APPLICATION OF RESILIENT INFRASTRUCTURE PRINCIPLES IN MANAGING CONSTRUCTION PROJECTS
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APPLICATION OF RESILIENT INFRASTRUCTURE PRINCIPLES IN MANAGING CONSTRUCTION PROJECTS
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Infrastructure systems—such as buildings, transportation networks, water supply, and energy facilities—are foundational to socio-economic development. However, these systems are increasingly exposed to shocks and stresses arising from climate change, rapid urbanization, population growth, and technological interdependencies (IPCC, 2022). Floods, heatwaves, storms, seismic events, cyber disruptions, and supply-chain shocks have highlighted the vulnerability of infrastructure and the cascading impacts of failures on communities and economies (OECD, 2019).
Infrastructure resilience refers to the capacity of infrastructure assets and systems to anticipate, absorb, adapt to, and rapidly recover from disruptive events while maintaining essential functions (Bruneau et al., 2003; Ayyub, 2014). Traditionally, construction project management has focused on the “iron triangle” of cost, time, and quality. While these remain important, they are insufficient to address today’s risk landscape. Mainstreaming resilience into construction project management processes means embedding resilience principles across the entire project lifecycle—from planning and design through procurement, construction, and operations—rather than treating resilience as an add-on or post-disaster response (Bosher et al., 2007; UNDRR, 2021).
Construction project management processes include scope definition, scheduling, cost control, risk management, procurement, stakeholder coordination, and quality assurance (PMI, 2021). Integrating resilience into these processes involves proactive risk identification, climate-informed design, robust material and system choices, redundancy, flexibility, and adaptive management strategies (Zhou et al., 2010). For example, resilience-oriented scheduling considers weather variability and supply-chain disruptions, while resilience-based procurement prioritizes durable, locally available, and sustainable materials (OECD, 2019).
In developing economies, including Nigeria, infrastructure projects often face heightened exposure to climate risks, governance constraints, and resource limitations. Urban flooding, coastal erosion, heat stress, and infrastructure decay have repeatedly disrupted construction activities and post-construction performance (Adelekan, 2016). Yet, resilience is not consistently integrated into mainstream project management practice. This study therefore focuses on mainstreaming infrastructure resilience in construction project management processes to enhance long-term project performance and societal value.
1.2 Statement of the Problem
Despite growing awareness of climate and disaster risks, many construction projects continue to be planned and delivered using conventional project management approaches that prioritize short-term efficiency over long-term robustness and adaptability (Bosher et al., 2007). As a result, completed infrastructure assets often fail to perform adequately under extreme conditions, leading to service disruptions, high maintenance costs, and repeated reconstruction (Ayyub, 2014).
In Nigeria and similar contexts, project teams frequently operate under tight budgets, compressed schedules, and fragmented governance structures. These pressures discourage the integration of resilience measures that may appear to increase upfront costs, even though they reduce lifecycle risks and losses (OECD, 2019). Furthermore, there is limited guidance on how resilience principles can be operationalized within standard construction project management processes such as risk management, procurement, scheduling, and quality control (PMI, 2021).
The problem addressed by this study is the inadequate mainstreaming of infrastructure resilience within construction project management processes, resulting in projects that are vulnerable to disruptions and unable to deliver sustained value over their lifecycle.
1.3 Aim and Objectives of the Study
The aim of this study is to examine how infrastructure resilience can be mainstreamed into construction project management processes.
The specific objectives are to:
Examine the concept and dimensions of infrastructure resilience in the construction context.
Identify current construction project management processes relevant to resilience integration.
Assess the extent to which resilience is incorporated into planning, design, procurement, and construction activities.
Analyze the impact of resilience mainstreaming on project performance and sustainability.
Propose strategies for embedding resilience into construction project management practice.
1.4 Research Questions
The study seeks to answer the following questions:
What are the key principles and components of infrastructure resilience in construction projects?
How are construction project management processes currently structured with respect to risk and uncertainty?
To what extent is resilience integrated into these processes?
What effects does resilience mainstreaming have on project performance and long-term value?
What strategies can enhance the integration of resilience into construction project management?
1.5 Significance of the Study
This study is significant to construction professionals, policymakers, and researchers. For project managers, it provides a framework for embedding resilience into everyday project decisions, improving risk management and lifecycle performance (PMI, 2021). For clients and regulators, it highlights the need for policies and standards that prioritize resilient infrastructure development (UNDRR, 2021).
Academically, the study contributes to the literature on resilience and project management by linking systemic resilience concepts with practical construction management processes. For developing economies such as Nigeria, the findings may support more sustainable and disaster-resilient infrastructure delivery (Adelekan, 2016).
1.6 Scope of the Study
The study focuses on building and civil infrastructure construction projects and examines how resilience can be integrated into core project management processes, including planning, risk management, procurement, scheduling, and quality control. The geographic scope is limited to selected projects in Nigeria. The study does not extend to infrastructure operations and maintenance in detail, except where relevant to project delivery decisions.
1.7 Operational Definition of Key Terms
Infrastructure Resilience: The ability of infrastructure systems to anticipate, withstand, adapt to, and recover from disruptive events while maintaining essential functions (Bruneau et al., 2003).
Mainstreaming: The systematic integration of a concept (here, resilience) into standard policies, practices, and processes.
Construction Project Management Processes: Structured activities for planning, executing, monitoring, and closing construction projects (PMI, 2021).
Project Performance: Achievement of project objectives in terms of time, cost, quality, safety, and sustainability.
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