Consequences for the project manager when working with circular economy in the construction industry

Abstract

The topic of circular economy (CE) and how to implement it have gained a lot of interest and focus in recent years, but a focus on how the project manager (PM) is affected by the implementation is missing. The aim of this study is to develop an understanding of how the PM role is affected by working with a CE focus, and to translate the existing project process into a process that enables circularity. Furthermore, the aim is to identify consequences for the project manager and identify gaps in the current project processes hindering CE. The research question to fulfill the aim is: What are the challenges to implement CE for the project manager at Lokalförvaltningen? This is analyzed through a case study of a school in Bräcke, following the processes and tasks of the PM, in combination with an interview and literature study to gather empirical material. The findings show that implementing a CE focus means that the PM must deviate from an established routine and new processes, The PM is measured on time, economy, and quality, and as projects are likely to be both more expensive and more time consuming, it is important that the PM is given more guidance from their superiors. The PM needs to be more present in projects before a routine for working with CE is in place, as there will be a lot of uncertainty factors. Furthermore, collaboration between projects need to be in place to enable material exchanges. The conclusions presented are that the project process will become more complex when working with a CE focus, and additional demands will be put on the PM regarding planning. A coordinating role both within and between projects, working with CE topics and supporting the PM, is a recommended aid.