No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Assessing the Critical Success Factors for PWD Projects in Rural Area
ResearchGate has not been able to resolve any citations for this publication.
Highway projects carry out higher risk than other construction projects because they entail high capital outlays and intricate site conditions. Although the research currently available provides many valuable insights into the issue, however identification of risks pertaining to Indian highways construction was neglected. This paper presents the findings of questionnaire survey conducted on the critical risk factors affecting the successful performance of highway construction in India in terms of cost, time and quality. The critical risk factors in Indian highway constructions are change of scope of work, land acquisition delay, poor preliminary soil information and investigations, schedule delay caused by rejection of unqualified materials and change orders by political pressure. Further, critical risk factors were explored through factor analysis and categorized them in five factors viz. construction risk, public sector management risk, engineering risk, resource procurement risk and social risk. The identified risks will be useful to the field engineers for design of proper risk mitigation strategy during planning stage.
Ensuring success in the construction business is the aim of the owner/top management of the construction organizations. Previous research indicates that the presence of certain factors in an organization make it more successful compared with the organizations without those factors. Because the construction business is one of the riskiest businesses in the world, identification of such factors and adoption of these factors in the work ethic of the company is of vital importance for the owner/top management of the construction organizations. This study aims to test the hypothesis that success factors influence the success of the construction organization and also explores the impact of these factors on the success of the construction organization. The research methodology involved seeks responses from experts in the construction industry through a questionnaire survey. A total of 106 industry experts from 90 different construction organizations operating in India participated in the survey. Structural equation modeling (SEM) was used to test the hypothesized positive relationships between six success factors, and the success of the construction organization is measured against five performance factors. The findings of the study indicate that top management competence is the most important factor followed by "experience and performance." The study could provide an excellent value addition to the professionals working in the field of construction management. Further, the results would enable professionals to focus on fewer factors rather than attending numerous factors for optimum result.
The importance of project management and its success has been growing along with increasing investment in the construction field. This study aims to identify, categorize and prioritize the critical success factors for health care construction projects in the Emirate of Abu Dhabi. An extensive literature review was carried out to identify the success factors for health care construction projects. The analytical hierarchical process was then applied to prioritize the main criteria and sub-criteria of health care construction project success factors. This study consists of 10 main criteria and 36 sub-criteria relevant to health care construction projects. The respondents of this study consist of two main groups: customers and contractors. The customers were selected from one of the leading governmental hospitals in the Emirate of Abu Dhabi and the contractors are from a major contracting company operating within the health care industry. From each respondent group, leadership positions were selected from relevant departments, including finance, operations, marketing, engineering and supply chain management. The findings of the study show that the leading critical success factor groups are financial capability and management. Moreover, top management support, adequate funding, availability of resources and effective strategic planning were found to be top factors affecting project success. Differences in priorities were observed between customer and contractor perspectives based on the different roles of each stakeholder. To highlight, customers ranked management and financial capability as the two most important factors, respectively. However, contractor respondents indicated financial capability as most important, followed by management and strategy factors, which scored as equally important. As results shown in this study are obtained from only customers and contractors, future studies could include consultants and regulatory authorities, along with considering more success factors.
Clearly identifying the critical success factors (CSFs) of construction projects and a good understanding of the interrelationships among CSFs will help project managers focus on the control of key factors and allow them to make reasonable resource allocations. To explore the interrelationships among CSFs, this research established a CSFs system by first identifying 62 CSFs of construction projects through a literature review, and then refining them to produce 46 CSFs by expert discussions. On the basis of the CSFs system, which consisted of three categories and ten subcategories, this study applied the structural equation model (SEM) to explore the interrelationships among the CSFs. One hundred twenty-four project data that were collected from a questionnaire survey were used to determine the hypothetical model. A detailed evaluation and modification was then performed to revise the model. On the basis of the revised model, which was verified through evaluating the goodness-of-fit (GOF) indexes, this paper makes a thorough discussion of the interrelationships among the CSFs. Interrelationships that were identified and verified in the model reveal the influence mechanism among these CSFs. For example, the factor "riot, revolution, and war" negatively influences the factor "price fluctuation of labor," whereas the factor " price fluctuation of labor" negatively influences the factor " time expectation." Therefore, " riot, revolution, and war" can positively influence " time expectation." This indicates that if an owner's time expectation is a determinant of the time performance of an emergency project, maintaining a stable political environment would be a critical control point for accomplishing the project. Thus, the interrelationships discovered in this paper will make it easier to take better control over CSFs and contribute to a project's success. DOI: 10.1061/(ASCE)ME.1943-5479.0000104. (C) 2012 American Society of Civil Engineers.
Critical success factors (CSFs) are inputs to project management practice which can lead directly or indirectly to project success. It encompasses many elements, which have to be synchronized to ensure the project delivery on time. The purpose of this study is to identify the extent of the relationship between CSFs and project performance. The research findings will be expected to assist the organization in evaluating the performance of project management. Finally, the conceptual framework was developed by identifying five (5) variables for project success namely Project Management Action, Project Procedures, Human Factors, External Issues and Project Related Factors.
Construction projects are currently progressing slowly around the world as a result of the recent global economic crisis. In order to accommodate public needs within the current economic situation, the Malaysian Government has restricted the procurement of public sector projects to "necessary to meet public need" projects only thus narrowing the number of domestic projects available. Consequently, most major contractors have decided to change their focus by looking into international projects outside Malaysia not only to ensure the viability of their businesses but also for long-term survival. Although some Malaysian contractors have managed to penetrate successfully into international construction projects, their critical success factors (CSF) are purely unknown. This paper aims to determine the CSFs and provide some guidance for contractors interested in tapping international markets. This investigation is based on interviews with project managers, directors and key executives from Malaysian construction and engineering firms that have established an excellent reputation and worldwide success in the last decade. The CSFs are then presented in the form of AHP priority-ranking model, which prioritizes the success factors identified in sequential manner, from the most up to the less critical ones. The establishment of this kind of priority-ranking model enables contractors in Malaysia to not only identify the key elements or factors that need to be thoroughly considered and managed but also allow them to prepare appropriate mitigation strategies and contingency plans prior to entering into international construction projects.
Modern public construction projects involve multiple stakeholders, such as designers,
contractors, subcontractors, construction managers, consultants, and specialists from different disciplines. In a multi-agency work environment, it is natural to have clash of objectives and interests among the different
stakeholders. The objective of public project management is to ensure the success of a project which not only
involves managing the schedule, cost, and quality, generally known as ‘the iron triangle’, but also satisfying a
number of other performance criteria, such as avoiding disputes, and complying with safety norms.
Identification of the success factors is considered the key to achieving success in these projects. Through an
extensive literature review, 36 success factors were identified and a questionnaire-based survey was
undertaken to elicit views of construction professionals on the criticality of these factors for the success of
public construction projects. The responses from 105 professionals with an average of 22 years of experience in public construction projects in India were collected and analyzed using ANOVA and most important factors for success for various success criteria are presented. The success factors of generic nature are: owners need thoroughly understood and defined, a high degree of trust shared by project participants, timely
and valuable decision from top management, availability of resources as planned throughout the project, top
management’s support, and regular monitoring and feedback by top management, whereas success factors of specific nature are: thorough understanding of scope on the part of project manager and contractor,
comprehensive pretender site investigation, regular monitoring and feedback by owner, no bureaucratic
interference, no social and political interference, clearly articulated scope of work, quality control and quality
assurance activities, and adequate communication among all project participants. The results would be
helpful to public construction project professionals in taking proactive measures for successful completion of
public projects.
In both developing and industrialized countries, deviation from a planned time schedule is one of the most frequently encountered problems in construction investments. Various factors faced with during construction period prevent systematic flow of work, which causes time-based anomalies as a conclusion. Considering the vital importance of the construction industry on the macro-economic structure of a country, it is inevitable to be aware of considerable effect of the timely completion on the allocated project budget. In this study, causes of time extensions in the Turkish construction industry and levels of their importance were examined together. In total, 34 factors affecting project duration were taken into account. A questionnaire survey, including these factors, was then applied to 71 construction companies in Turkey, and the outcomes were evaluated by means of statistical analyses. According to the results, “design and material changes” was found to be the most predominant factor, followed by “delay of payments” and “cash flow problems”. In terms of importance levels of factor groups, financial factors were found to be the first group, while environmental factors were the least effective group. It should be also noted that managerial causes of time extensions are encountered in developed and developing countries, whereas financial causes are experienced in developing countries only.
Purpose
The paper aims to present a succinct review of guaranteed maximum price (GMP) and target cost contracting (TCC) concepts and features in general, and to identify the critical success factors for procuring GMP/TCC contracts from the Hong Kong perspective in particular.
Design/methodology/approach
By means of an empirical questionnaire survey geared towards industrial practitioners with direct hands‐on GMP/TCC experience, the opinions of various contracting parties including clients, consultants and contractors were solicited, analysed and compared in relation to GMP/TCC success factors.
Findings
Experienced practitioners shared the unanimous perception that: reasonable share of cost saving and fair risk allocation; partnering spirit from all contracting parties; right selection of project team; well‐defined scope of work in client's project brief and early involvement of contractor in design development, are the most essential ingredients for the successful implementation of GMP/TCC scheme.
Research limitations/implications
Although the research study is based in Hong Kong with a limited sample size, the survey findings and hands‐on experience of the relevant industrial practitioners may be cross‐referenced to other similar investigations in other parts of the world for international comparisons.
Originality/value
The research study has provided some useful insights into assisting key project stakeholders in determining important successful ingredients when launching GMP/TCC scheme. Such an identification of critical success factors would be valuable in formulating effective practical strategies to improve overall project performance, create win‐win opportunities for contracting parties and mitigate the occurrence of construction disputes/claims. It also attempts to seek more research evidence to capture the levels of success and lessons learned from previous GMP/TCC construction projects for generating best practice recommendations for future implementation.
Purpose
The Indian public sector construction industry is normally driven by traditional contracting practices. Though no formal partnering agreement is being used in public sector projects in India, improvement in Indian public sector organizations could be observed in the post-liberalization era, as they get the opportunities to work with multinational companies from countries with experiences in partnering. The purpose of this study is to explore the extent of partnering strategies being adopted by Indian public sector organizations and identify factors hindering the adoption of formal partnering.
Design/methodology/approach
Critical success factors for successful partnering were first identified through literature review. This guided the collection of primary data through semi-structured interviews with 36 top management personnel and secondary data in the form of organizational documents and site reports from several site visits of four public sector construction organizations. The evidence collected from four cases were arranged and compared against organizational strategies of successful partnering.
Findings
Most of the strategies adopted by the organizations were found to be in line with the suggested partnering practices. However, partnering performance of these organizations was found to be not satisfactory. This study has identified 14 factors hindering effective partnering such as reservations over joint risk-sharing process, limited bid evaluation criteria, difficulty in time-bound payment to contractor, absence of incentive mechanism, obsolete training procedures and absence of time-bound dispute resolution mechanism.
Research limitations/implications
The research findings are based on a case study with four public sector organizations only. Additional cases need to be undertaken to generalize the findings. Further study should also be undertaken to explore partnering relationships between contractors and subcontractors in public sector projects.
Practical implications
To improve project performance, top management of public sector organizations in India can take these factors into account while formulating strategies on introduction of project partnering in their organizations.
Originality/value
The work is novel providing insights into organizational strategies promoting and hindering partnering in Indian public sector construction organizations.
In construction industry, relational contracting is adopted by many public sector organisations in countries having open economy and benefited in terms of cost saving, schedule reduction, reduced litigations, better teamwork, increased trust and stronger relationship. India is country of planned economy and public sector construction industry is driven by traditional contracting. But public sector working has improved lot in post liberalisation era due to administrative reforms and global exposure. Through case study research methodology, this research explored the extent of relational contracting processes adopted by Indian public sector organisations to become more relational in traditional procurement procedures. It is found that many business processes are improving and matching relational contracting processes. But, key relational processes which develop successful partnering like multiple criteria bid evaluation, incentive mechanism, soft skill training and team building workshops have not been adopted by any case organisation. Within these limitations, it is observed that profit seeking public sector organisation facilitate more relational environment due to flexibility in raising the fund for project and global exposure than public sector organisations funded directly through government budget.
For over 30 years, this text has provided students with the information they need to understand and apply multivariate data analysis. Hair, et. al provides an applications-oriented introduction to multivariate analysis for the non-statistician. By reducing heavy statistical research into fundamental concepts, the text explains to students how to understand and make use of the results of specific statistical techniques. In this seventh revision, the organization of the chapters has been greatly simplified. New chapters have been added on structural equations modeling, and all sections have been updated to reflect advances in technology, capability, and mathematical techniques. Statistics and statistical research can provide managers with invaluable data. This textbook teaches them the different kinds of analysis that can be done and how to apply the techniques in the workplace.
Previous research has determined the existence of a set of critical project success factors that play an important role in the planning, design, and construction of successful building projects. The basic form of these success factors originated from the integrated building process model, and were then tested using a series of case-history studies including a formal interview process. This paper presents a checklist that can be used by building professionals as a guideline in predicting the success of a project. The checklist is a management and planning tool for determining potential pitfalls that will permit corrective action before the occurrence of major problems. Items represented in the checklist include questions similar to the questions and categories initially used to gather information for the identification of the critical project success factors. The checklist was developed based on an atmosphere in which the building owner, contractor, and operator work together as a team to develop techniques and relationships for project success.
This study aims at differentiating construction project critical success factors based on organizational backgrounds of project participants: contractor, construction manager (owner representative), and design firms. Construction professionals from diverse locales were asked to rate a list of 53 potential factors for the objectives of schedule, budget, and quality, and additionally compare the objectives for overall project success. The set of 53 factors was enriched by eliminating 13 factors that could not prove their statistical significance for even one of schedule, budget, or quality performances for any of the three organizations. Commissioning the 40 significant factors, an analytical hierarchy process was used to determine organization-based factor rankings for overall project success. Spearman's test on rankings of the 40 significant factors for overall project performance results in a highest level of correlation between the managers and contractor personnel (rs=0.54), followed by that between the managers and the designers (rs=0.50), and a least correlation between the contractor personnel and the designers (rs=0.19). Hence for successful project implementation, professional construction managers have an edge over the designers in supervising the contractors.
A building project is completed as a result of a combination of many events and interactions, planned or unplanned, over the life of a facility, with changing participants and processes in a constantly changing environment. This paper defines a set of conditions or factors that, when thoroughly and completely satisfied on a project, ensures the successful completion of the facility. Success on a project means that certain expectations for a given participant were met, whether owner, planner, engineer, contractor, or operator. These expectations may be different for each participant. The factors that predicate success were initially derived from the Integrated Building Process Model developed at Penn State by Sanvido in 1990. These factors were then tested on sixteen projects and the results showed excellent correlation between project success and achievement of the factors. Finally, the four factors most critical to success are presented.
Although extensive research has been undertaken on the critical success factors (CSFs) for construction projects, very little of this research contains information specific to the local context. While several local studies have been conducted within a similar research boundary, variables with growing importance in the literature, the human-related factors, have yet to garner much attention. Therefore, the main objective of this study was to gain a renewed understanding of the emerging trend of CSFs considered by various stakeholders in the local industry. This was achieved through a comparative study of 48 Malaysian construction stakeholders classified into three categories, namely, developers, consultants and contractors. The Kruskal-Wallis one-way analysis of variance (ANOVA) on 46 factors suggests that the stakeholders favour a more balanced approach to CSFs. Apart from the 'hard' factors, there is a strong consistency among the perception of project stakeholders in recognizing the significance of human-related 'soft' factors. The analysis further reveals that the high scoring factors are mostly related to three major aspects: (1) project personnel; (2) commitment and communication; and (3) site management and supervision. Implementation of human-related factors will help to stimulate an atmosphere of trust among stakeholders amidst a widespread adversarial attitude in the industry.
The traditional approach to success in the construction industry, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In the past, companies completing projects in a timely manner within an established budget and meeting required quality considerations have been considered successful companies. Minimizing an emphasis on management practices and organizational stability, companies with a track record of successful project completion have been considered the construction industries' top-performers. In contrast, other industries emphasize management practices at a corporate level as an essential element of success. However, the future environment of the typical construction company will be much different due to technological and economic advancements. Therefore, a shift in emphasis from project success to corporate success should be examined for construction organizations to compete in an ever-changing marketplace. This paper advocates the adoption of a critical success factor methodology to enhance construction organization success and identify elements that are essential for organizations to achieve this success.
Different researchers have tried to determine the factors for a successful project for a long time. Lists of variables have been abounded in the literature, however, no general agreement can be made. The aim of this paper is to develop a conceptual framework on critical success factors (CSFs). Seven major journals in the construction field are chosen to review the previous works on project success. Five major groups of independent variables, namely project-related factors, project procedures, project management actions, human-related factors, and external environment are identified as crucial to project success. Further study on the key performance indicators (KPIs) is needed to identify the causal relationships between CSFs and KPIs. The causal relationships, once identified, will be a useful piece of information to implement a project successfully.
The construction industry is a major contributor to the development of economies in Sri Lanka. However, it faces significant challenges and difficulties which are unique to the specific industry. Therefore, it is a vital role to recognise them and offer solutions. This paper presents findings of a research which was carried out to identify challenges face by the Sri Lankan construction industry and effective mechanisms / motives to overcome such aspects from the consultants' and contractors' perspectives. An industry-wide questionnaire survey was carried out to observe the views of professionals in the building construction industry during June-July 2005. Forty six critical challenges which need immediate attention were identified. Further, 20 mechanisms and motivators were tested to explore solutions in overcoming the above challenges to enhance the image of the construction industry. Thirteen mechanisms were identified and five effective factors were extracted and recommended for up-lifting the image of the construction industry.
Rev. ed. of: Multivariate data analysis with readings. 4th ed. c1995. Incluye bibliografía e índice
Although extensive research has been undertaken on factors influencing the decision to tender and mark-up and tender price determination for construction projects, very little of this research contains information appropriate to the factors involved in costing construction projects. The object of this study was to gain an understanding of the factors influencing contractors' cost estimating practice. This was achieved through a comparative study of eighty-four UK contractors classified into four categories, namely, very small, small, medium and large firms. The initial analysis of the 24 factors considered in the study shows that the main factors relevant to cost estimating practice are complexity of the project, scale and scope of construction, market conditions, method of construction, site constraints, client's financial position, buildability and location of the project. Analysis of variance, which tests the null hypothesis that the opinions of the four categories of companies are not significantly different, shows that except for the procurement route and contractual arrangement factor there is no difference of opinion, at the 5% significance level, on the factors influencing cost estimating. Further analysis, based on a factor analysis technique, shows that the variables could be grouped into seven factors; the most important factor grouping being project complexity followed by technological requirements, project information, project team requirement, contract requirement, project duration and, finally, market requirement.
About us: Public Works Department, Government of Maharashtra
- Pwd Maharashtra
PWD Maharashtra. About us: Public Works Department, Government of Maharashtra, India
[cited 2020 7/16/2020]. Available https://pwd.maharashtra.gov.in/about-us
Critical success factors influencing project success in the construction industry
- H Garbharran
- J Govender
- T Msani
Garbharran H, Govender J, Msani T (2012) Critical success factors influencing project
success in the construction industry. Acta structilia 19(2):90-108