the road. Electric vehicles are costly, and the battery, battery management, electronics, and cooling system are much more expensive than an internal combustion engine. Tesla — hailed as a success by many — has burned through $19 billion of investor cash and is still not profitable. It turned out that each Dyson would have had to fetch roughly $183 million to break even. 

• Takeaway: The British government wants to ban sales of all fossil-fuel cars by 2035, so Dyson shifted its focus. The company continues to work on solid-state battery manufacturing. Solid-state batteries are the key to making electric vehicles functional and desirable. Highly efficient, as well as smaller and lighter than ion batteries, solid-state batteries generate less heat and are easier to recycle. Dyson says he could return to electric vehicle production when commercial and financial circumstances change.

5. Coca-Cola and New Coke The company tested New Coke with 200,000 consumers. Most people who tried it preferred New Coke over the traditional product. Based on that information, Coca-Cola launched New Coke in 1985. But the new product did not sell, and product loyalty and people’s old-fashioned habits got in the way. The cost to the company was $30 million in unsellable backstock and $4 million lost to development. New Coke remains one of the most famous failures in marketing history.

• Takeaway: While Coca-Cola researched the market, it missed the mark when assessing the power of brand loyalty. Understanding customers is imperative in product development. Ensure your information is comprehensive and those insights are realistic and accurate.

How Modern Project Management Software Cures Common Project Woes

Modern project management software provides real-time visibility into work conducted across projects, programs, and processes. Store, track, manage, and automatically report on all work, so you can save time and help your team focus on the work that matters most.

Take Charge of Your Next Project with Real-Time Work Management in Smartsheet

From simple task management and project planning to complex resource and portfolio management, Smartsheet helps you improve collaboration and increase work velocity -- empowering you to get more done. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

Discover a better way to streamline workflows and eliminate silos for good.

Project Management Case Study Examples

Anshita Singh

By Simpliaxis

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In this article

Case study studies for project management present and contrasts actual project management scenarios and procedures. Project managers often face similar difficulties, which these studies have illuminated. To overcome challenges and produce successful outcomes, this aids project managers in creating methods that work.

Organisations may improve their operations using project management case studies, which offer insights into the most practical strategies. Providing a successful project completion is attainable with the appropriate application of these case studies, tactics, and procedures. These case studies provide an example of project management in action. You will be able to understand how theory and practice come together to address project management problems by studying actual instances.

What Is A Project Management Case Study?

A case study on project management is a written article showcasing a project the company has effectively managed. It displays the company's difficulties, strategies, and outcomes. Businesses typically use case studies in the proposal stage. They are often included on business websites to give customers a quick overview of the brand's capabilities. It can even be a valuable tool for generating leads. 

Project Management Case Studies With Examples

Taylors uses mavenlink to increase utilisation rates by 15%.

It is an excellent example of a case study on construction project management. Taylor Development Strategists is one of Australia's top urban planning and civil engineering firms. The company's problem was that the systems it was using could not keep up with the company's expansion. There were numerous shortcomings and inefficiencies. Making the move to Mavenlink was the answer to the problem. The outcomes were better international cooperation, a 15% increase in utilisation, consistent timesheet entry, and comprehensive insights on utilisation and project goals.

Billable Utilisation Rises by 37% with TeleTracking and Mavenlink

Healthcare institutions nationwide turn to TeleTracking Technologies as a top supplier of patient flow automation systems. Using many platforms, including Jira, Netsuite, Microsoft Project, Sharepoint, and Excel, presented a hurdle for the organisation. The organisation faced several issues as a result of using different solutions. Its ineffective time monitoring system, imprecise resource utilisation, and poor forecasting capacity were all present. Migrating to Mavenlink was the solution. Improvements in time tracking compliance of 100%, hours worked to date up 18%, and billable utilisation up 37% were the outcomes.

Butterfly Uses Mavenlink to Increase Billable Time by 20%.

Butterfly is a top digital agency offering businesses across Australia digital strategy, website design and development services, and continuous support. The issue was that the agency's capacity to manage projects and provide reports effectively was constrained by the various old systems it was using. The systems required a lot of time and effort. Better Jira integration, faster reporting insights, a 16% increase in productive utilisation, and a 20% increase in billable time were the outcomes.

CBI's PMO Uses Mavenlink To Increase Billable Utilisation By 30%

CBI's primary concerns are its clients' reputations, information, and brands. The company's problem was that the employed solutions couldn't keep up with the expanding demands of the corporation. There needed to be more data sharing, unreliable time tracking, and antiquated technology. Using Mavenlink was the answer to the problem. The outcomes were improved departmental coordination, improved time monitoring to facilitate business expansion, a 30% rise in chargeable utilisation, and comprehensive project success insights.

PlainJoe Studios Increases Projects Closing With Mavenlink Within Budget by 50%

Strategic and digitally immersive storytelling is the primary focus of PlainJoe Studios, an experimental design studio. The organisation employs a group of strategists, architects, and problem solvers to generate value for its clients. It needed to be more apparent because its manual procedures hindered its expansion and poor project management. They needed to be more transparent regarding the requirements and profitability of their project. Making the move to Mavenlink was the answer to the problem. As a result, there was a 15% increase in billing rates, a 50% improvement in project completion within budget, more significant data insights for various projects' success examples , and a quicker transition to remote work.

Optimus SBR Uses Mavenlink to Increase Forecasting Horizon by 50%.

Optimus SBR is one of North America's top professional services providers. Businesses across various industries, such as healthcare, energy, transportation, financial services, and more, can benefit from its finest outcomes. The problem was that the company's outdated software tools led to problems with project management. The business could not obtain a real-time revenue projection or financial performance predictions for the future. The company decided to go with Mavenlink as a solution. The outcomes were better data-driven employment decisions, more effective remote work delivery, and a 50% longer forecasting horizon.

CORE Business Technologies Uses Mavenlink to Increase Billable Utilisation by 35%.

CORE Business Technologies is a reputable single-source provider of back-office, in-person, and self-service processing for clients. It is respected. Clients can get SaaS-based payment solutions from it. The company's problem was that many disjointed systems caused a busy work schedule because of its tools, which included Microsoft Project, Zoho, and spreadsheets. Using Mavenlink was the answer to the problem. The end outcome was a 50% increase in team productivity, 100% compliance with time entry, and a 35% increase in the billable utilisation rate.

RSM Uses Mavenlink to Enhance Global Business Processes and Customer Satisfaction

RSM is a tax, audit, and consulting firm that offers clients in the US and Canada a broad range of professional services. The company's problem was that its old system needed the functionality to support their labour- and time-intensive projects or provide insights into project management trends . Making the move to Mavenlink was the best way to overcome this difficulty. The outcomes were better risk minimisation in tax compliance, more client-team communication, templated project creation, and more effective utilisation of KPIs and project status.

Appetize Uses Mavenlink to Double Forecasting Outlook Length

Appetize is a highly reputable cloud-based platform for digital ordering, enterprise management, and point of sale (POS) systems. The company needed assistance because its outdated project monitoring tools could not meet its growing needs. They needed help with manual data analysis and growth. Making the move to Mavenlink was the answer they discovered. The outcome included extending the forecast period to 12 weeks, facilitating efficient scaling throughout the entire organisation, simplifying the management of more than 40 significant projects, and integrating Salesforce to facilitate project execution.

Metova Uses Mavenlink to Increase Billable Utilisation by 10%.

Metova may be the ideal example for a case study on project planning that you are searching for. Metova is a technology company that is a consulting partner of AWS and a Gold Partner of Microsoft. The company's ability to manage multiple projects at once presented a hurdle. However, the organisation's capacity to grow by its excessive reliance on programmes like Google Sheets. As a result, the business turned to Mavenlink for a solution. As a result, it was able to standardise its project management procedure, raise portfolio visibility, and enhance billable utilisation by 10%.

How Do You Create Your Project Management Case Study?

A brief overview of the client's business with a focus on its size, industry, and unique issues can help you build a well-written and handy case study template for project management. Add a thorough project management challenge piece highlighting the unique features and difficulties. The solution should then be described, including the tactics, procedures, and equipment you would need, which would be necessary to showcase the outcomes, emphasise the goals reached and measure advancements. Ultimately, kindly provide a summary of the case study highlighting the main lessons learned, the project's accomplishments, and its implications for future work. 

If you follow this format, you can give a thorough but concise analysis that highlights your knowledge and ideas about project management. You may also use the project management case study template found at Template for writing case studies to help you write a better one.

Tips And Best Practices For Case Studies

If you plan to make a successful case study, here are some tips to help. 

• Get your clients involved in the creation of the case study. 
• Make use of data and graphs. 
• Effectively combine text, graphs, photos, and white space.

Understanding Project Management Techniques across various industries is possible with the help of Simpliaxis' project management training programmes . This certification gives you the skills to tackle any situation with real-world case studies demonstrating effective techniques and solutions. This course includes all the skills you need to succeed in technology, finance, construction, and pharmacy: strategic planning, innovation, and adaptation. Seize the chance to improve your project management abilities and establish yourself as a highly sought-after expert. Start your journey to project management excellence by enrolling with Simpliaxis today!

FAQ’s 

• What format does a case study follow?

Reports and essays are the most common formats for case studies. If the latter, you will typically discover that your work is easily navigable by headers and subheadings.

• What are the ways to analyse a case study?

Carefully read the case and any related questions. Draw attention to the primary arguments made in the case and any problems you see. Analyse the tasks that the questions ask you to perform after carefully reading them. Reread the case, making connections between the details that pertain to each question posed to you.

• What goals does the case presentation want to achieve?

The following are the goals of the case presentations: 1) Encourage interns to approach daily clinical practice using an evidence-based, scientist-practitioner model. 2) Get comfortable with presenting. 3) Sharpen your clinical abilities. 4) Address inquiries and criticism professionally.

     4.  Which are the best-case studies on project management?

The Apollo 11 moon landing project, the construction of the Sydney Opera House, and the Panama Canal project are a few of the best case studies for project management. These well-known projects provide examples of creative problem-solving, efficient planning, and good project management.

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Project Management Study Case

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Table of Contents

Understanding a Project Management Case Study

Importance of studying project management case studies, analyzing a project management case study, common mistakes in project management and how to avoid them, tips for studying project management case studies.

Introduction Project management is an essential discipline in today's business world, and understanding it through case studies can offer valuable insights. A case study is a detailed investigation of a specific project, allowing us to analyze its different aspects, such as planning, execution, and evaluation. It provides practical examples that aid in comprehending theoretical concepts and applying them effectively. In this article, we'll delve into this topic and offer tips and common error-prone cases to consider.

• A project management case study revolves around a real-life or hypothetical project. It describes the project's background, process, and outcome, providing the opportunity to evaluate its successes and shortcomings.
• The case study may describe various aspects of the project, such as its objectives, stakeholders, timeline, budget, risks, and results. The goal is to present a comprehensive picture of the project and its management.
• Case studies provide practical examples that enhance understanding. They can illustrate how project management theories and techniques are applied in real situations, thus supplementing textbook learning.
• Through case studies, students can learn from others' experiences. They can see how different project managers handled various challenges, what strategies worked, and what mistakes were made.
• To analyze a case study, start by reading it thoroughly to understand the project's context. Note the project's objectives, stakeholders, resources, constraints, and results.
• Identify the project management techniques used and assess their effectiveness. Consider whether different approaches could have led to better outcomes.
• Reflect on the lessons learned from the project. What can be applied to future projects? What mistakes should be avoided?
• Lack of clear objectives: A common mistake is not defining clear and measurable goals at the project's outset. To avoid this, ensure that project objectives are SMART – Specific, Measurable, Achievable, Relevant, and Time-bound.
• Poor communication: Miscommunication can lead to misunderstandings, conflicts, and project failures. To prevent this, establish clear communication channels and ensure regular updates among all stakeholders.
• Inadequate risk management: Many projects fail due to unforeseen problems. To mitigate this, conduct a thorough risk assessment at the project's beginning and devise appropriate risk management strategies.
• Take notes: While reading the case study, jot down key points. This will help you remember important details and make your analysis more effective.
• Discuss with peers: Case studies can be complex, and discussing them with others can provide new perspectives. Try to engage in group discussions or forums.
• Apply to real-world situations: Try to relate what you learn from the case study to real-life scenarios. This will help you understand the practical application of project management theories and techniques.

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How to Write a Business Case (Template Included)

Table of Contents

What is a business case, business case template, how to write a business case, key elements of a business case, how projectmanager helps with your business case, watch our business case training video.

A business case is a project management document that explains how the benefits of a project overweigh its costs and why it should be executed. Business cases are prepared during the project initiation phase and their purpose is to include all the project’s objectives, costs and benefits to convince stakeholders of its value.

A business case is an important project document to prove to your client, customer or stakeholder that the project proposal you’re pitching is a sound investment. Below, we illustrate the steps to writing one that will sway them.

The need for a business case is that it collects the financial appraisal, proposal, strategy and marketing plan in one document and offers a full look at how the project will benefit the organization. Once your business case is approved by the project stakeholders, you can begin the project planning phase.

Our business case template for Word is the perfect tool to start writing a business case. It has 9 key business case areas you can customize as needed. Download the template for free and follow the steps below to create a great business case for all your projects.

Projects fail without having a solid business case to rest on, as this project document is the base for the project charter and project plan. But if a project business case is not anchored to reality, and doesn’t address a need that aligns with the larger business objectives of the organization, then it is irrelevant.

The research you’ll need to create a strong business case is the why, what, how and who of your project. This must be clearly communicated. The elements of your business case will address the why but in greater detail. Think of the business case as a document that is created during the project initiation phase but will be used as a reference throughout the project life cycle.

Whether you’re starting a new project or mid-way through one, take time to write up a business case to justify the project expenditure by identifying the business benefits your project will deliver and that your stakeholders are most interested in reaping from the work. The following four steps will show you how to write a business case.

Step 1: Identify the Business Problem

Projects aren’t created for projects’ sake. They should always be aligned with business goals . Usually, they’re initiated to solve a specific business problem or create a business opportunity.

You should “Lead with the need.” Your first job is to figure out what that problem or opportunity is, describe it, find out where it comes from and then address the time frame needed to deal with it.

This can be a simple statement but is best articulated with some research into the economic climate and the competitive landscape to justify the timing of the project.

Step 2: Identify the Alternative Solutions

How do you know whether the project you’re undertaking is the best possible solution to the problem defined above? Naturally, prioritizing projects is hard, and the path to success is not paved with unfounded assumptions.

One way to narrow down the focus to make the right solution clear is to follow these six steps (after the relevant research, of course):

• Note the alternative solutions.
• For each solution, quantify its benefits.
• Also, forecast the costs involved in each solution.
• Then figure out its feasibility .
• Discern the risks and issues associated with each solution.
• Finally, document all this in your business case.

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Use this free Business Case Template for Word to manage your projects better.

Step 3: Recommend a Preferred Solution

You’ll next need to rank the solutions, but before doing that it’s best to set up criteria, maybe have a scoring mechanism such as a decision matrix to help you prioritize the solutions to best choose the right one.

Some methodologies you can apply include:

• Depending on the solution’s cost and benefit , give it a score of 1-10.
• Base your score on what’s important to you.
• Add more complexity to your ranking to cover all bases.

Regardless of your approach, once you’ve added up your numbers, the best solution to your problem will become evident. Again, you’ll want to have this process also documented in your business case.

Step 4: Describe the Implementation Approach

So, you’ve identified your business problem or opportunity and how to reach it, now you have to convince your stakeholders that you’re right and have the best way to implement a process to achieve your goals. That’s why documentation is so important; it offers a practical path to solve the core problem you identified.

Now, it’s not just an exercise to appease senior leadership. Who knows what you might uncover in the research you put into exploring the underlying problem and determining alternative solutions? You might save the organization millions with an alternate solution than the one initially proposed. When you put in the work on a strong business case, you’re able to get your sponsors or organizational leadership on board with you and have a clear vision as to how to ensure the delivery of the business benefits they expect.

One of the key steps to starting a business case is to have a business case checklist. The following is a detailed outline to follow when developing your business case. You can choose which of these elements are the most relevant to your project stakeholders and add them to our business case template. Then once your business case is approved, start managing your projects with a robust project management software such as ProjectManager.

1. Executive Summary

The executive summary is a short version of each section of your business case. It’s used to give stakeholders a quick overview of your project.

2. Project Definition

This section is meant to provide general information about your projects, such as the business objectives that will be achieved and the project plan outline.

3. Vision, Goals and Objectives

First, you have to figure out what you’re trying to do and what is the problem you want to solve. You’ll need to define your project vision, goals and objectives. This will help you shape your project scope and identify project deliverables.

4. Project Scope

The project scope determines all the tasks and deliverables that will be executed in your project to reach your business objectives.

5. Background Information

Here you can provide a context for your project, explaining the problem that it’s meant to solve, and how it aligns with your organization’s vision and strategic plan.

6. Success Criteria and Stakeholder Requirements

Depending on what kind of project you’re working on, the quality requirements will differ, but they are critical to the project’s success. Collect all of them, figure out what determines if you’ve successfully met them and report on the results .

7. Project Plan

It’s time to create the project plan. Figure out the tasks you’ll have to take to get the project done. You can use a work breakdown structure template  to make sure you are through. Once you have all the tasks collected, estimate how long it will take to complete each one.

Project management software makes creating a project plan significantly easier. ProjectManager can upload your work breakdown structure template and all your tasks are populated in our tool. You can organize them according to your production cycle with our kanban board view, or use our Gantt chart view to create a project schedule.

8. Project Budget

Your budget is an estimate of everything in your project plan and what it will cost to complete the project over the scheduled time allotted.

9. Project Schedule

Make a timeline for the project by estimating how long it will take to get each task completed. For a more impactful project schedule , use a tool to make a Gantt chart, and print it out. This will provide that extra flourish of data visualization and skill that Excel sheets lack.

10. Project Governance

Project governance refers to all the project management rules and procedures that apply to your project. For example, it defines the roles and responsibilities of the project team members and the framework for decision-making.

11. Communication Plan

Have milestones for check-ins and status updates, as well as determine how stakeholders will stay aware of the progress over the project life cycle.

12. Progress Reports

Have a plan in place to monitor and track your progress during the project to compare planned to actual progress. There are project tracking tools that can help you monitor progress and performance.

Again, using a project management tool improves your ability to see what’s happening in your project. ProjectManager has tracking tools like dashboards and status reports that give you a high-level view and more detail, respectively. Unlike light-weight apps that make you set up a dashboard, ours is embedded in the tool. Better still, our cloud-based software gives you real-time data for more insightful decision-making. Also, get reports on more than just status updates, but timesheets, workload, portfolio status and much more, all with just one click. Then filter the reports and share them with stakeholders to keep them updated.

13. Financial Appraisal

This is a very important section of your business case because this is where you explain how the financial benefits outweigh the project costs . Compare the financial costs and benefits of your project. You can do this by doing a sensitivity analysis and a cost-benefit analysis.

14. Market Assessment

Research your market, competitors and industry, to find opportunities and threats

15. Competitor Analysis

Identify direct and indirect competitors and do an assessment of their products, strengths, competitive advantages and their business strategy.

16. SWOT Analysis

A SWOT analysis helps you identify your organization’s strengths, weaknesses, opportunities and threats. The strengths and weaknesses are internal, while the opportunities and threats are external.

17. Marketing Strategy

Describe your product, distribution channels, pricing, target customers among other aspects of your marketing plan or strategy.

18. Risk Assessment

There are many risk categories that can impact your project. The first step to mitigating them is to identify and analyze the risks associated with your project activities.

ProjectManager , an award-winning project management software, can collect and assemble all the various data you’ll be collecting, and then easily share it both with your team and project sponsors.

Once you have a spreadsheet with all your tasks listed, you can import it into our software. Then it’s instantly populated into a Gantt chart . Simply set the duration for each of the tasks, add any dependencies, and your project is now spread across a timeline. You can set milestones, but there is so much more you can do.

You have a project plan now, and from the online Gantt chart, you can assign team members to tasks. Then they can comment directly on the tasks they’re working on, adding as many documents and images as needed, fostering a collaborative environment. You can track their progress and change task durations as needed by dragging and dropping the start and end dates.

But that’s only a taste of what ProjectManager offers. We have kanban boards that visualize your workflow and a real-time dashboard that tracks six project metrics for the most accurate view of your project possible.

Try ProjectManager and see for yourself with this 30-day free trial .

If you want more business case advice, take a moment to watch Jennifer Bridges, PMP, in this short training video. She explains the steps you have to take in order to write a good business case.

Here’s a screenshot for your reference.

Transcription:

Today we’re talking about how to write a business case. Well, over the past few years, we’ve seen the market, or maybe organizations, companies or even projects, move away from doing business cases. But, these days, companies, organizations, and those same projects are scrutinizing the investments and they’re really seeking a rate of return.

So now, think of the business case as your opportunity to package your project, your idea, your opportunity, and show what it means and what the benefits are and how other people can benefit.

We want to take a look today to see what’s in the business case and how to write one. I want to be clear that when you look for information on a business case, it’s not a briefcase.

Someone called the other day and they were confused because they were looking for something, and they kept pulling up briefcases. That’s not what we’re talking about today. What we’re talking about are business cases, and they include information about your strategies, about your goals. It is your business proposal. It has your business outline, your business strategy, and even your marketing plan.

Why Do You Need a Business Case?

And so, why is that so important today? Again, companies are seeking not only their project managers but their team members to have a better understanding of business and more of an idea business acumen. So this business case provides the justification for the proposed business change or plan. It outlines the allocation of capital that you may be seeking and the resources required to implement it. Then, it can be an action plan . It may just serve as a unified vision. And then it also provides the decision-makers with different options.

So let’s look more at the steps required to put these business cases together. There are four main steps. One, you want to research your market. Really look at what’s out there, where are the needs, where are the gaps that you can serve? Look at your competition. How are they approaching this, and how can you maybe provide some other alternatives?

You want to compare and finalize different approaches that you can use to go to market. Then you compile that data and you present strategies, your goals and other options to be considered.

And then you literally document it.

So what does the document look like? Well, there are templates out there today. The components vary, but these are the common ones. And then these are what I consider essential. So there’s the executive summary. This is just a summary of your company, what your management team may look like, a summary of your product and service and your market.

The business description gives a little bit more history about your company and the mission statement and really what your company is about and how this product or service fits in.

Then, you outline the details of the product or service that you’re looking to either expand or roll out or implement. You may even include in their patents may be that you have pending or other trademarks.

Then, you want to identify and lay out your marketing strategy. Like, how are you gonna take this to your customers? Are you going to have a brick-and-mortar store? Are you gonna do this online? And, what are your plans to take it to market?

You also want to include detailed information about your competitor analysis. How are they doing things? And, how are you planning on, I guess, beating your competition?

You also want to look at and identify your SWOT. And the SWOT is your strength. What are the strengths that you have in going to market? And where are the weaknesses? Maybe some of your gaps. And further, where are your opportunities and maybe threats that you need to plan for? Then the overview of the operation includes operational information like your production, even human resources, information about the day-to-day operations of your company.

And then, your financial plan includes your profit statement, your profit and loss, any of your financials, any collateral that you may have, and any kind of investments that you may be seeking.

So these are the components of your business case. This is why it’s so important. And if you need a tool that can help you manage and track this process, then sign up for our software now at ProjectManager .

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• General & Introductory Industrial Engineering
• Industrial Engineering / Project Management

Project Management Case Studies, 6th Edition

ISBN: 978-1-119-82199-1

Digital Evaluation Copy

Harold Kerzner

The latest edition in the gold standard of project management case study collections

As a critical part of any successful, competitive business, project management sits at the intersection of several functional areas. And in the newly revised Sixth Edition of Project Management Case Studies , world-renowned project management professional Dr. Harold Kerzner delivers practical and in-depth coverage of project management in industries as varied as automotive, healthcare, government, manufacturing, communications, construction, chemical, aerospace, and more.

The latest edition of this bestselling book acts as the perfect supplement to any project management textbook or as an aid in the preparation for the PMP certification exam. The author includes new topics, like risk management, information sharing, scope changes, crisis dashboards, and innovation.

The Sixth Edition includes ten new case studies and a wide array of updates to existing cases to meet today’s industry standards and reflect the unique challenges facing modern project management professionals. This new edition:

• Features 10 new case studies from LEGO, NorthStar, Berlin Brandenburg Airport, and more
• Includes over 100 case studies drawn from real companies illustrating successful and poor implementation of project management
• Provides coverage of broad areas of project management as well as focused content on the automotive, healthcare, government, manufacturing, communications, construction, chemical, and aerospace industries
• Offers new topics including risk management, information sharing, scope changes, crisis dashboards, and innovation

Perfect for students taking courses on project management during their undergraduate degrees and at the graduate level as part of an MBA or graduate engineering program, Project Management Case Studies is also an indispensable resource for consulting and training companies who work with other professionals.

Harold Kerzner, PhD, is Senior Executive Director for Project, Program and Portfolio Management at the International Institute of Learning, Inc. (IIL). Dr. Kerzner’s impact on the project management industry inspired IIL to establish the Kerzner International Project Manager of the Year Award. IIL also donated $1M to the Project Management Institute Educational Foundation (PMIEF) to establish the Dr. Harold Kerzner Scholarship Fund.

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Methodology

• What Is a Case Study? | Definition, Examples & Methods

What Is a Case Study? | Definition, Examples & Methods

Published on May 8, 2019 by Shona McCombes . Revised on November 20, 2023.

A case study is a detailed study of a specific subject, such as a person, group, place, event, organization, or phenomenon. Case studies are commonly used in social, educational, clinical, and business research.

A case study research design usually involves qualitative methods , but quantitative methods are sometimes also used. Case studies are good for describing , comparing, evaluating and understanding different aspects of a research problem .

Table of contents

When to do a case study, step 1: select a case, step 2: build a theoretical framework, step 3: collect your data, step 4: describe and analyze the case, other interesting articles.

A case study is an appropriate research design when you want to gain concrete, contextual, in-depth knowledge about a specific real-world subject. It allows you to explore the key characteristics, meanings, and implications of the case.

Case studies are often a good choice in a thesis or dissertation . They keep your project focused and manageable when you don’t have the time or resources to do large-scale research.

You might use just one complex case study where you explore a single subject in depth, or conduct multiple case studies to compare and illuminate different aspects of your research problem.

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Once you have developed your problem statement and research questions , you should be ready to choose the specific case that you want to focus on. A good case study should have the potential to:

• Provide new or unexpected insights into the subject
• Challenge or complicate existing assumptions and theories
• Propose practical courses of action to resolve a problem
• Open up new directions for future research

TipIf your research is more practical in nature and aims to simultaneously investigate an issue as you solve it, consider conducting action research instead.

Unlike quantitative or experimental research , a strong case study does not require a random or representative sample. In fact, case studies often deliberately focus on unusual, neglected, or outlying cases which may shed new light on the research problem.

Example of an outlying case studyIn the 1960s the town of Roseto, Pennsylvania was discovered to have extremely low rates of heart disease compared to the US average. It became an important case study for understanding previously neglected causes of heart disease.

However, you can also choose a more common or representative case to exemplify a particular category, experience or phenomenon.

Example of a representative case studyIn the 1920s, two sociologists used Muncie, Indiana as a case study of a typical American city that supposedly exemplified the changing culture of the US at the time.

While case studies focus more on concrete details than general theories, they should usually have some connection with theory in the field. This way the case study is not just an isolated description, but is integrated into existing knowledge about the topic. It might aim to:

• Exemplify a theory by showing how it explains the case under investigation
• Expand on a theory by uncovering new concepts and ideas that need to be incorporated
• Challenge a theory by exploring an outlier case that doesn’t fit with established assumptions

To ensure that your analysis of the case has a solid academic grounding, you should conduct a literature review of sources related to the topic and develop a theoretical framework . This means identifying key concepts and theories to guide your analysis and interpretation.

There are many different research methods you can use to collect data on your subject. Case studies tend to focus on qualitative data using methods such as interviews , observations , and analysis of primary and secondary sources (e.g., newspaper articles, photographs, official records). Sometimes a case study will also collect quantitative data.

Example of a mixed methods case studyFor a case study of a wind farm development in a rural area, you could collect quantitative data on employment rates and business revenue, collect qualitative data on local people’s perceptions and experiences, and analyze local and national media coverage of the development.

The aim is to gain as thorough an understanding as possible of the case and its context.

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In writing up the case study, you need to bring together all the relevant aspects to give as complete a picture as possible of the subject.

How you report your findings depends on the type of research you are doing. Some case studies are structured like a standard scientific paper or thesis , with separate sections or chapters for the methods , results and discussion .

Others are written in a more narrative style, aiming to explore the case from various angles and analyze its meanings and implications (for example, by using textual analysis or discourse analysis ).

In all cases, though, make sure to give contextual details about the case, connect it back to the literature and theory, and discuss how it fits into wider patterns or debates.

If you want to know more about statistics , methodology , or research bias , make sure to check out some of our other articles with explanations and examples.

• Normal distribution
• Degrees of freedom
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• Discourse analysis
• Control groups
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Case Studies

This page provides an overview of the various case studies available from Scrum.org. These case studies demonstrate successful transforming organizations, uses of Scrum, Nexus, Evidence-Based Management and more. Read them to understand where people and teams have struggled and how they have overcome their struggles.

Organizational and Cultural Transformation

Scaling scrum, successfully implementing scrum, scrum outside of software.

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Project Management

The teaching cases in this section address the challenges related to implementation and scale faced by project managers in a variety of settings.

Shoring Up Child Protection in Massachusetts: Commissioner Spears & the Push to Go Fast

Publication Date: July 13, 2023

 In January 2015, when incoming Massachusetts Governor Charlie Baker chose Linda Spears as his new Commissioner of the Department of Children and Families, he was looking for a reformer. Following the grizzly death of a child under DCF...

Architect, Pilot, Scale, Improve: A Framework and Toolkit for Policy Implementation

Publication Date: May 12, 2021

Successful implementation is essential for achieving policymakers’ goals and must be considered during both design and delivery. The mission of this monograph is to provide you with a framework and set of tools to achieve success. The...

Different Approaches to Building a Unified Government Website in Argentina, Peru, and Mexico

Publication Date: August 21, 2020

Government digitization has proven to benefit both citizens and public agencies. On the one hand, citizens are able to find a consistent interface and reliable information on a single site and are able to access streamlined digital government...

Mothers of Rotterdam: Scaling a Social Services Program in the Netherlands

Publication Date: June 7, 2018

Board Chair Nanne Boonstra was about to learn the details of a scaling strategy proposal for Mothers of Rotterdam, a fledgling social service program that helped the city’s disadvantaged pregnant women.Boonstra’s employer, a venture...

Lesotho Hospital and Filter Clinics: A Public-Private Partnership Sequel

Publication Date: October 17, 2016

This sequel accompanies case number 1999.0. This case looks at a public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and...

Lesotho Hospital and Filter Clinics: A Public-Private Partnership

Publication Date: October 03, 2013

This case looks at a public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and operate a new referral hospital and four feeder...

TransMilenio: The Battle Over Avenida Séptima

Publication Date: May 10, 2011

In August of 2007, the mayor of Bogotá, Luis Eduardo Garzón, had to decide whether to proceed with plans to build a Bus Rapid Transit (BRT) line in Avenida Séptima, one of the most important transportation corridors in the...

California High-Speed Rail

Publication Date: November 18, 2010

In January 2010, the California High Speed Rail Authority (CHSRA) was waiting to hear whether the Obama Administration would approve its application for $4.7 billion in federal stimulus funding to begin the construction of a $50-billion,...

Harambee Youth Employment Accelerator: A Model for Reducing Unemployment in South Africa

Publication Date: April 20, 2023

 In the fourth quarter of 2021, South Africa's unemployment rate rose to 35%, the highest since 2008. Though some of the job losses could be attributed to the Covid-19 pandemic, the country had already been experiencing high unemployment...

Health Care & the Isolated Poor in the Lower Rio Grande Valley: The Quest to Make a Lasting Change (Sequel)

Publication Date: December 14, 2006

The spring of 2005 marked a tricky juncture for the leaders of a program designed to improve health care access for thousands of residents living in impoverished, isolated settlements just north of the Mexican border in the Lower Rio Grande...

Health Care & the Isolated Poor in the Lower Rio Grande Valley: The Quest to Make a Lasting Change

To What End? Re-thinking Terrorist Attack Exercises in San Jose (Sequel, part 2)

Publication Date: November 03, 2005

This case study tells the story of San Jose, California, one of the first 27 cities in the country to participate in a federal domestic preparedness program. Between 1997 and 1999, a specially created city task force mounted several full-scale...

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3 Case Studies for Project Management

October 29, 2021 By Ten Six

Projects may feel unique to your organization, but you can bet that someone out there has lived through the same challenges as you!

That’s why it’s useful to read project management case studies to see how other organizations tackle problems common to all kinds of industries. Case studies can cover problems like:

• Needing to standardize your IT tool stack to bring everyone on to the same project management products
• Needing to carry out project audits to spot where things could be improved and to increase management confidence
• Needing to introduce new project controls that scale to fit the types of project you are working on.

Case studies are basically stories that tell us what other organizations did to be successful. Below, you’ll see three case studies in project management that demonstrate exactly how businesses addressed each one of those challenges and took advantage of structured project methodologies to deliver change.

We’ve also added some key takeaways and tips for implementing the lessons from the case studies into your own project environment, because it’s always helpful to learn from other people’s experience.

1. Standardize systems for business benefit

Network Rail was using a variety of planning systems across the organization and was looking to improve overall efficiency and control by standardizing to a suite of Oracle products including Primavera P6.

The expected benefits included:

• Being able to forecast the use of resources
• Creating less labor-intensive plans
• Reducing duplication of work
• Saving staff time having to learn new tools as they move from one project to another

And many more.

Network Rail, supported by Ten Six, successfully introduced a new consistent planning, cost management, risk and estimating tool-sets and processes across a user base of 1,000 people, supported by over 7,000 training days. It was one of the biggest systems and process implementations of its kind in Europe, including creating schedule and cost baselines for over 2,000 projects.

Takeaway: A standard suite of tools across your business can improve project management success rates. The right software underpins robust processes and provides transparency for decision making.

The ‘right’ software evolves with time as your business needs change. What was fit for purpose when it was implemented may no longer be the right solution as you scale and improve project management maturity. Watch out for red flags that suggest it’s time to switch up your tool stack for something more suitable to where you are now.

2. Keep processes under constant review

BT, a world-leading communications company, wanted to review the performance of a data and voice network transformation program. The program would allow BT to leverage demand for new, faster technology and tap into new revenue opportunities from the improved capability.

However, it appeared that program performance was slowing down and that new risks had been identified. It was time for a full performance review.

The Ten Six team carried out a detailed assessment of the program, reviewing the capabilities of the existing systems, the maturity of processes and the degree to which they had been adopted. The review looked at people, processes and systems with a view to providing recommendations for where action could be taken to introduce a more robust approach to program controls.

BT, supported by Ten Six, then implemented the suite of recommended changes required for organizational performance improvement.

Takeaway: Projects and programs evolve with time and scope will naturally change on strategic and long-term initiatives. It’s important to keep performance under review because even the most experienced teams can sometimes benefit from a helping hand.

An external review can help provide independent, practical recommendations for improvement to create the environment for success. If you’re in a large organization, silos or assumptions might make it hard for you to see the impact of project management processes across multiple business areas. A third party review can give the PMO and executive leadership team confidence that projects are being carried out in the most appropriate way.

3. Make processes scaleable

CNL , Canada’s premier nuclear science and technology organization, looked to formalize how projects were run as a result of a change in business model. As the team reviewed international best practice, Earned Value Management (EVM) came to the top for its disciplined, measurable methods for tracking, driving and communicating project performance.

However, they didn’t have any experience with EVM at that point and decided to seek support for implementing it.

Ten Six performed an assessment of CNL’s existing project management environment. The team looked for any gaps between current practice and what would be required to successfully implement EVM.

The result of the detailed analysis was a set of models that provided a scaled approach to using EVM within CNL, enabling project managers to work within a framework tailored to the type of project they were leading. This provided the most streamlined solution and the best return on management effort

Takeaway: Apply project management best practices and standardized processes in a way that enables tailoring. As a business, you probably run some projects that would not need to use the full range of project controls processes available to you; for example, it’s not necessary to have EVM set up for every piece of work.

Look for ways that you can scale and tailor your processes so that project leaders have the flexibility to choose standard approaches that still meet the PMOs requirements for robust control but that don’t add unnecessary work.

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Project Management Case Study

Jan 29, 2023

A project management case study is a piece of information that showcases a project that the company effectively handled. It describes the organization's issues, the remedies used, and the end outcomes.

 This article offers an overview of a Case Study in Project Management. A project is a collection of coherent activities that are arranged in an ordered fashion, with a great deal of in-depth research and planning to reach the desired outcomes. Simply said, a project contributes to the creation of something distinctive. A project must be well managed in order to be successfully performed. The management and his team, who start a project, develop a procedure that is free of all needless obstacles and can accomplish its objectives within the allotted time frame. This process is known as the project life cycle. Project management employs information, skills, tools, and procedures to design project operations to fulfil the needs of the project.

What is a case study?

A case study is an in-depth investigation of a particular instance in its actual surroundings. It is a piece of information that illuminates the obstacles encountered, the solutions used, and the overall results of a project. Typically, companies use case studies throughout the proposal process. However, they are also posted on company websites to offer prospective with an overview of the brands' capabilities. It may also function as an excellent lead creation tool. In basic terms, case studies are narratives that inform the intended audience about the effective measures and tactics used by an organisation.

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A study of agile adoption was performed on a project to update an old corporate data warehouse. On this project, the team members were working together for the first time. Scrum was used to introduce Agile throughout the project. This case study's data was gathered from three sources: recorded, transcribed, and analysed talks.

Components of a Successful Project case study

By doing a project case study, you may explore a specific project or system in depth. Its purpose is to identify the key challenges of the project and evaluate the acquired material.   Listed below are the primary components that your research must include to be successful.

Identifying the issue for your case study is essential. It is not advisable  to attempt to fit all the concerns you have compiled into a single page when creating this sort of document. Instead, you might consider the primary issue of the topic you're researching. You might begin by questioning various project stakeholders. Thus, you may get a clarification of the actual issue.

The fundamental objective of doing a case study is to provide a solution. It might be a product that your team or a sponsor produces. However, you must be mindful of how you convey your point. You should prioritise offering a genuine solution above promoting the sponsor's goods. For instance, you may provide more authentic possibilities from which customers can choose. In this approach, you will give them the idea that you are trustworthy and upfront with the case study resolution you are proposing.

The last components of your case study should be the consequences and advantages of the product you will be recommending. You may add information such as cost and time savings, loss avoidance, productivity improvement, revenue growth, return on investment (ROI) indicators, and reduction of noncompliance risk.

Case Study Results in Project Management

All of the results were met with mixed emotions. Participants' primary concern was that the scrum approach lacked forethought. Everyone complimented the collaborative and dynamic qualities of the process.

Negative Response

The Big Picture and the Failure to Plan: The majority of participants did not value the lack of an overview. Despite having a case study, the project lacked sufficient planning and execution. Thus, the project's end product was not being determined. The scrum method lacked a project vision and, as a result, lacked a project plan. It was considered that the larger picture was already understood, hence its definition was unnecessary. Despite the existence of a backlog, the scrum method was too comprehensive. Defining the objectives and the overall picture was more crucial than diving immediately into the detailed procedure.

According to the participants, the documentation process was disregarded throughout the scrum process; as a result, the process was disorganised and its needs were not fulfilled. Due to the large number of team interactions, requirements might arise at any moment. In order to circumvent this constraint, team members had to interact by email or orally.

Positive Response

However, a few components of the procedure were praised by the participants.

Team Spirit: During this procedure, members engaged often with one another, which contributed to the development of team spirit. This procedure fostered the character of generosity. The method made the team very dynamic, and all members' perspectives were considered.

Lessons Learned :

The following modifications should be made to make the Agile process more efficient:

• The Agile methodology should be well prepared.
• As a straight change is exceedingly dangerous, agility must be implemented in stages.
• Prior to deciding on a plan, the large picture should be carefully described.
• The Agile implementation must be continuously improved via feedback.

Whether or whether a process is suited for the adoption of the Agile approach must be determined beforehand. Several criteria must be addressed and recognised throughout this examination.

Cultural Fit: The application of the Agile methodology is determined by an organization's culture. Agile is not a panacea; firms with the right culture may achieve success and desired goals to a certain degree, but not entirely. If Agile is inappropriate, it becomes a culture shift rather than an adaptation.

Mature Project Execution: Is your crew punctual with deliveries? Delivery on time is not just a method, but also a culture. Changing the procedure does not ensure consistent delivery each time a product is manufactured. When all interdependent processes are adjusted and enhanced, the process is profitable overall.

Expectations: As the framework sets out just the principles and not the advantages, Agile process expectations should be explicitly articulated. All stakeholders must be contacted and required to participate in the Agile implementation process. This facilitates unanimity on pertinent problems.

Distributed Ambience: Agile implementation requires many partnerships and implementations; thus, if a team is geographically dispersed, its implementation will be challenging. Thus, a dispersed environment makes Agile implementation difficult.

 Project management is a difficult process that involves certain knowledge and abilities; thus, not everyone can become a project manager . There are now courses and programmes designed to educate individuals on the topic of project management. People are gaining tactics for planning and scheduling, as well as abilities for working with groups, organising, motivating, and managing their behaviours. Due to the fact that every project has a certain degree of risk, project managers must be able to anticipate potential hazards and rapidly devise solutions to diverse challenges. This is what makes the project management process: the capacity to execute that lies somewhere between experience and talent, knowledge and intuition, skills and random efforts to complete a task.

 Therefore, if you want a successful career in leadership positions, you need to get started right away. There are several online certificates and courses that can facilitate your travel. You may visit StarAgile to learn about the PMP certification and training that will allow you to grasp the roles and obligations as well as the required skills of project leaders and help you master the ability to write a project report . Then, you will be able to begin your career and ascend to the position of top team leader in huge businesses. This PMP training course will be a great step in your career and you can start your career on a great note and get a pool of opportunities for your bright career.

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A framework for analysis of stakeholder dynamics and value creation in industrial maintenance projects: the stakeholder ipot

• ORIGINAL ARTICLE
• Open access
• Published: 06 August 2024

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• Mufaro Masarira 1 ,
• Kassandra A. Papadopoulou 2 ,
• Amir Rahbarimanesh 1 ,
• Jyoti K. Sinha   ORCID: orcid.org/0000-0001-9202-1789 1 &
• Uday Kumar 3  

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This paper proposes a methodological approach that can be applied in practice for evaluating stakeholder dynamics and assessing projects against appropriate value propositions within an industrial maintenance project context. A conceptual framework is proposed and is demonstrated through a case analysis. It is expected that the proposed methodology, the Stakeholder Interdependent Performance Opportunities and Threats, (Stakeholder iPOT), can advance project management practice by offering a mechanism for analysing stakeholder expectations and responses to the opportunities and threats that different project events present. This study highlights the need for continued investigation not only within the context of industrial maintenance projects but also in other sectors to improve our understanding and ability to effectively manage stakeholder dynamics.

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Creating Effective Efforts: Managing Stakeholder Value

Avoid common mistakes on your manuscript.

1 Introduction

Projects are undertaken for various reasons including solving a problem or exploiting a business opportunity, but whatever the reason for undertaking a project, the aim of a project is to create value for the organisation and its stakeholders. Despite the importance of projects and project management, their high rate of failure is a major concern for both industry and academia (Rajablu et al. 2015 ). Among the reasons that affect project outcomes, stakeholder influential attributes and more importantly, their understanding and management are identified as the key to project success (Rajablu et al. 2015 ). This emphasises the importance of the project manager being skilled in maximising the potential positive impact while minimising any detrimental impact stakeholders might have on the project’s outcome (Sutterfield et al. 2006 ).

Previous research on project stakeholders has provided insights into the complexity of understanding and managing them in the project environment. For example, different stages of the project life cycle create a challenging context for managing stakeholders and their behaviour as noted by Aaltonen and Kujala ( 2010 ), and, perceptions of status, salience, the definition of success, can vary among stakeholders over time (Mulholland et al. 2020 ). As opportunities and threats vary with project life cycle stages, stakeholders are likely to have different needs at the different stages (Harrison and Wicks, 2021) and their salience and power (Aaltonen and Kujala 2010 ), and their levels of importance within the project (El Wakeel and Andersen 2020 ) can change. Stakeholder dynamics which refer to the interactions and relationships between various stakeholders have been defined as changes in stakeholder salience attributes and position on the project (Aaltonen et al. 2015 ), and in their influence strategies due to changing priorities (Postema et al. 2012 ). This is further complicated by the different interests, objectives, value perceptions (Koppenjan et al. 2008 ), and expectations of what the project must achieve (Bannerman 2008 ).

Based on insight gained from a case study (Sect.  2 ), stakeholder relationships within industrial maintenance project environments are characterised by high uncertainty and risk, as these projects often deal with unknown and unpredictable elements. Several factors contribute to this uncertainty and risk. Firstly, factors such as project scope definition, resource availability, and technical difficulties, contribute to uncertainty. Factors surrounding project scope definition introduce uncertainty, as the project’s objectives and boundaries may not be clearly defined from the outset. Additionally, uncertainties arise from variations in resource availability, encompassing human, financial, and technological resources. The adequacy and accessibility of these resources can impact project timelines and outcomes. Technical difficulties involve challenges related to the application of specialized knowledge, technology, or skills, and can introduce unpredictability. Secondly, limited comparable alternatives are available when selecting strategies, technologies, or approaches due to specific requirements, existing infrastructure, and/or regulatory constraints that may narrow down the viable options for decision-making. safety, quality, environmental standards, and industry-specific regulations.

Another key factor is the economic benefit incentive associated with maintenance projects, encompassing cost savings, increased productivity, enhanced asset value, improved customer satisfaction, and financial gains tied to undertaking infrastructure maintenance. While maintenance projects offer these long-term opportunities for stakeholders, they also introduce certain elements of uncertainty and risk from factors such as evolving technology and changing regulatory requirements. Additionally, dependencies on external factors, like the availability of specialized equipment and/or skilled personnel, can introduce operational risks.

In addition, maintenance projects involve long-term interdependencies among stakeholders relating to expertise, plant design information, business opportunities, knowledge sharing, resource allocation, and the achievement of project objectives. The collaborative nature of maintenance projects, while fostering synergies, also brings challenges. For example, it may require sustained coordination and communication among stakeholders over time. Uncertainty arises from potential changes in stakeholder priorities, and evolving technology, which can impact the effectiveness of the interdependencies, introducing potential risks to project outcomes. Figure  1 illustrates some key factors characterising stakeholder relationships within maintenance project contexts.

Context for stakeholder relationships in industrial maintenance projects designed by the authors. (Authors, 2023)

While technical expertise is vital for successful delivery of industrial maintenance projects due to complex capital equipment (Wenchi et al. 2015 ) involved, key project performance issues can be less related to technology and more related to uncertainty introduced by the existence of multiple parties, including their level of performance and the objectives and motivation of each party (Atkinson et al. 2006 ). Previous research studies have explored the many aspects of project stakeholders, looking at their roles, needs, risks, and interactions. For example, according to Aaltonen et al 2015 , the importance of stakeholders and their positions in a project depends on various factors like stakeholder influence actions, stakeholder management strategies, and the project’s context . Building on this understanding, stakeholder influence on projects involves diverse perspectives (Aragonés-Beltrán et al. 2017 ), is based on stakeholder expectations of project value creation (Vuorinen and Martinsuo, 2019 ) and leads to the identification of opportunities to create successful projects (Cuppen et al. 2016 ). The connection between project success and value creation is seemingly tied to stakeholder expectations and goals. Collaborative opportunities for enhanced value creation arise when project phases align with the interests of key stakeholders (Mulholland et al. 2020 ; Tampio et al. 2022 ; Eskerod and Ang 2017 ; Davis 2017 ). In analysing research developments in the dynamics of stakeholders and their impact on value creation through a literature review, Masarira et al.,( 2023a , b ), provide insights into the interplay of stakeholder perceptions, risk management, project dynamics, and performance. They emphasise the necessity of an adaptive approach to managing stakeholder dynamics in project environments and lay the groundwork for an opportunity to develop a stakeholder dynamics management framework This paper aims to propose a conceptual framework and methodological approach that can be applied in practice for the analysis of stakeholder dynamics and assessment of projects against appropriate value propositions in the context of industrial maintenance projects and to demonstrate it through a qualitative case analysis.

2 Maintenance project case study

The case is a power station maintenance project. The identities of the project organisation, its location, and stakeholders and some of the project information have been concealed or modified to protect confidentiality.

2.1 Background

Power Station A is a large-scale electricity generation facility in a developing country in southern Africa, which aims to provide reliable and affordable energy solutions for local and regional economic growth. With a capacity of over 3000 MW and a workforce of over 1000 employees, the station operates in an environment that experiences regular power outages, which can significantly negatively impact the national and regional economy. Figure  2 . illustrates the station’s operating environment and case context.

Power station A, operating environment, and case study context

The case is selected for the following criteria: firstly, the power station electricity supply is significant to both the country and regional efforts for economic development. The electricity needs of the country are supplemented by imports from neighbouring countries, and vice versa, through electricity trade agreements between neighbouring countries that make up the regional power pool. This means any significant electricity supply challenges can have negative ripple effects in the economies of neighbouring countries. Secondly, the power station operations and projects undertaken have huge potential to create long-term value for multiple stakeholders. With a population of over 50,000 in the area where the power station is located, the community relies on the power plant operation for employment, skills development, and socioeconomic development. The power station is also an economic hub attracting various economic activities and its provision of reliable and affordable electricity enables economic growth for industrial and commercial customers. After many years of operation, the plant’s energy availability has decreased due to an increase in unplanned outages caused by the deterioration of the plant’s condition. While taking any generation unit out of service for major refurbishment under such electricity supply constraints elevates the probability of power outages in the short term, this is necessary to improve the station’s future performance.

2.2 Project stakeholders

The project involved many stakeholders including, internal and external project teams, customers, regulatory bodies, employees, contractors, suppliers, the local community, and original equipment manufacturers (OEMs) of the plant, as shown in Fig.  3 . From its inception, the power station has relied on the OEMs for engineering maintenance and project services requirements while progressively investing in developing its internal project capability. Over the years, the station’s employees gradually took over some of the work originally done by the OEMs and other external service providers. However, the power station sought to balance full and effective utilisation of its resources with ensuring business sustainability by continuing to source some of the project services externally including from the OEMs. According to the power station, the OEMs’ involvement was justified by the performance guarantees and warranties they provided.

Project key stakeholders of power station A

2.3 Main events of the project

After 3 decades of providing power, the plant required a series of refurbishment works for its improved safe and reliable operation. The works involved an investment expenditure of about $60 million for three units and spread over 2 years. Considering the need to continue operating safely with minimal interruptions to power generation, the power station’s outage philosophy guides the management of the electricity generation operational requirements. The key objectives of the outage philosophy are to help the power station, to achieve reliability of electricity supply and optimise the life of each component without reaching the point of failure before refurbishment or replacement. The requirements for the outage philosophy are mainly sourced from OEM recommendations, previous outage data packages, history, life of plant plans, and plant tests. A contract with an international OEM technology partner was set up for the provision of engineering, procurement, and construction management services to refurbish turbine and generator plants and systems. The project threw up many challenges and opportunities as shown in Fig.  4 , primarily due to interface problems between older and newer plant components and the limited learning opportunities from one unit to the next, owing to the tight program timelines. Additional work and resource requirements were experienced, and although many aspects of plant technical and regulatory compliance improved, this resulted in cost escalation, and delays in returning the units into operation, placing added pressure on the System Operator’s efforts to balance the electricity supply and demand requirements. These challenges were disruptive to the project and needed to be controlled. The investment expenditure, initially estimated at just over $40 million, saw a significant cost increase, which was estimated to be $60 million at completion. The target completion date for the full operation of 3 units was initially set for 2 years. However, the units were recommissioned in 2, 5 years. The electricity utility confirmed that the cost to complete the project increased materially in its tariff requests to the energy Regulatory Authority (RA), and while acknowledging the concerns over the refurbishment and efficiency of aged facilities, it maintained that the refurbishment program was the fastest way of ensuring much needed reliable and affordable electricity supply.

Project challenges experienced in power station A

3 Proposed methodological approach

The proposed Stakeholder iPOT methodology is based on the premise that stakeholders have divergent interests, objectives, and perceptions of value, which can lead to conflicting priorities and goals (Koppenjan et al. 2008 ) and that when faced with alternatives that involve risk, probability, and uncertainty, each stakeholder can have a different degree of influence over the project outcome and can respond differently to opportunities and threats (Bourne and Walker., 2005 ) the project presents. The proposed methodological approach is illustrated in Fig.  5 and consists of the following steps,

Proposed Stakeholder iPOT framework

3.1 Step 1: defining project objectives and stakeholder interdependencies

This step is to define the project objectives and to identify key stakeholders, their interests and their influence, in order to create an understanding of what value looks like for the organisation and its stakeholders. The stakeholder interdependencies define what stakeholders rely on each other for in the process of value creation. Scholars have recognised that the concept of value is complex and has different dimensions and meanings to different stakeholders. For example, Jensen ( 2001 ) describes the challenge of identifying and classifying stakeholders given their competing and sometimes conflicting interests, while Delaine et al., ( 2019 ) point out that firm-centred and program-focused initiatives might limit the role and outcomes of other stakeholders and prevent potential synergistic benefits from all stakeholders. Therefore, this step does not intend to provide a one-size-fits-all definition of value, rather that organisations define value in the context of their own project circumstances, needs, and objectives. Understanding the strategic directions and goals of the organisation and its stakeholders helps in identifying the relevant value elements and their importance. This can be achieved by reviewing stakeholders’ strategic plans, conducting interviews with key members of the project team, organising brainstorming meetings with relevant project parties, and reviewing past project experience.

Output: The output of this step is to provide clarity not only about the key stakeholders’ goals and areas of concern, but the interdependencies likely to contribute to value creation for the organisation and its stakeholders.

3.2 Step 2: prioritising stakeholders with the highest interest and influence

This step involves assessing stakeholders for their levels of influence over the achievement of project objectives and the levels to which they could be affected (impact) by the project, either negatively or positively. Stakeholders are assessed, using a qualitative classification scheme of high, medium, and low, with the qualitative ratings allocated appropriate numerical values for the classification. In assessing the influence and impact levels, the relationships that a stakeholder potentially leverages to influence the project or through which they can be affected by the project, are taken into consideration. Prioritising stakeholders can be achieved through brainstorming meetings with the project team, the experience of the risk analyst, and reviewing past project experience. The appropriate number of stakeholders to prioritise is determined based on project objectives and circumstances. Based on consequences observed in the case study, as a means of managing the volume of stakeholders for analysis, 3–5 stakeholders with the highest influence and impact, is a reasonable and realistic number for the analysis.

Output: The output of this step is to clarify which stakeholders are most likely to be significantly influencing and impacted by the achievement of project objectives.

3.3 Step 3: defining stakeholders’ risk appetite and tolerance thresholds (RATTs)

This step defines the stakeholders’ Risk Appetite and Tolerance Thresholds (RATTs), representing limits or thresholds for deciding whether a risk is acceptable to the stakeholder. Project events present uncertainty which gives rise to risk that can have a negative or positive effect on the achievement of stakeholder objectives. This step adopts a negative and positive view of risk by including both threats and opportunities. The thresholds define the amount and extent of risk exposure that each stakeholder is willing or capable of undertaking in pursuit of its strategies. The levels also indicate those risks that a stakeholder is prepared to terminate or transfer to a third party. Potential risks are defined and evaluated for possible consequences as well as their likelihood of occurrence. When considering opportunities and threats for stakeholders in a project, the categorisation of opportunity or threat levels (low, medium, high) can vary based on the specific organisation, context, and the project’s objectives. The information used to arrive at these ratings comes from various sources such as the organization’s risk matrix, interviews with members of the project team, brainstorming meetings with interested parties, personal experience of the risk analyst, and reviewing past project experience.

Output: The output of this step is to establish guidelines for discriminating the non-acceptable and acceptable risks to stakeholders.

3.4 Step 4: conducting a risk assessment and identifying opportunities and threats

This step involves the analysis of potential risk scenarios that are likely to contribute to or threaten value creation or maximisation for the organisation and its stakeholders. In a similar study, Masarira et al.,( 2023a , b ), by considering the potential connections and interactions between risk management and stakeholder management and with the aid of the bowtie methodology, suggest that effective risk and stakeholder management can be promoted through enhanced stakeholder participation, risk identification, assessment and control through visual representation and analysis. Furthermore, this integrated risk and stakeholder management approach can raise stakeholder satisfaction and enhance risk mitigation, ultimately impacting the performance of maintenance projects positively. This step involves identifying the project’s potential risk events and conducting a qualitative risk analysis to evaluate the likelihood and potential consequences of risk events happening. The probability and impact of each risk are rated using a low, medium, and high scale, with numerical values allocated to each rating using a 3 × 3 matrix. The impact indicators reflect the risk context of the project and the risk appetite and tolerance threshold of the stakeholder. The information used to arrive at these ratings comes from various sources such as the organization’s risk matrix, interviews with key members of the project team, brainstorming meetings with interested parties, personal experience of the risk analyst, and reviewing past project experience.

Output: The output of this step consists of risk statements that describe risk sources and potential consequences and provide input to risk evaluation.

3.5 Step 5: analysing stakeholder positions and evaluating the potential impact on value maximising

This step involves analysing how stakeholders’ responses to various opportunities and threats can support or detract from the proposed project option towards achieving the value maximising potential. The probability and impact of stakeholder responses are evaluated against their risk acceptance and tolerance threshold, and the stakeholder position (degree of support for the project) can be determined. It is expected that this step can also reveal that achieving some project value outcomes may support or hinder other stakeholders in achieving their objectives.

Output: The output of this step is to identify stakeholder positions and evaluate their significance to value maximisation opportunities.

3.6 Step 6: reviewing decisions and assumptions and modifying project decisions for increasing value maximisation opportunities

It is expected that the achievement of project value outcomes may either support or hinder other stakeholders in achieving their objectives. Therefore, it is important to consider the impact of key project decisions on all stakeholders. Project decisions are reviewed and modified by exploring various decision options including potential trade-offs required, anticipating the possible responses of impacted stakeholders until a situation that can be exploited for value maximization is found.

Output: The goal is to make, modify or adjust decisions to increase stakeholder support for the project, ultimately leading to the identification of the best opportunity for value maximisation.

It is important to note that the technique used relies on the active participation and collaboration of stakeholders throughout the project lifecycle. Their diverse perspectives and contributions are considered essential for informed decision-making and successful implementation. Flexibility in decision-making constitutes another foundational element. Decision-makers are expected to have the agility to modify project decisions based on stakeholder feedback or anticipated stakeholder response, reflecting the framework’s adaptive approach to accommodate changing stakeholder dynamics. Equally crucial is the accuracy and reliability of the data employed in stakeholder analysis, risk assessment, and decision-making processes. Inaccurate data can lead to flawed prioritisation, potentially compromising the overall success of the technique. Regularly reassessing these aspects throughout the project lifecycle can ensure the continued relevance and effectiveness of the framework and adjustments may be necessary based on changing project conditions.

4 Application to the case study

The proposed methodological approach is illustrated in a qualitative case analysis as follows.

4.1 Step 1: defining project objectives and stakeholder interdependencies

The power station’s operating and maintenance philosophy outlines the following Financial, Operational, Legal, and Strategic objectives; (a) managing the project at the optimal financial investment in line with the life of plant plan, (b) achieving and sustaining improved technical performance, (c) compliance with industry regulatory requirements and ensuring operating licence retention, and (d) long-term viability of the business. To achieve these objectives, the key stakeholders, as well as their interest and influence, are identified (Table  1 ), and from the stakeholder interest and influence, the stakeholder interdependencies that are likely to contribute to or threaten the value creation for the organisation and its stakeholders are identified (Table  2 ).

To achieve their objectives, there is mutual dependence among stakeholders as seen in Fig.  6 . For example, AO relies on the OEM for equipment, expertise, project execution, and performance warranties, while relying on the Workers for project execution, and on the RA for tariff approvals, compliance monitoring, and operating licences. On the other hand, the Workers rely on the AO and the OEM for employment opportunities, skills development, and a safe working environment. The OEM relies on the AO for business opportunities, while the RA, operating in the best interest of the public, relies on the AO for accessible, affordable electricity and regulatory compliance. The AO, OEM, and RA, all rely on the Workers for project execution.

Relationships that stakeholders leverage to influence the project in power station A

The other stakeholders, while also interested and affected by the project, can influence, or be impacted by the project mainly through their relationships with one or more of these four stakeholders. For example, the Shareholder and the ESO through their relationships with the AO, the Community through the RA and the Workers, the Customers through the AO and the ERA, and the Suppliers through both the AO and the OEM. Figure  6 illustrates the relationships that stakeholders leverage to influence the project.

4.2 Step 2: prioritising stakeholders with the highest interest and influence

Based on the project’s key events and contextual factors, stakeholders are assessed and allocated low, medium, and high scales on their levels of influence over the achievement of the project objectives and the levels they could be affected by the project. Table 3 describes the interest and influence assessment scales applied. Based on the consequences observed in the case study, the stakeholder interest and influence matrix is shown in Table  4 .

To manage the volume of stakeholders for analysis, the appropriate number of stakeholders to prioritise is based on each project’s objectives and circumstances. Based on the consequences observed in the case study of power station A, 4 stakeholders with the highest influence and interest (AO, RA, OEM, and Workers) as shown in Table  4 , are prioritised.

4.3 Step 3: defining stakeholders’ risk appetite and tolerance thresholds (RATTs)

Risk Appetite and Tolerance Thresholds (RATT), and Probability-Impact scales are defined for the organisation and its key stakeholders, with qualitative ratings of low, medium, and high scales allocated numerical values of 1, 2, and 3 respectively to have a 3 × 3 risk matrix. These have been defined based on the project, its key events, and contextual factors and are shown in Tables 5 , 6 , 7 , 8 , 9 , 10 , 11 and 12 for the prioritised stakeholders AO, OEM, Workers, and RA. For the analysis of project decision options, scales for Probability and Impact of risks on project objectives are defined. In this case, the sensitivities of the project are considered similar, and the same scales have been used for both Threats and Opportunities. The Probability and Impact of each risk on project objectives are assessed using these scales and the Probability -Impact scores are calculated and plotted on the Probability-Impact (P-I) matrix to indicate its significance level.

4.4 Step 4: conducting a risk assessment and identifying opportunities and threats

For this case, the bowtie methodology has been selected as the optimal approach for conducting a risk assessment of the project based on its structured and systematic way of analysing potential risk scenarios and ability to provide a clear visual representation of threats, risk events, and potential consequences. Through the identification of threats and the specification of their consequences and barriers, the project team can consider potential actions for preventing or mitigating the probability and impact of the risk event, as well as identify opportunities that can be exploited for the achievement of project objectives. To support and facilitate the analysis process that will follow, statements that describe threats, causes, opportunities, and effects are derived from the risk assessment. Risk assessment for the 4 objectives is conducted as follows.

4.4.1 Conducting risk assessment for financial objectives

As the project progresses, time pressures for returning the plant into operation increase and the power station progressively loses its procurement leverage. This creates uncertainty when faced with scope changes where value for money was uncertain. As the scope of work (SOW) has mainly been developed with input from the (OEM), who held the intellectual property (IP) for the project, certain warranties would be invalidated if the OEM were not contracted for the project. This reliance on the OEM for expert judgment shifts the power dynamic in the relationship towards the OEM, who then leverages the lack of comparably valued alternatives to negotiate more favourable decisions on the scope of work, pricing, timelines, acceptance criteria, and performance warranties. The bowtie diagram for financial objectives is shown in Fig.  7 . The bowtie diagram’s direction of events flow from left to right and is described by Wolters Kluwer, ( 2023 ) as including the ‘Hazard’ as the normal operation that the business is doing, the ‘Consequence’ as one of the consequences (impacts) because the ‘Top event’ took place, ‘Preventive barriers’ (controls) as added on the left-hand side of the diagram and ‘recovery/mitigating barriers’ on the right-hand side, while the ‘Escalation factors’ are for both types of barriers, to ensure the ‘health’ of the barrier. By working backward from the ‘barrier’ and asking; ‘what series of events can cause a barrier to fail?’, the ‘escalation factor’ (sub-threat) can be identified and additional barriers, ‘Escalation Factor Barrier’, can be added. Figure  7 shows the bowtie diagram for managing financial objectives and Table  13 summarises potential opportunities and threats for managing financial objectives.

The bowtie diagram on financial objectives

4.4.2 Conducting risk assessment for operational objectives

Inspections and tests conducted on major components during refurbishment lead to updates in the scope of work, guiding the rest of the refurbishment, re-assembly, and re-commissioning processes. Scope changes that negatively impact the project budget and timeline are often contested. These changes in scope are sometimes unexpected and they introduce uncertainty and differences in opinions over the best course of action for the project. The bowtie diagram for operational objectives is shown in Fig.  8 , and the stakeholder opportunities and threats for operational objectives are shown in Table  14 .

The bowtie diagram on operational objectives

4.4.3 Conducting a risk assessment for legal and regulatory objectives

Where standards are not understood or universally agreed between parties, this could lead to withholding of final acceptance and differing views on corrective work or what constituted value for money. Furthermore, considering the potential threats to stakeholders’ benefits or needs, these threats can cause stakeholder positions on the project to change, potentially discouraging them from remaining in the project relationship. Where disagreements over standards and materiality judgments arise, the OEM can raise performance warranty concerns and transfer related risk to the AO. The bowtie diagram for legal-regulatory objectives is shown in Fig.  9 . And stakeholder opportunities and threats for legal objectives are shown in Table  15 .

The bowtie diagram on legal-regulatory objectives

4.4.4 Conducting risk assessment for strategic objectives

With the OEMs providing data packages that contain just enough design information that maintenance or diagnosis of plant problems cannot be effectively done without OEMs involvement, withholding of IP and design information has the effect of forcing AOs to contract their OEMs for critical project support throughout the economic life of the plant. Furthermore, while the AO is driven by local economic environment considerations as defined by its principals, the OEM focus is on protecting its reputation and creating long-term demand for its products and services. The power and influence balance among stakeholders could determine the decisions taken, with threats to long-term business growth potentially affecting power dynamics among stakeholders. The bowtie diagram for strategic objectives is shown in Fig.  10 . and stakeholder opportunities and threats for strategic objectives are shown in Table  16

The bowtie diagram on strategic objectives

The project decisions, stakeholder responses, and changes in stakeholder positions together with their potential impact on value creation were analysed as the project proceeded through its life cycle stages.

4.5 Step 5: analysing stakeholder positions and their potential significance for value maximisation

Although the SOW is developed from approved maintenance strategies and OEM recommendations and is finalized for the plant shutdown, the equipment is also inspected during the refurbishment phase leading to the development of emergent SOW. Unanticipated findings during inspections introduce additional uncertainty over the course of action, particularly with respect to the best value for money. Taking the plant out of service for refurbishment under the prevailing electricity supply constraints elevates the power shortage and making significant changes to the project plan is likely to worsen the power supply situation. AO considers carrying out what it deems minimum but sufficient additional work within the project budget and timeline with the intention to run the plant until the next outage opportunity. Tables 17 , 18 and 19 provide different decision options and the changing stakeholder positions.

The proposed project decision is analysed and evaluated against stakeholders’ risk appetite and tolerance threshold to determine the stakeholders’ positions (degree of supportiveness on the project) and responses. This is re-evaluated with respect to other stakeholders’ positions and their significance for the project’s value maximising opportunity. While the RATTs are developed in consultation with affected stakeholders, the analysis and evaluation reflect the views of the asset owner. The negative positions of the OEM and withdrawal of their performance warranties, and the negative position of the RA, suggest that a threat to the fulfilment of stakeholders’ critical needs can cause affected stakeholders to take negative, non-supportive positions on the project and discourage them from staying in the project relationship.

With the project scope mainly informed by the OEMs’ maintenance strategies, their data packages will have just enough plant design, operating, and maintenance information to operate but not to maintain or diagnose problems without their involvement. Given their high significance to the achievement of project objectives, the decision and assumptions are reviewed and modified, to take into consideration the OEM recommended scope of modernisation, retrofitting, major refurbishment, and replacement of certain plant and systems.

4.6 Step 6: reviewing decisions and assumptions and modifying for value maximisation

Major scope changes that include modernisation, retrofitting, upgrade, or replacement of parts require the supply of new materials and parts. The new parts might require to be manufactured as they are not always off-the-shelf items. Moreover, if the parts are to be imported, exchange control processes, expenses, and delays can be significant, which can result in several weeks of delay depending on the OEM supply capacity constraints. Furthermore, with the refurbishment process already in progress, the AO tends to lose its procurement leverage as it faces pressure to return the plant into service. As a result, the costs can escalate between 5 and 20% of the original refurbishment budget. Key considerations for the AO include the cost of implementing recommended major changes, the additional resources required, and the impact on operational and other project objectives.

While the OEM’s business sustainability hinges on the success of their products and their reputation, the AO and the RA’s positions can be more driven by local economic environment demands and the mandate given by their principals. In reviewing the proposed decision, the AO seeks to balance the local economic environment needs and the RA’s negative position, with ensuring business sustainability by including some of the project services from the OEM as justified by the performance guarantees and warranties they provide. The decision and assumptions are reviewed and modified as follows.

An outage project under the current supply constraints worsens the power supply disruption, therefore completing the project on budget and time becomes critical. Delaying the project by more than 3 months would mean missing the low power demand window period, while cost escalation above 20% would require complex and bureaucratic funding approvals that could lead to cash flow problems. Management considers an optimised risk-based solution in line with anticipated changes in power demand and the usage profile of the plant. A variation in schedule or budget of about ± 10% is considered by the AO and key stakeholders.

This step reveals that achieving certain project value outcomes may either support or hinder other stakeholders in achieving their objectives. Potential trade-offs may be required until a situation that can be exploited for project value maximising is found. The aim is to find ways in which stakeholder responses increasingly support the proposed decisions and the decision modified until the best value creation opportunity is identified.

5 Discussion

This study acknowledges that the concept of value can be subjective, varying in different contexts. Therefore, being able to identify the underlying unique strategic goals that drive stakeholder behaviour can be helpful in this process. Stakeholders, with their diverse roles and interests, often contribute to a project with specific strategic objectives that may not always align with apparent or immediate project goals. These strategic goals could range from financial gains to long-term sustainability or social responsibility objectives. By understanding these drivers, project managers can tailor their decision-making processes to align more closely with the aspirations of key stakeholders. Furthermore, understanding these strategic goals allows project managers to consider the broader context within which stakeholders operate and tailor engagement strategies that resonate with their overarching objectives. This insight is particularly valuable in situations where stakeholder interests may seem conflicting or where trade-offs need to be made to optimize project outcomes.

Exercising caution is advised when considering stakeholder goals and their responses to project events. Stakeholders may have multifaceted objectives, some of which might not be immediately apparent or may change as the project progresses. Hence, these stakeholder goals should be considered as informed estimates rather than rigidly held facts. Regular communication and feedback loops with stakeholders become crucial to validate and update stakeholder information based on the evolving nature of their expectations and priorities.

Furthermore, exercising caution is also important when defining stakeholder influence and risk acceptance as these might be invalidated upon further scrutiny. The stakeholder influence-interest matrix can vary at different stages of the project especially as project dynamics, goals, or external factors change. In this study, a consolidated influence-interest across the entire project and consolidated risk acceptance criteria has been applied. The level of influence a stakeholder holds should therefore be subject to ongoing scrutiny and adjustment. By continuously re-evaluating project and stakeholder information, the methodology can remain relevant and flexible in the face of changing circumstances and project managers can ensure that the selected stakeholders are still the highest priority that have the most potential to impact the achievement of the project value objectives.

This proposed methodology aims to be practical and simple, avoiding unnecessary complexity. The emphasis on qualitative risk analysis underscores the methodology’s preference for a more swift and inclusive approach to identifying and assessing potential risks, allowing a wider range of team members to actively participate in the risk identification and assessment process. This inclusivity not only taps into the collective wisdom of the team but also ensures a more comprehensive evaluation of potential risks to project value maximization. However, the acknowledgment that mega consequential project decisions may necessitate a quantitative risk analysis indicates a pragmatic understanding of the varying complexities within projects. In situations where the stakes are exceptionally high, a more rigorous and quantitative approach becomes crucial for a detailed assessment of probabilities and potential impacts. This dual approach, combining qualitative and quantitative methods, showcases the methodology’s flexibility, adapting to the specific needs and significance of different project decisions.

Although this methodology is scalable for decisions of different significance, it is designed for decisions that have a significant value impact on the owner or its stakeholders. It is therefore recommended that project managers can apply project management processes and follow contractual agreements in making other day-to-day project decisions. This emphasis on significant value impact positions the methodology as a targeted and strategic tool, aligning it with the overarching goal of maximising value within the project environment. By distinguishing between decisions of different levels of significance, the methodology allows project managers to allocate resources and efforts more efficiently, ensuring that the most critical decisions receive focused attention and comprehensive analysis. By gaining an understanding of what matters most to stakeholders, project teams can tailor resource allocation decisions to align with these priorities. This alignment ensures that resources are directed towards activities that have the greatest impact on meeting stakeholder expectations and achieving project value objectives.

It is suggested that this methodology can be integrated into optioneering or scenario planning processes, becoming an integral part of a holistic decision-making framework that considers various potential pathways and outcomes. By embedding this methodology into scenario planning processes, project managers are less likely to ignore stakeholders’ impact on project strategy and value outcomes, encouraging a forward-thinking approach to decision-making. The other potential practical implications include helping reduce stakeholder conflicts in industrial projects by facilitating early conflict identification. Facilitating early conflict identification enables project managers to recognize divergent interests, concerns, or potential points of contention among stakeholders in the early stages of the project. This may involve regular and open communication and stakeholder engagement to capture diverse perspectives. The reduction of stakeholder conflicts aligns with the overall goal of enhancing project outcomes by promoting a shared commitment to project objectives.

A further practical implication is potentially helping align the project with sustainability and social responsibility goals. In recognizing the significance of stakeholders’ interests beyond immediate project objectives, such as environmental, social, and ethical considerations, and incorporating these aspects into project decision-making, this approach potentially helps projects align with sustainability goals and social responsibility principles, contributing to sustainable development. These considerations beyond immediate project outcomes, recognise the interconnectedness of projects with the larger societal and environmental context.

6 Concluding remarks

The proposed methodological approach, the Stakeholder iPOT , is demonstrated through a qualitative case analysis. Examination of tasks, processes, or decisions is demonstrated in terms of probability and impact and evaluated against stakeholders’ risk appetite and how their responses can support or detract from achieving the best value-creation opportunities. The study suggests that the achievement of certain project value outcomes may either support or hinder other stakeholders in achieving their objectives, therefore, trade-offs might be necessary until a situation is identified that can be leveraged to maximise value. The goal is to make, modify or adjust decisions and identify strategies that will increase stakeholder support for the project, leading to the identification of the best opportunity for value maximisation. By providing further insights into the dynamics of stakeholders’ impact on the creation of value for projects, the study can make theoretical contributions to the field, deepening our understanding of stakeholder dynamics in industrial project environments. This study highlights the need for continued investigation not only within the context of industrial maintenance projects but also in other sectors to improve our understanding and ability to effectively manage stakeholder dynamics.

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School of Engineering, The University of Manchester, Manchester, M13 9PL, UK

Mufaro Masarira, Amir Rahbarimanesh & Jyoti K. Sinha

Alliance Manchester Business School, The University of Manchester, Manchester, M13 9PL, UK

Kassandra A. Papadopoulou

Operation, Maintenance and Acoustics Division, Department of Civil, Environmental and Natural Resources Engineering, Luleå University of Technology, Lulea, Sweden

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Public participation in the conservation and management of canal cultural heritage worldwide: a case study of the Rideau Canal and Erie Canal

• Zhengqing Gu 1 &
• Dexin Tian   ORCID: orcid.org/0000-0002-7361-5140 2  

Humanities and Social Sciences Communications volume  11 , Article number:  1005 ( 2024 ) Cite this article

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To shed light on the conservation and management of canal cultural heritage worldwide, this paper examines the relevant experience and implications acquired from the US Erie Canal and Canadian Rideau Canal from the perspective of public participation in terms of four dimensions: subject, concept, content, and horizon. The study findings are fourfold: first, the factors such as residents of the Heritage Corridor, non-governmental organizations, non-profit enterprises, private forces, tourists, and individual volunteers constitute the subject of public participation. Second, both sides concur that extensive public involvement is the driving force behind the success of cultural heritage conservation and management. This wide involvement is conducive to promoting education and shaping national identity. Third, for both sides, public participation is integral to the Heritage Corridor project management plan, spanning the entire process of drafting, revising, implementing, and evaluating. Finally, both sides have been leveraging modern information technology and social media, such as web home pages, databases, virtual discussions, Facebook, Twitter, and Instagram, to promote public participation, and achieving double the results with half the effort. The implications of the findings lie in four aspects: first, the canal community committees assume leadership responsibilities with relevant laws and regulations in place as legal backup; second, both the US and Canadian sides take effective measures to organize, recognize, and appreciate participants; third, they demonstrate the spirit of democratic participation and exemplary deliberation throughout the cultural heritage canal conservation and management process; and finally, both sides maximize the use of modern information technologies for efficient conservation and management of their respective Canal Cultural Heritage Corridors.

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Introduction.

In the information age featuring digitalization, big data, and artificial intelligence (AI), public participation has become increasingly essential in all social sectors, including the conservation and management of cultural heritage worldwide. Public participation, which is used interchangeably as public engagement, public involvement, citizen participation, or public democracy in this paper, refers to “any of the several mechanisms intentionally instituted to involve the lay public or their representatives in administrative decision-making” (Beierle and Cayford, 2002 , p. 6). As Kumpu ( 2022 ) notes, “civic engagement, public participation, and public involvement” all underscore the significance of “involving citizens, customers, employees, and stakeholders in the activities of governments, businesses, scientific and arts institutions, and organizations of various kinds in policy making processes” (p. 306). Pierroux et al. ( 2020 ) also remark that “at the crux of all citizen projects are the volunteers…who dedicate their senses, passions, and knowledge to ongoing research in natural, cultural, and science heritage” (p. 5). Thus, we not only understand what public participation means but also appreciate its significance.

Regarding the significance of public participation in environmental conservation, the United Nations Economic Commission for Europe (UNECE) adopted the convention on access to information, public participation in decision-making and access to justice in environmental matters at its fourth Ministerial Conference in Denmark from 23 to 25 June 1998 (Economic Commission for Europe Secretariat, 1998 , p. 3). Specifically, concerning the significance of conserving and managing cultural heritage, UNESCO ( 2022 ) rules that “within the framework of its safeguarding activities of the intangible cultural heritage, each country shall endeavor to ensure the widest possible participation of communities, groups and, where appropriate, individuals that create, maintain and transmit such heritage so as to involve them actively in its management” (p. 12). Since the beginning of the 21st century, with the rapid development of modern civil society, the “public participation community” composed of governments, citizens, experts, and the media has initially emerged. It can be seen that the effect of public participation in the conservation and management of cultural heritage has received attention from all parties.

However, while the concept of heritage conservation continues to evolve, the content of heritage conservation is also becoming increasingly complex, and it is challenging for government-led static management to meet today’s dynamic conservation needs. In the overall management system of conservation, inheritance, and utilization of canal tangible and intangible cultural heritage in the world, the overall degree of community participation in some developing countries is not high enough, and the dominant position of communities in the intangible cultural heritage conservation system has not yet been established. In the case of China, the lack of public participation makes the conservation of the cultural heritage of the Grand Canal insufficiently supervised, coupled with its development bottlenecks and “destructive construction” pressure, resulting in the excessive commercial development of the Grand Canal heritage and serious loss of original residents (Fu, Cao and Huo, 2021 ). Clearly, in the conservation and management of canal cultural heritage worldwide, establishing an effective path and mechanism of public participation has become an urgent issue and responsibility of relevant government departments, academic circles, and the general public.

Since public participation in the conservation and management of cultural heritage is still in its infancy in quite a number of developing countries, lessons and experience can be drawn from those developed countries that have witnessed hundreds of years herein. Meanwhile, little has been written about the experience and implications of advanced countries in their conservation and management of cultural heritage for the sake of shedding light on other canals in the rest of the world, especially those listed on the World Heritage List. Therefore, this paper first summarizes the cultural heritage content of the Heritage Canals of the World and then elaborates on the theoretical basis and conceptual evolution of public participation. Furthermore, the significance of public participation in environmental issues is discussed. Finally, this paper investigates the experience and implications that can be learned from the Erie Canal in the US and the Rideau Canal in Canada from the four dimensions of subject, concept, content, and horizon. To this end, the following research questions (RQ) are raised:

RQ1: What experience can be drawn from the Erie Canal in the US and the Rideau Canal in Canada in their respective conservation and management of canal cultural heritage?

RQ2: What implications do the above experience hold for the bottleneck issues in the conservation and management of canal cultural heritage worldwide?

Literature review

Research on the world heritage canals.

Globalization is creating new perspectives on social and cultural spaces, which leads to changes in the expression of culture, identity, and belonging, as well as the role of heritage today (Colomer, 2017 ). In the preface to the Convention concerning the Protection of the World Cultural and Natural Heritage, UNESCO ( 1972 ) emphasizes that those “parts of the cultural or natural heritage of outstanding interest…need to be preserved as part of the world heritage of mankind as a whole”, and “it is incumbent on the international community as a whole to participate in the protection of the cultural and natural heritage” (p. 1). The 2005 Faro Convention underscores the importance of citizens’ responsibilities in assigning heritage values, thereby introducing the concept of “heritage communities” that encompass individuals who cherish particular elements of cultural heritage and aspire to preserve and pass them down to future generations through public action (Council of Europe, 2005 ). Based on the information from the UNESCO World Heritage Centre ( 2022 ) and the research results of scholar Liu ( 2020 ), the names of the eight World Heritage Canals, their location countries, the time of inclusion in the World Heritage List, the standard serial number, and the evaluation summary of the World Heritage Committee can be listed as follows:

In Table 1 , except for Iran, China, and Mexico, the other five World Heritage canals are all located in western developed countries and belong to the products of industrial civilization. According to the Operational Guidelines for the Implementation of the World Heritage Convention issued by UNESCO ( 2023 ), all heritage sites listed in the World Heritage List must have long-term and sufficient legislative and normative measures to ensure the conservation of the heritage sites. From the practice of its legislation, most western world heritage canals have formulated a relatively exemplary heritage conservation law system. For instance, Canada has issued the Historic Sites and Monuments Act, which has played a substantial role in the effective management of the Rideau Canal by the coordination of the Parks Canada Agency and other relevant authorities. The other four Western countries have established similar working mechanisms in their respective conservation and management of the cultural heritage of their world heritage canals. This study has singled out the Erie Canal in the US as a representative of the non-world heritage canals and the Rideau Canal in Canada as a representative of the world heritage canals for detailed explorations.

At present, there are >520 canals in the world, distributed across >50 countries, involving >3000 cities along the route. Carrying the history and culture, the canals, as a unique living cultural heritage, have always been the spiritual home of people from all over the world, and have accumulated profound and long cultural deposits (Fan and Shi, 2022 ). As important cultural heritage globally, the canals have garnered the general attention of scholars at home and abroad with their unique historical and cultural connotations and tourism development values. In the process of conserving, managing, and developing tourism for canal cultural heritage worldwide, a series of problems have emerged. For instance, in the early development of the European canal cultural heritage, there were many problems such as single canal tourism products, lack of tourism image brand, and uneven distribution of interests (Gfeller and Eisenberg, 2016 ). Flemsæter et al. ( 2020 ) use the rhythm analysis to explore the rhythm of the tourist experience of the Telemark Canal in Norway and believe that the lack of connection between tourists and the host community has caused a serious disorder in local and regional economic, social, and cultural development. Through research on the Amsterdam Canal, Pinkster and Boterman ( 2017 ) have found that as more tourists arrive, the dissatisfaction of residents living in the canal area is growing, but in the face of many troubles brought by tourism, residents are unable to change the status quo. As a world heritage canal, the Grand Canal of China is a large-scale linear multi-functional cultural ecology with the largest space-time span, the highest technical content, and the most colorful content among all canals in the world. However, the awareness and concept of the general public to participate in the conservation of canal heritage is still in its embryonic stage, which cannot provide sufficient human, material, and financial support for organized development at a higher level (Chu, 2016 ).

Thus, we observe such issues in most developing countries as the lack of collaboration between tourists and host communities on both sides of the canals, the increasing dissatisfaction of residents living in canal areas, and the general public’s weak awareness of canal heritage protection. All this has made public participation in the conservation and management of canal cultural heritage worldwide an important topic for further research.

The theoretical basis and conceptual evolution of public participation

The theoretical basis.

In the process of social governance, the public is the most critical interest subject. Therefore, public participation in the management of public affairs is not only the basic right of citizens but also an important way to realize democratic politics. Specifically, public participation refers to “the ability of individual citizens and groups to influence environmental decisions through (1) access to relevant information, (2) public comments to the agency responsible for a decision, and (3) the right, through the courts, to hold public agencies and businesses accountable for their environmental decisions and behaviors” (Cox, 2006 , p. 84). Three rights can be delineated from Cox’s definition: the right to know as transparency, the right to comment as direct participation, and the right of standing as accountability (Walker, 2007 ). In the Internet age, the information transmission chain and transactional model of communication constructed by the mobile Internet, mobile phone SMS, blog, microblog, WeChat, APP client, etc., are profoundly changing the traditional political ecology and the logic of social operation (Ni, 2017 ). The term “public participation” originates from the West. Traditional public participation refers to the activities of civic voting, while public participation in the modern sense refers to the social behavior that individuals or social organizations outside the government are trying to influence the decision-making and governance of public affairs by law (Cheng, 2017 ). In the city-state society of ancient Greece, democracy is mainly the direct participatory management of public life. As a representative of classical democratic theory, Rousseau believes that civic participation in the political decision-making process could not only make the democratic system possible but also promote individual responsible social action and political action (Wang, 2008 ). In modern social governance, Spanish scholar Barnes has proposed the concept of the third generation of administrative procedures for national governance in the context of risk society. The third generation of administrative procedures emphasizes: first, to improve the quality of decision-making and implementation by enhancing the understanding of real risk and risk decisions; second, the decision with multiple subjects has a higher formal rationality for the public; third, the public’s deep participation in the process of risk decision consultation also has a declaration and educational effect. Compared with traditional administrative procedures, the third generation of administrative procedures is more open, multi-orderly, and consultative (Wu and Zhang, 2023 ).

In the digitalized information age of media generalization, technology empowerment makes the relationship between the communication subject and the object tend to generalize. The generalization of information production and consumption participants activates the user’s autonomy and selectivity. The direct conversion from behavioral data to content production clearly shows that user production tends to be subjective. As Castells ( 2018 ) believes, one of the reasons for the transformation of the traditional social power model to the network social power model is the “presence” of people’s spatial power, that is, the development of the Internet and wireless communication supports and strengthens the audience’s independent practice, including uploading user-created content on the Internet. In the era of digital artificial intelligence, the logic of information is user-based, and the starting point of the collection, processing, generation, and dissemination of all data is the network behavior of the public. The information sharing will be continuously improved and iterated along the logic of user needs (Lv and Huang, 2022 ). To give full play to the utility of network technology innovatively, the public network participants can ensure the essence and effect of their public participation from the aspects of public opinion expression, technology drive, and system guarantee. Besides, Roberts ( 2004 ) emphasizes that public participation may involve deliberation, which means that the involved parties make their decisions through dialog, exchange of ideas, and mutual learning. It can be seen that public network participation is not only a political phenomenon involving state power and interest relations but also an act of citizens carrying out political complaints and participating in social management through interactive communication and mutual learning.

As the integrator of the theory of public participation, the ladder of citizen participation proposed by the American scholar Arnstein in 1969 still has guiding significance in the digital age of technology empowered. Specifically, Arnstein ( 1969 ) divides the public participation ladder into three levels, namely, from low to high, including no participation model, representation participation model, and active participation model. It goes without saying that under the no-participation model, the public does not enjoy the right to participate or passively participate in governance activities in social governance. Under the representation participation model, public participation behavior is more of a form of amusement. And only under the active participation model, the public has gained more rights to participate, reflecting the overall participation and substantial participation effect.

Evolution of the concept of public participation

As a historical category, public participation has undergone a process of evolution, enrichment, and expansion. Because public participation encompasses a wide range of fields, its definition varies across different fields. To Friedmann ( 1987 ), public participation refers to the fact that the public participates in the decision-making process in the form of groups. Glass ( 1979 ) interprets it as a process or opportunity for the public to participate in government decision-making and planning.

In the “Internet +” era, public participation is characterized by the following features: First, in terms of the subjects, government agencies, the general public, including individuals, experts and scholars, social organizations, non-governmental organizations, and non-profit enterprises constitute the main body of public participation. Second, in terms of the concept, from the obligation standard to the right standard, citizens in modern society bear not only the duty to participate in the management of state and social affairs but also the due right. Third, in terms of the content, public participation is expanded from state affairs to social affairs. This means that the public has shifted from pure political participation to involvement in various public affairs. Finally, in terms of the horizon, it extends from real life to the virtual world. In today’s digital information age, the development of the Internet has provided an unprecedented free and equal communication public space for public participation, making it shift from “absence” to “presence”, and then through the “legal and orderly” path, to ensure the “civilized and effective” virtual public participation activities (Cheng, 2017 ). Therefore, public participation essentially comprises such components as the subject, concept, content, and horizon.

In short, with the drastic changes in social structure and profound changes in ideas, non-profit enterprises, the general public, and non-governmental organizations consciously participate in public governance in various forms, which is becoming a norm, and public participation is also becoming a trend in the conservation of cultural heritage worldwide. Some developed countries, such as the US and Canada, have a history of hundreds of years of protecting cultural heritage, which can provide a lot of valuable experience worth learning from. Now that the research on public participation in the conservation of cultural heritage is still in its infancy, it is not comparable in many aspects. The main body of public participation in the US and Canada is mostly the same; however, the situation is somewhat different in China. The public in the US and Canada refers to tourists, indigenous people, volunteers, related experts and scholars, and technical personnel, but the public of the Grand Canal of China refers to the canal coast residents, relevant experts, professional and technical personnel, users or consumers, and volunteers (Zhang and Qiu, 2019 ).

To sum up, public participation has shifted from the political field to a wider range of social public affairs such as legislation, urban planning, environmental governance, and heritage conservation. The period from 1970 to 1990 has been the embryonic stage of the public value concept of heritage. The Amsterdam Declaration , issued in 1975, has emphasized that the survival of architectural heritage depends on public attention, particularly among young people. In 1976, the Nairobi Proposal , adopted by UNESCO, encourages individuals, groups, and heritage users to contribute to heritage conservation. Since 1990, it has been the rise and application stage of the public value concept of heritage. Through the reflection of authoritative heritage discourse, people begin to explore the transformation of heritage conservation power from authority to the public, thus giving birth to the emergence of the public value concept of heritage. This concept links heritage with daily public life and pays attention to effective interaction between them, so that more people care about and protect heritage, promoting the formation of the heritage conservation force and conservation mechanism (Fu et al. 2021 ). This is why, in 2007, the World Heritage Committee has added “community involvement” to the original “4C” principles of credibility, conservation, capacity-building, and communication to highlight the importance of community people in heritage conservation and sustainable development, thus forming the ground and strategic framework for heritage conservation in the 21st century (Wei, 2022 ). In this paper, we adopt the four dimensions of subject, concept, content, and horizon of public publication as the theoretical framework.

Cultural heritage value and significance of public participation

Adopted by the Australia International Council on Monuments and Sites (ICOMOS), a non-governmental organization that focuses on cultural heritage conservation, the Burra Charter “provides guidance for the conservation and management of places of cultural significance” (ICOMOS Australia, 2013 , p. 1). In terms of conservation principles, the Burra Charter has stressed the importance of public participation in Article 12, namely “conservation, interpretation and management of a place should provide for the participation of people for whom the place has significant associations and meanings, or who have social, spiritual or other cultural responsibilities for the place” (ICOMOS Australia, 2013 , p. 5). In the conservation processes and practice, the cultural heritage value has been fully considered in ICOMOS New Zealand Charter. The cultural heritage value means “possessing esthetic, archeological, architectural, commemorative, functional, historical, landscape, monumental, scientific, social, spiritual, symbolic, technological, traditional, or other tangible or intangible values, associated with human activity” (ICOMOS New Zealand, 2010 , p. 9). The conservation plans and projects about different aspects of cultural heritage value are intertwined with public participation, involving “interested parties and connected people” (ICOMOS New Zealand, 2010 , p. 5). The ICCROM report means that particularly “artistic, historic, and typological value” could be taken into account as the outstanding universal value of cultural heritage (Jokilehto and Cameron, 2008 , p. 11). The ICOMOS report notes that cultural heritage should also include properties “with great potential for esthetic, educational and scientific value” (Jokilehto and Cameron, 2008 , p. 11). The social value of cultural heritage is shaped by the combined efforts of people and non-human factors, such as technology, through the use of social media platforms (Bonacchi et al. 2023 ).

Among the various aspects of cultural heritage values, authenticity is of great importance in the process of conservation. According to the Operational Guidelines for the Implementation of the World Heritage Convention, to be of outstanding universal value, a cultural property must meet the requirement of authenticity in “design, materials, workman ship and setting” (Jokilehto and Cameron, 2008 , p. 43). The Nara document provides a full discussion of the concept of authenticity and has a profound impact on modern conservation history and conservation practices (Stovel, 2008 ). The research on the comparative analysis of China and Scotland shows a more comprehensive understanding of the relationship between authenticity and heritage conservation (Gao and Jones, 2021 ). Besides emphasizing material authenticity, people’s experience of authenticity is also necessary for heritage conservation and heritage management. Another essential element for identifying the significance of cultural heritage is the requirement of integrity. Integrity is defined as “a measure of the wholeness and intactness of the natural and/or cultural heritage and its attributes”, including “the social-functional integrity”, “the historical-structural integrity”, and “the visual/esthetic integrity” (Jokilehto and Cameron, 2008 , p. 44). Both authenticity and integrity form the pivot of cultural heritage values and provide guidance for public participation in cultural heritage conservation.

Adopted on 25 June 1998, at the meeting of the United Nations Economic Commission for Europe (UNECE) held in the Danish city of Aarhus, the Aarhus Convention has come into effect on 30 October 2001. As a legally binding global instrument on environmental democracy, the Aarhus Convention gives the public more rights, including the ability to seek justice, access information, and participate in environmental decision-making (UNECE, 2023 ). Kumpu ( 2022 ) argues that public participation underscores the involvement of “citizens, customers, employees, and stakeholders in the activities of governments, businesses, scientific and arts institutions, and organizations of various kinds” (p. 306) in the process of policy-making. Pierroux et al. ( 2020 ) note that “this movement promoting public participation and engagement is built around the concept of deliberative democracy” (p. 51) which is “based on the equality of interlocutors and the reciprocity of their exchanges as well as a greater transparency” (p. 56).

With an eye toward communication-centered research, Norton ( 2017 ) has theorized a structuration model for environmental public participation, highlighting in particular issues of agency, “which involves ontological security and ontological competence, social systems, and various elements within duality of structure” (p. 146). Walker ( 2007 ) highlights participatory communication as a crucial strategy for public participation and stresses Collaborative Learning (CL) as an important approach in participatory communication. He uses the case of the 2006 Region 10 EPA Tribal Leaders Summit to illustrate the worksheet technique in the CL community workshops. In addition, Martin ( 2007 ) holds that increasing public participation can enhance the democratic nature, legitimacy, and quality of environmental decisions and believes that the involvement of citizens in both “how decisions are made” and “what decisions are made” are “meaningful public participation” (p. 12). Thus, public participation is seen as an essential aspect of democratic governance in a collaborative way or in other words “deliberative democracy” (Nabatchi, 2010 ). Accordingly, the need for collaborative efforts should give special importance to “an integrated approach among civil society organizations (CSOs), news media, research institutions, and the public” (Ittefaq and Kamboh, 2023 , p. 49).

Research methods

This paper has adopted the research methods of online field observation and comparative case study. As for the online field observation, the two authors have visited and revisited the home pages of the Erie Canal in the US and the Rideau Canal in Canada, as well as the relevant websites in the forms of homepage introductions, online survey results, and official documents, etc., on and about the two said canals. In this way, we have satisfactorily collected our first-hand data. Regarding the comparative case study, Sturman ( 1997 ) defines a case study as “the exploration of an individual, group, or phenomenon” (p. 61). Similarly, but further, Hartley ( 2004 ) holds that case study has been recognized as more than merely a research method, but as a design in its own right. The case study allows researchers to explore complex issues and their underlying mechanisms by focusing on the unique characteristics and context of the studied case. Yin ( 2014 ) believes that case study research preserves “the holistic and meaningful characteristics of real-life events” while enabling an in-depth examination of novel or ambiguous phenomena. He argues that case studies are particularly useful for exploring “what works” in real-world settings and for generating new theoretical insights. Case studies are often examined using a qualitative approach, a quantitative approach, or a mixed methodology, relying upon the cases’ accessibility and the goals of the study. In this paper, a qualitative comparative case study has been conducted to compare and contrast the main features of the two canals by the four dimensions of subject, concept, content, and horizon of public participation.

Experience and implications in the conservation and management of canal cultural heritage in the US and Canada

As a combination of water bodies and the birth of the US, the Erie Canal has transformed from the management model of “government → community → aboriginals” to “community →aboriginals→ government”, which can be a classic example. As one of the World Heritage canals, the Rideau Canal has formulated a short-term, medium-term, and long-term action plan for the strategic objectives of public participation in heritage management plan, which has achieved remarkable results. By following the rules of authenticity and integrity to cultural heritage values, the remainder of the paper explores the fruitful experience and insightful implications of public participation in the cultural heritage conservation and management of the above two canals from the four dimensions of subject, concept, content, and horizon. In the process of comparative case analysis, public participation contributes to unfolding these cultural spaces and their values and revealing their influence on conservation.

The subject

The public participants of the Erie Canalway National Heritage Corridor (ECNHC) in the US are mainly composed of corridor residents, local communities, regional representatives, political leaders, private or non-profit heritage resource managers, as well as tourists, volunteers, non-governmental organizations, non-profit enterprises, and civil society organizations related to the Erie Canal. Under the ECNHC Act, published in December 2000, the Erie Canalway National Heritage Corridor Committee (ECNHCC) was established. The committee consists of 27 members, 19 of whom are local people from within the scope of the ECNHC. While receiving consultations from the National Park Service (NPS), the committee is responsible for coordinating partnerships between relevant federal and state government agencies, municipalities, university research centers, nonprofit organizations, and citizens, and actively organizing their joint participation in the conservation and management of the ECNHC Act (Goodstadt et al. 2020 ). According to the above Act, the groups and persons of the public participants should have relevant knowledge and experience in tourism, economic and community development, regional planning, historical conservation, cultural or natural resource management, conservation, entertainment, education, or museum services. Participant diversity embodies “the multivocality of the stakeholders involved in the heritage management process in an effective way” (Pastor and Colomer, 2024 , p. 226).

At the same time, the New York State Historic Preservation Plan stipulates that the ECNHC project should be open to the public from planning to implementation and evaluation. In determining the direction and scope of the corridor project, discussion and review of the plan, and the implementation and completion of management planning, there has been public participation throughout the entire process. According to statistics, the number of public participants in the ECNHC project has been increasing. Since 2000, institutions have participated in the project as partners, from fewer than 50 people at the beginning to >200 people in 2007, 400 in 2018, and 2901 formal partners as well as 5,102 informal partners in 2021. Individual public participation has increased from single digit starting in 2011 – 400 visits in 2018, and then increased to 21,803 in 2021 (National Parks Service, 2021 ). It can be seen that the scale of public participation in the ECNHC project has soared from 50 in 2000 to 21,803 in 2021, giving great impetus to the driving force of community cultural heritage conservation. On one hand, national and state governments have issued relevant bills and programs to legally ensure public participation in cultural heritage conservation. On the other hand, the project is open and transparent in planning, implementation, evaluation, and other relevant links, and public participation occurs throughout the process, as an essential component of the mechanism.

Likewise, the public participants in the conservation and management of the Rideau Canal in Canada are composed of individuals, experts, scholars, social organizations, non-governmental organizations, and non-profit enterprises. Parks Canada Agency is responsible for the mutual liaison and normal operation of its members. The Agency builds the natural, cultural, shipping, and community resources related to the Rideau Canal into an interdependent, coexisting, and symbiotic mechanism. In order to ensure the orderly, normal, and efficient operation of the cooperation among the members, a review team for the cultural heritage of the Rideau Canal was established in 1995. According to the operation rules and management plans for the conservation and inheritance of canal heritage, the opinions of relevant people have been extensively considered, and eight implementation rules have been formulated. Among the eight rules, the following ones concern public participation:

(4) An advisory committee should be formed immediately for each canal. It should report to the superintendent and advise on subjects of mutual concern. (5) Membership should be drawn from business and community leaders, and the group should be convened a minimum of four times a year. (6) It is suggested that the committees should be voluntary and be provided with administrative support. (7) The terms of reference for committees, their membership, tenure, and size should be developed in consultation with interest groups on each canal. (8) The advisory committee should monitor the implementation of the corridors of change report. (Keenan et al. 1995 )

It can be seen that, as the competent department of the Rideau Canal, Parks Canada Agency creatively coordinates all forces, actively solicits opinions from grassroots people and tourists, and regularly updates the activities related to cultural heritage. At the same time, the original residents and stakeholders around the Rideau Canal have signed agreements with the government, so that they can actively participate in various volunteer activities involving the public. In short, the public participants of the US and Canada are much the same, mainly composed of residents of the Heritage Corridor, non-governmental organizations, non-profit enterprises, private forces, tourists, and individual volunteers. However, the former emphasizes the role of grassroots partners, while the latter relies on the phased goals of the Heritage Corridor program. Participatory processes are considered “a democratic tool in the field of cultural heritage” (Pastor and Colomer, 2024 , p. 226), where democratizing participation creates spaces for negotiation and interaction among stakeholders. The participating subjects of the US and Canada reflect that democracy, especially deliberative democracy is placed in a very important position in the process of public participation. Deliberative democracy strives to empower citizens in the decision process of public participation and redirect decision-making processes toward core ethical and social principles (Bohman and Rehg, 1997 ). One of the key elements of deliberative democracy stipulates that the participants should represent all sectors of the community (Dryzek, 2000 ). The diversity of public participants and their actual decision rights in the process of legislation, regulation, and report drafting demonstrate apparent and typical deliberative democracy in the public participation of the Erie Canal and the Rideau Canal.

The concept

As the National Historic Preservation Act of 1966 explained: “The preservation of our irreplaceable heritage is in the public interest so that its vital legacy of cultural, educational, esthetic, inspirational, economic, and energy benefits will be maintained and enriched for future generations of Americans” (Bsarnum et al. 2021 ). Based on this concept, the ECNHC Committee reiterated that heritage conservation is both a movement and a land use law. It maximizes the interests of the masses and their communities when it inspires the masses to find a relationship with historical sites, natural resources, or cultural traditions. This is the best embodiment of the trend that public participation is “changing from obligation standard to right standard, and citizens in the modern society bear not only the duty to participate in the management of state and social affairs but also the due right” (Cheng, 2017 ) as pointed out in the above theoretical framework.

Therefore, the formulation of the New York State Historic Preservation Plan (2021–2026) focuses on the importance of public participation, based on extensive surveys and interviews. Given the partnership and the education and publicity of the public, the plan has introduced clear goals and measures, which to a large extent guarantee the public’s right to know, participate in the government, and supervise the conservation and management of the cultural heritage. In short, to reflect the rooted opinions of the community group, academic institutions, non-profit enterprises, or local government agencies, the management of the ECNHC project adheres to the consistent and clear concept to ensure that the public has the opportunity to understand the project, actively participate in related heritage conservation work, and creatively shape the spiritual world of the present and future of New Yorkers, and even of Americans.

Similarly, as the national wealth and living cultural heritage of Canada, the Rideau Canal is not only a waterway but also a part of the identity construction of Canadians in coastal communities. To this end, the Parks Canada Agency and its liaison members, such as the Friends of the Rideau organization hope to work together “to enhance and conserve the irreplaceable charm of the Rideau Corridor and to increase public awareness and enjoyment of the Rideau Corridor and to develop strong public support for the long term well-being of the Rideau Corridor” (Thomson, 2009 ). To implement the above concepts, the Agency has been developing the Rideau Canal National Historic Site of Canada Management Plan since 1990 and re-evaluating and updating it every 6 years. According to the existing plan, there are the following four concepts related to public participation:

(1) Canadians, residents, and visitors cherish the Rideau Canal as a symbol of Canada’s identity and take pride in their contribution to preserving this national treasure for future generations. (3) Residents of the Canal corridor value and protect the unique cultural and natural heritage character and scenic beauty of the Canal corridor through the cooperative efforts of stakeholder groups, government agencies, public and private sector partnerships, municipal land use policies, and private stewardship. (4) The Canal’s tradition as a fully functional navigable historic waterway is maintained. (7) The values of the Rideau Waterway, Canadian Heritage River, are widely understood and protected through public and private stewardship. (8) The staff of the Rideau Canal are proud of their stewardship role and, through their actions, display leadership in resource conservation, sustainable use, and heritage presentation. (Chief Executive Officer of Parks Canada, 2005 )

Thus, it can be seen that there is a consensus among Canadians on their concept, which states that by passing on the cultural heritage to future generations, they can receive education, appreciate, and identify with the splendid culture of their own country, and the cultural heritage can be more effectively valued and protected. Public participation becomes not only an asset that needs to be protected and valued but also an effective means of promoting and enhancing social-cultural identity and cohesion (Parks Canada Agency, 2016 ). Just as Martin ( 2007 ) remarks, meaningful public participation requires (1) access to information, education, and technical assistance; (2) possessing civic legitimacy so that public concerns can be given authentic consideration; and (3) having the real potential to affect the decision-making process because “who decides usually determines what is decided” (p. 172). In short, both the US and Canada believe that extensive public participation is the driving force for the successful conservation and management of cultural heritage in their concepts. However, the former pays more attention to the role of heritage conservation in shaping the identity of Americans, while the latter places more emphasis on the inheritance and educational function of heritage.

The content

With regards to content, first of all, there are two relevant articles in the ECNHC Act on the US side:

(1) The information on the scale, construction blueprint, management plan, and other information of this corridor (see Fig. 1 ) is subordinate to the NPS, but remains open and transparent and subject to public supervision at all times; (2) In the process of formulating its management plan, conservation plan, and evaluation report, the committee must extensively solicit public opinions through the form of hearings and interviews. (Goodstadt et al. 2020 )

Then, among the six objectives of the ECNHC Preservation and Management Plan, there are also two relevant aspects of content: (4) The Corridor’s current and future generations of residents and visitors will value and support the preservation of its heritage; (6) The Corridor will be a “must do” travel experience for regional, national, and international visitors (Goodstadt et al. 2020 ). Finally, among the eight goals of the New York State Historic Preservation Plan (2021–2026), the relevant content includes: (1) Inclusion, Diversity, Equity, and Access; (7) Partnerships; (8) Public Outreach and Education (Bsarnum, 2021 ). The specific implementation measures include: (1) advisory groups; (2) public meetings; and (3) round-table meetings or academic seminars. As can be seen, there have been particular articles in the relevant Federal, state, and local laws, to conserve and manage the Erie Cultural Heritage Corridor well. Thus, the scope of conservation and management is clear and specific, and the legitimacy and authority of the laws ensure the expected implementation of what has been stipulated or planned.

The Erie Canalway National Heritage Corridor ( 2006 ).

Apart from the legal stipulations and strategic plans, there have been practical measures to promote the prosperity and development of the corridor community and cultural tourism. The Corridor Committee holds >400 cultural and tourism promotion activities every year, attracting >500,000 people to participate in various activities of the corridor heritage conservation. At least 40 venues have been set up in the corridor for residents and invited experts to display and share the special exhibits, programs, and stories related to the corridor’s cultural heritage. About 35,000 primary school students from 110 school districts have been sponsored to visit the corridor heritage sites to experience the beauty of the corridor and the cultural connotation of the heritage. At the same time, more than 400 people from Europe and the US have attended the World Canal Symposium held in Syracuse, New York, to discuss research projects and innovative arguments leading to the discovery and transformation of the canal in the world (Goodstadt et al. 2020 ). Public participation is explicitly stipulated in both federal laws and state government documents in the US, so whether it is a non-profit organization in a partnership, an academic group, or an individual, their respective responsibilities are very clear. As a result, they can achieve duty-bound and voluntary participation, fully reflecting the multiple attributes of obligations, rights, and responsibilities that public participation possesses.

Regarding content on the Canadian side, Canada’s Rideau Corridor (see Fig. 2 ) project was officially launched in 2006, aiming to develop, package, and market the cultural tourism experience along the Rideau Canal and its coastline from Ottawa to Kingston. The concept of the Heritage Corridor originated in the US by integrating special cultural resources into a linear landscape. It is an approach to regional heritage conservation, characterized by a clear economic center, thriving tourism, reuse of old buildings, and environmental improvement (Flink and Searns, 1993 ).

Canada’s Rideau corridor (Whytock, 2013 ).

Authenticity is an indispensable factor when it comes to the management and conservation of cultural heritage. In September 1994, an expert World Heritage meeting was held to discuss how the authenticity of heritage canals might be best measured. An annex to the technical analysis of authenticity in the meeting report was submitted to the World Heritage Committee (UNESCO, 1994 ). The goal of this Rideau Corridor project is to position Ottawa, Kingston, and the entire Rideau area as a cultural destination to promote authenticity in the region, offering art, heritage, cuisine, agricultural tourism, and natural history experiences. This corridor project aims to promote the development of a diversified market for the Rideau tourism industry in the short and long term, increasing visitors and incomes for corridor suppliers and local communities. In order to provide tourists with a tourism experience that embodies the unique elements of the region of the Rideau Canal Cultural Heritage Corridor, the Parks Canada Agency and relevant organizations, including public participation groups and personnel, brainstormed and finally identified and launched seven themes closely related to the corridor:

(1) Tell regional or national stories based on the Canal; (2) experience adventures related to home stay, fishing, camping, hunting, and adventure; (3) spend various festivals of towns and villages; (4) enjoy the music and art feasts of dozens of theaters, concert halls, and dance pools; (5) visit nearly 100 art galleries, studios, and exhibition halls with strong art color; (6) enjoy the natural scenery along the canal; (7) enjoy “peaceful” trips of 16 gardens, botanical gardens, and wetland parks. (Flink and Searns, 1993 )

From the above, it can be seen that the Rideau Cultural Heritage Corridor integrates the world’s top art and heritage experiences, focusing on exploring, integrating, and showcasing the marketable art, heritage, cuisine, agricultural tourism, and natural history of the Rideau Canal itself and its adjacent towns, villages, and nature. It also provides visitors with unique cultural tourism resources from the American continent. In summary, public participation runs throughout the entire process of drafting, modifying, implementing, and evaluating the management plan for the Heritage Corridor project between the US and Canada. Just as Cheng ( 2017 ) notes, in the present day, public participation has expanded from state affairs to social affairs, or from pure political participation to involvement in various public affairs. The above accounts of the Cultural Heritage Corridors of both the Erie Canal and Rideau Canal well match the development trajectory. However, the former tends to present a management trajectory that starts from top to bottom and then from bottom to top, while the latter is more expansive, diverse, and local.

The horizon

By horizon, we mean that public participation extends from real life to the virtual world in today’s digital information age, which makes public participation from “absence” to “presence” in an unprecedented free and equal communication public space via the Internet-connected social media (Cheng, 2017 ). Social media creates a new sphere of participants and provides a new platform for public participation (Papacharissi, 2010 ). For heritage research, the use of social media and big data helps digital heritage transform “from a more informational web to a more interactive and collaborative one” (Bonacchi, 2022 , p. 9). Cameron ( 2021 ) describes digital cultural heritage as “composed, conjoined and transformed by the co-evolving interrelatedness of a broad range of actors from people to technologies, algorithms, materials, infrastructures, energy systems, ideas and so forth” (p. 129). The process of creating digital cultural heritage involves more than just human effort; it is a collaborative endeavor that encompasses a variety of actors and elements. This perspective affects the way we understand and investigate the values that are inherent in this type of heritage.

In the case of the US, firstly, the Erie Canal National Heritage Corridor has a dedicated ARCBridge database, which provides services for the collection, analysis, and management of a large amount of information and materials in the management of natural and cultural heritage in the region, especially the access to video records of experts and scholars and other promotional activities as well as the retrieval of information from corridor committee partners. Secondly, the network homepage ( www.eriecanalway.org ) of the corridor project regularly updates the content, images, and interactive maps of heritage conservation and management. At the same time, the home page provides an average of tens of thousands of tourists and public volunteers with detailed corridor tour resources, in-depth explanations of the historical evolution of corridor heritage, corridor heritage conservation and inheritance of the rich and colorful aspects of pictures, game interactions, audio-visual materials, and other multi-modal display content. Finally, the Corridor project also uses popular new social media and we-media platforms such as Facebook, Twitter, and Instagram to maintain interaction and communication with various stakeholders, partners, corridor visitors, and individual public participation volunteers (Goodstadt et al. 2020 ).

With the assistance of the ever-updated technology, the management team of the Erie Canalway National Heritage Corridor Project can keep up with the times, fully utilizing databases, online homepages, and trendy social media to ensure smooth communication of information on corridor heritage conservation and management, and effective question-and-answer (Q&A) interaction between project management and corridor visitors. In fact, in addition to participating in activities such as on-site visits and research, attending meetings, and conducting academic exchanges, the corridor management team has also completed important tasks related to the drafting, modification, implementation, promotion, and evaluation of corridor heritage conservation and management plans through the operation of internet platforms with high efficiency. Therefore, the conservation and management of the Erie Canalway National Heritage Corridor has been becoming increasingly standardized, clear, and systematic, presenting a management model that transitions from government → community → aboriginals to community → aboriginals → government. Through the accumulation of practical experience, the management model of the Erie Canalway National Heritage Corridor illustrates the gradual transition from initial government leadership to the dominant roles of the residents’ committees along the canal, assisted by the government with various non-profit or extensive participation of civil organizations. Given public participation in the conservation and management of canal cultural heritage, the relevant departments of other countries have issued a series of canal management regulations and implementation measures, which to some extent reflect the importance of national competent departments to public participation. However, most of them are led by the government to promulgate various regulations and decrees, which usually make it difficult to fully implement cultural heritage conservation and management measures in the jurisdiction, due to the lack of extensive, voluntary, and systematic public participation. Therefore, the management model of the Erie Canal provides a timely and valuable practical reference.

In the case of Canada, the Parks Canada Agency ( 2022 ) released What We Heard—Management Plan Review, Public Consultation Report (hereinafter referred to as the Report), which divided the public participation in the management of the Rideau Cultural Heritage Corridor into two phases. The first phase is from 2016 to 2019, and the main forms of public participation include open days for cultural heritage conservation, and evaluation discussions held four times a year, cultural heritage conservation seminars attended by all stakeholders three times a year, and occasional consultation meetings with indigenous peoples to seek advice on improving the management plan of the Rideau Cultural Heritage Corridor. The second phase is from 2020 – 2021, during which the form of public participation mainly consisted of virtual meetings of stakeholders for public consultation, via email, social media, and other online platforms (Parks Canada Agency, 2022 ).

It can be seen that in the management of the Rideau Cultural Heritage Corridor, public participation has shifted from face-to-face contact and communication in real life to the trend of online virtual meetings and consultations, ensuring that more relevant individuals move from “absence” to “presence” and then to legal, orderly, civilized, and effective “participation” (Cheng, 2017 ). The following is a summary of public participation on the online platform for the conservation and management of the Rideau Cultural Heritage Corridor from January 2021–May 2021 (see Table 2 ):

From Table 2 , it can be seen that Parks Canada Agency attaches great importance to the long-term, stable, and efficient cooperation and participation of cooperating institutions, non-profit organizations, stakeholders, indigenous peoples, and the relevant public in the development and implementation of the Rideau Cultural Heritage Corridor Project. In just 3–4 months, over 9,145 relevant people participated in different forms of public activities through online platforms. Among them, 50% of the respondents live along the Rideau Canal, while 89.1% of the respondents are over 30 years old. Thus, it can be seen that only with broad and active public participation can the management plan and implementation goals of projects similar to the Rideau Cultural Heritage Corridor Project be implemented and become a reality. In short, both the US and Canada can fully utilize modern information technologies and social media, such as online homepages, databases, simulation seminars, Facebook, Twitter, and Instagram, to promote public participation efficiently.

Discussion and conclusion

In this study, through online field observations and comparative case studies, we have explored the experience and implications of public participation that can be learned from the Erie Canal in the US and the Rideau Canal in Canada from the four dimensions of subject, concept, content, and horizon. To this end, we raised two research questions. As the answer to the first question: What experience can be drawn from the Erie Canal in the US and the Rideau Canal in Canada in their respective conservation and management of canal cultural heritage? The relevant experience of the US and Canada can be summarized in four dimensions: first, from the subject dimension, the public participation subjects on both sides are similar, mainly composed of Heritage Corridor residents, non-governmental organizations, non-profit enterprises, civil forces, tourists, and individual volunteers. However, the former emphasizes the role of grassroots partners, while the latter relies more on the phased goals of the Heritage Corridor plan. Second, in terms of the concept dimension, both sides firmly believe that broad public participation is the driving force for the success of cultural heritage conservation and management. However, the former focuses more on the role of heritage conservation in shaping American identity, while the latter focuses more on the inheritance and educational functions of heritage. Third, in terms of the content dimension, public participation runs through the whole process of drafting, modification, implementation, and evaluation of the conservation and management plan in both the US and Canadian Heritage Corridor projects. However, the former presents a more top-down and then bottom-up management trajectory, while the latter is more expansive, diverse, and local. Finally, regarding the horizon dimension, both countries can fully utilize modern information technologies and social media, such as online homepages, databases, simulation seminars, Facebook, Twitter, and Instagram, to efficiently promote public participation.

As the answer to the second question: What implications do the above experience hold for the bottleneck issues in the conservation and management of the canal cultural heritage worldwide? The canals in this paper refer to those world heritage canals in developing countries such as Iran, China, and Mexico, as well as other canals mainly in less industrialized countries and regions. Since the experience has been drawn from four dimensions, the implications can be discussed accordingly about the bottleneck issues with canals worldwide. First, in the dimension of subject, most developing countries still tend to rely on the roles of governments at various levels, which have been generally top-down, one-way, and thus ineffective. With implications from both the US and Canada, on the one hand, the initial leadership role of the government proceeds to be shifted to community committees, and the composition of public participants aims to be diverse and inclusive, targeting not only residents along the canals but also visitors or even tourists from home and abroad. On the other hand, necessary national legal acts or local regulations are in place to make public participation both a duty and an obligation for the involved individuals and organizations in the conservation and management of canal cultural heritage.

Second, in the dimension of concept, cultural heritage conservation and management have constantly been updated, deepened, and refined. Therefore, the static management model led by the government has been becoming increasingly difficult to adapt to new and challenging needs. To face the challenge, both the US and Canada have successfully revitalized the role of public participation in close association with the shaping of national identity and the functioning of school education. In other words, both sides keep the concept of their respective Canal Cultural Heritage Corridors abreast with the developmental trajectories of the modern age by getting the relevant public participants organized, their positions recognized, and, most importantly, their critical voices heard and constructive suggestions taken.

Third, in the dimension of content, in most developing countries and regions, public participation is still at the initial stage; the educational content of public participation tends to be outdated, and the dissemination is often one-way with little or insufficient feedback. Although the US and Canada have adopted different approaches in this regard, one common feature here is that both sides have fully demonstrated the spirit of democratic participation and exemplary deliberation with major decisions made through dialog, exchange, and mutual learning throughout the whole process of drafting, modification, implementation, and evaluation of the conservation and management plans.

Finally, in the dimension of horizon, it is true that in the digitalized information age, the conservation and management of canals worldwide have witnessed various applications of Internet-connected media platforms, including social media or new media. Nevertheless, due to the differences in the construction of the overall management system for the conservation, inheritance, and utilization of the tangible and intangible cultural heritage of canals worldwide, access to modern information technologies for public participation is surprisingly insufficient. Moreover, issues with the above three dimensions of subject, concept, and content have resulted in further obstacles to popularize up-to-date information technologies. Fortunately, the experience of the US and Canada in their extensive utilization of online homepages, databases, simulation seminars, Facebook, Twitter, and Instagram for public participation can shed light on this regard.

The limitations of this study are twofold: first, this study has relied on only two cases, so the findings may not be representative enough. Second, the two authors both come from China. Although they have studied and lived in the US and Canada for some years, the two authors may have revealed some subjectivity in their analyses of and discussions about the primary data. For future research, more cases of both the world heritage canals and other categories of exemplary canals can be targeted, and more authors from the host countries of the selected canals can be invited for a more representative and triangulated study.

Data availability

Data sharing was not required to this research as no data were generated or analysed.

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Acknowledgements

This work was supported by National Social Science Fund Project “Research on the Path to Enhance the International Image of the Grand Canal of China from the Perspective of Cultural Game” under Grant No. 18BGJ086; and Postgraduate Research & Practice Innovation Program of Jiangsu Province “A Study on the Path of Constructing China’s Image in the Discourse of International Chinese Friends from the Perspective of Discourse Analysis” under Grant No. KYCX23_3486.

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Zhengqing Gu

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Correspondence to Dexin Tian .

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Gu, Z., Tian, D. Public participation in the conservation and management of canal cultural heritage worldwide: a case study of the Rideau Canal and Erie Canal. Humanit Soc Sci Commun 11 , 1005 (2024). https://doi.org/10.1057/s41599-024-03516-1

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Received : 21 November 2023

Accepted : 24 July 2024

Published : 05 August 2024

DOI : https://doi.org/10.1057/s41599-024-03516-1

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