Digital Transformation in Engineering Project Management
Sodola, Oluwaseyi Oladipupo (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025060420040
https://urn.fi/URN:NBN:fi:amk-2025060420040
Tiivistelmä
Digital transformation is increasingly shaping the landscape of engineering project management, as organisations strive to incorporate digital solutions into their processes to improve efficiency, coordination, and competitiveness. However, the real measure of success lies not just in the availability of digital tools but in how effectively project teams understand, adopt, and use them. This research focuses on the people dimension of digital transformation, specifically the behavioural and cultural elements that influence its implementation within engineering project environments.
The study employed a mixed-methods approach, combining quantitative survey data from 58 engineering professionals in Europe and Nigeria with insights from five face-to-face interviews. The results highlight a strong correlation between the use of digital tools and improvements in project efficiency and decision-making. However, findings also reveal that resistance to change remains a significant barrier, particularly where teams lack the necessary training, leadership backing, or cultural readiness to adapt to new digital workflows.
The research contributes to the growing literature on digital transformation by emphasising human factors in engineering project contexts. It argues that for digital initiatives to succeed, organisations must take a people-first approach—investing in skill development, leadership engagement, and fostering a culture of learning and innovation. The study concludes that the human element is not just a support function, but a critical enabler of successful digital transformation, and therefore must be at the centre of future strategies in engineering project management.
This study’s findings carry practical implications for industry leaders, project managers, and policymakers. By prioritising digital readiness among staff and creating supportive organisational environments, engineering firms can avoid common pitfalls associated with digital change efforts. Additionally, the insights from this research can serve as a basis for developing training programs, leadership frameworks, and strategic roadmaps tailored to the specific needs of engineering teams navigating digital transitions in both developed and developing economies.
The study employed a mixed-methods approach, combining quantitative survey data from 58 engineering professionals in Europe and Nigeria with insights from five face-to-face interviews. The results highlight a strong correlation between the use of digital tools and improvements in project efficiency and decision-making. However, findings also reveal that resistance to change remains a significant barrier, particularly where teams lack the necessary training, leadership backing, or cultural readiness to adapt to new digital workflows.
The research contributes to the growing literature on digital transformation by emphasising human factors in engineering project contexts. It argues that for digital initiatives to succeed, organisations must take a people-first approach—investing in skill development, leadership engagement, and fostering a culture of learning and innovation. The study concludes that the human element is not just a support function, but a critical enabler of successful digital transformation, and therefore must be at the centre of future strategies in engineering project management.
This study’s findings carry practical implications for industry leaders, project managers, and policymakers. By prioritising digital readiness among staff and creating supportive organisational environments, engineering firms can avoid common pitfalls associated with digital change efforts. Additionally, the insights from this research can serve as a basis for developing training programs, leadership frameworks, and strategic roadmaps tailored to the specific needs of engineering teams navigating digital transitions in both developed and developing economies.