FOMO Bruno, DBA

Mr. FOMO Bruno began his career in 2002, as head of the Civil Engineering department within the company SERTEC Sarl. In 2005, he was responsible for the CROSS CONSULT Sarl design office. In 2009, Technical monitoring and control engineer within the construction company CACOCO BTP Sarl. In 2012, he was director of the BTP EASY CONCEPT Sarl company. In 2014, he was a project portfolio coordinator engineer in the BIOPHARMA S.A. group. He understands that today he is an entrepreneur and manages two companies. The first is a service and construction company and the second is in the production and sale of cement products.

Mr. FOMO Bruno has the following diplomas: a Professional Master2 in Civil Engineering, which confers him the title of civil engineer. In addition, he holds a Master in Business Administration (MBA) from ESSEC Business school. In September 2020, he defended his Executive Doctorate in Business Administration (EDBA), on the theme “Impact of the empowerment of the operational team on the performance of construction projects in the execution phase in Cameroon: Case study” under the direction of professor CAILLAUD Emmanuel, University of Strasbourg.

Pr Emmanuel Caillaud

Impact of accountability of the operations team on the performance of ongoing building construction projects in Cameroon: A case study.

The experience in the management of building construction projects (PCB) in Cameroon, allowed us to observe that the majority of these projects are struggling to reach their objectives during the execution phase. In fact, at this phase at least 50% of these projects are subject to an increase in costs, a deadline overrun or do not meet the technical requirements (quality). In other words, we observe that the budget initially planned to carry out the project is exhausted without the project being completed, either the duration of realization initially planned is reached without the project being completed or the technical prescriptions provided for in the specifications. Loads are not met and the quality produced is different from that expected. However, each of these projects benefits from a selection of operational men capable of meeting these objectives. Individuals are always organized in groups to reflect, imagine, innovate, invent, create, build, produce numerous works and works (Kiemtoré, 2016). Insufficient incentive actions can force them to not only become aware of their responsibilities or also not to be attentive to their missions, hence the shortcomings. They are linked to human and behavioral factors. These factors are also the source of the accountability deficit that fuels lack of responsibility, and therefore the excuse (Jaeger, 2009).
However, our concern is not only that of controlling the behaviors which are the source of these shortcomings, but above all of proposing the relevant operational measures capable of responding to this concern. This thesis is part of this perspective and has as main objective to bring the operational team of the project to adopt a responsible behavior towards their mission but also, to contribute to the advancement of theoretical knowledge in management. project, more specifically in building construction project management. It explores the relational dynamics of the operational team of construction projects imposed by human and behavioral factors, which negatively influence the objectives of these projects during the execution phase. This involves identifying these so-called undesirable behaviors, their results or consequences and their impacts on projects and proposing an approach that can neutralize them in favor of performance.
In doing so, we are convinced from our experience of over seventeen years in the management of construction projects in Cameroon, that the empowerment of the operational team can positively impact the performance of the project.
The real problem that arises is that of controlling the undesirable behaviors of the construction project operational team to the benefit of their performance, during its execution. The resolution of this problem requires this research, the objectives of which are as follows:
– Identify the undesirable behaviors of the construction project operational team;
– Demonstrate the influence of these undesirable behaviors on the objectives of the project;
– Identify the incentives that can lead the operational team to adopt responsible behaviors towards their missions;
– Propose a practical sequenced process for implementing these measures.
To achieve this, the constructivist approach was chosen because it promotes the development of new knowledge in an applicable form (Kasanen, 1993). The qualitative method and the case study (the research was carried out in Cameroon) are the pillars of the methodological protocol. Interviews, surveys and observations made it possible to collect useful information and above all to validate our points of view. In addition, the results were confirmed after an application test on two other construction project cases.
Of these instruments, multi-source data collection including cross-analysis have produced reliable results, the main ones being: eleven undesirable behaviors that affect the performance of construction projects have been identified as well as their ten undesirable results and five negative impacts in the project. They are mainly due to the lack of accountability of the project operational team. Therefore, to get the operational team to adopt a responsible behavior, it is first necessary to know the actions to choose within the framework of accountability. We have therefore identified ten most recurring incentive actions that contribute to the four levers of accountability of the project’s operational team (leadership, vision, organization and HRM practice). We have proposed an eight-step sequenced process. However, the measurement of the degree of link between the undesirable behaviors and the objectives of the project was facilitated by the interviews, the surveys and the observations including the degree of influence of the undesirable results on the objectives of the project (time, quality and cost).
In the end, the results obtained made it possible to develop a project management approach by empowering the operational team favorable to achieving the objectives of the project and improving its performance. It is a dynamic and flexible approach that complements the classical approaches deemed “mechanical” or “cybernetic”. This research has led to results that strengthen theoretical knowledge in project management on the one hand, but also contribute to the control of undesirable behaviors in the management of construction projects. This is why the following recommendations are made for project managers and project management professionals: R1: The project manager must influence the behavior of his collaborators through actions that contribute to his leadership; R2: The project manager must have a vision of the accountability of his operational team and his actions must diverge towards achieving this vision; R3: the project manager must organize his team by structuring it in a relevant way (for example avoiding the definition of roles in generic terms); R4: The project manager must identify which human resource management practices suit his team and implement them.