Article

Examining the Relationship Between Project Complexity and Project Success: The Moderating Role of Project Management Competencies in Ghana’s Construction Sector

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

Abstract

This study examines the relationship between project complexity and project success in construction projects in Ghana while assessing the moderating role of project management competencies (PMC). Using a quantitative cross-section research design, data was collected from 141 respondents in organizations that undertake construction projects in Ghana. Responses were analyzed using IBM SPSS (v.23.0) and Smart PLS 3.0. The results established a negative relationship between Technological, Organizational, and Environmental complexity and project success. Technological complexity was seen as the dimension of complexity that significantly affects the success outcomes of projects. PMC’s moderating influence was insignificant. The findings suggest that for projects to have an increased success rate, organizations must thoroughly investigate the kind of project complexity expected to be present in the project, and this will inform decisions on the caliber of skills/ competencies needed for a successful execution of the project.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

ResearchGate has not been able to resolve any citations for this publication.
Article
Full-text available
This research adds a comprehensive way of assessing competencies, contrasting with the usual reductionist approach that uses off-the-shelf instruments. The study reveals 27 competencies to manage complex projects based upon a comprehensive analysis of 22 interviews with senior practitioners associated with the most strategic projects from the Brazilian Army. These competencies were divided into 10 groups, namely influencing, communication, team working, cognitive, management, contextual skills, professionalism, project management knowledge, and personal skills and attributes. Surprisingly, both emotional skills and social competencies were not prominent. The results contribute to advance our knowledge by revealing that practitioners involved in complex defence projects value more technical and individual competencies. This study analyses competencies across several complex projects in the defence sector, providing insights to practitioners and expanding the academic debate focused on other industries and single cases. Organisations might use the competencies to recruit, select, and develop human resources involved in complex defence initiatives.
Article
Full-text available
Purpose-Leadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry. Design/methodology/approach-Literature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style. Findings-The study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the "growth mindset". Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style. Research limitations/implications-This research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries. Originality/value-This research represents the first comprehensive study appraising the linkages between project managers' mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.
Article
Full-text available
Purpose Understanding the impact of project complexity on the mega construction project success will help improve the efficiency of project management. However, the influencing mechanism of project complexity on project success has not been clearly depicted. This paper aims to divide project complexity and project success into five dimensions, trying to explore the impact of different complexity combinations on mega construction project success. Design/methodology/approach This study applies the qualitative comparative analysis (QCA) method to find out the impact of the combinations of different project complexities on the every dimension of mega construction project success. First, 21 cases were interviewed and scored in five categories of project complexities and five aspects of project success. Second, with the QCA program, the combinations of different project complexities influencing every aspect of mega construction project success was obtained. Findings This research found that high organizational complexity or a combination of high environmental complexity and goal complexity can lead to serious schedule delays of mega construction projects, high technological complexity and goal complexity are important reasons for cost overrun, high technological complexity or a combination of high environmental complexity and low organizational complexity usually lead to low quality of mega construction projects, high goal complexity and cultural complexity are important factors affecting the key stakeholders' satisfaction and high technological complexity and environmental complexity are the reasons for the poor sustainability of mega construction projects. Originality/value This study clearly reveals the influencing mechanism of project complexity on mega construction project success, which can help the project managers to understand and assess the complexity of mega construction projects and accurately predict their negative impacts on the mega construction projects.
Article
Full-text available
Research paradigms guide scientific discoveries through their assumptions and principles. Understanding paradigm-specific assumptions helps illuminate the quality of findings that support scientific studies and identify gaps in generating sound evidence. This article focuses on the research paradigm of positivism, examining its definition, history, and assumptions (ontology, epistemology, axiology, methodology, and rigor). Positivism is aligned with the hypothetico-deductive model of science that builds on verifying a priori hypotheses and experimentation by operationalizing variables and measures; results from hypothesis testing are used to inform and advance science. Studies aligned with positivism generally focus on identifying explanatory associations or causal relationships through quantitative approaches, where empirically based findings from large sample sizes are favored-in this regard, generalizable inferences, replication of findings, and controlled experimentation have been principles guiding positivist science. Criteria for evaluating the quality of positivist research are discussed. An example from health professions education is provided to guide positivist thinking in study design and implementation.
Article
Full-text available
The complexity has turn into a severe issue for successful completion of projects. Hence, it is vital to spot levels of relevant project management competencies for different complexities. Thirty two experts from academia and field were interviewed through semi-structured pre tested questionnaire. In first part of study, essential elements of complexities were identified along with required dimensions of competencies to counter these complexities and to get improved performance. In second part, required levels of competencies for different complexities were identified. The paper is mainly presenting results of second part of study. All questionnaires were based on PMCD and IPMA framework for competencies while TOE model was adopted for complexities. Leadership, management skill and good communication competencies were identified as top qualities required to deal with technical, organizational, environmental and overall complexities and to achieve project objectives.
Article
Full-text available
As projects have become more and more complex, there has been an increasing concern about the concept of project complexity. An understanding of project complexity and how it might be managed is of significant importance for project managers because of the differences associated with decision-making and goal attainment that are related to complexity. Complexity influences project planning and control; it can hinder the clear identification of goals and objectives, it can affect the selection of an appropriate project organization form, or it can even affect project outcomes. Identifying the different concepts associated to project complexity, its main factors and characteristics, the different types of project complexity, and the main project complexity models, can be of great support in assisting the global project management community. In this paper, we give a general overview of how complexity has been investigated by the project management community and propose several ideas to address this topic in the future.
Article
Full-text available
Purpose The Iron Triangle, also called the Triple Constraint, is a central concept to project management research and practice, representing the relationship between key performance criteria. However, there is disagreement about which criteria should be represented on the vertices of this triangle. The purpose of this paper is to explore which concepts are part of the Iron Triangle, and how these concepts have changed over time. Design/methodology/approach This paper explores 45 years of project management research, drawing on a database of 109,804 records from 1970 to 2015. Three corpora were constructed, representing the project management and Time, Cost, and Quality Management literature. Time and Cost are consistently identified as part of the Iron Triangle. However, the status of quality is contested. Key concepts in the project management literature were explored using scientometric research techniques, to understand the relationship between these concepts. Findings Significant links were found between Time, Cost, and Quality, verifying these concepts as the vertices on the Iron Triangle. These links were significantly stronger than links to alternatives, such as Scope, Performance, or Requirements. Other concepts that are core to the Iron Triangle were also identified, and how these have changed over time. Originality/value This research develops the understanding of a key project management concept by clarifying which concepts are part of the Iron Triangle, based on evidence of how the concept is used in research. This paper also reveals the context in which this concept is used, and how this has changed over the last 45 years.
Conference Paper
Full-text available
Structural equation modeling (SEM) is the second generation statistical analysis technique developed for analyzing the inter-relationships among multiple variables in a model. Previous studies have shown that there seemed to be at least an implicit agreement about the factors that should drive the choice between covariance-based structural equation modeling (CB-SEM) and partial least square path modeling (PLS-PM). PLS-PM appears to be the preferred method by previous scholars because of its less stringent assumption and the need to avoid the perceived difficulties in CB-SEM. Along with this issue has been the increasing debate among researchers on the use of CB-SEM and PLS-PM in studies. The present study intends to assess the performance of CB-SEM and PLS-PM as a confirmatory study in which the findings will contribute to the body of knowledge of SEM. Maximum likelihood (ML) was chosen as the estimator for CB-SEM and was expected to be more powerful than PLS-PM. Based on the balanced experimental design, the multivariate normal data with specified population parameter and sample sizes were generated using Pro-Active Monte Carlo simulation, and the data were analyzed using AMOS for CB-SEM and SmartPLS for PLS-PM. Comparative Bias Index (CBI), construct relationship, average variance extracted (AVE), composite reliability (CR), and Fornell-Larcker criterion were used to study the consequence of each estimator. The findings conclude that CB-SEM performed notably better than PLS-PM in estimation for large sample size (100 and above), particularly in terms of estimations accuracy and consistency.
Article
Full-text available
Purpose In Ghana, the duration of construction projects from inception to completion is becoming a great concern, recently, especially among clients and beneficiaries, because of the rising interest rates, inflation, development plan targets, among other factors. Hence the need to understand the causes of delays and cost overrun in the construction sector has become more important than ever. This study therefore aims to identify the major factors underlying time and cost overruns in projects related to the education sector in Ghana to proffer practical solutions in addressing them. Design/methodology/approach The study conducted a survey among clients’ consultants and representatives of the contractors working on about 60 government school projects. A relative importance index was used to determine the relative effects of the factors causing construction time and cost overruns. Findings The key factors causing construction time overrun were: financial problems, unrealistic contract durations imposed by clients, poorly defined project scope, client-initiated variations, under-estimation of project cost by consultants, poor inspection/supervision of projects by consultants. Other factors were underestimation of project complexity by contractors, poor site management, inappropriate construction methods used by contractors and delays in the issuance of permits by government agencies. Factors affecting cost overruns were financial difficulty by client, delays in payments of completed works, variations in designs, lack of communications plans, poor feasibility and project analysis, poor financial management on site and material price fluctuations. Research limitations/implications The research was limited to only the educational sector projects. Practical implications Practically, this study highlights for the construction sector the critical factors causing project time and cost overruns in Ghana. Identification of these factors provides the basis for pragmatic solutions to enhance the chances of project success. Social implications The identification and solutions to project time and cost overruns, especially for educational sector projects, contribute toward making public goods more affordable and accessible to most citizens, particularly in developing countries. Originality/value This study contributes to the debate on factors causing project time and cost overruns in the construction sector especially from a developing country’s perspective.
Article
Full-text available
The rapid growth of complex projects in the construction industry worldwide has triggered a growing number of studies over the past two decades, suggesting that understanding project complexity is a key component of successful construction project management. This study aims to investigate the status and trends in project complexity research through a four-stage literature review that can benefit both researchers and practitioners. Seventy-four relevant articles were identified from studies published during the years 1996-2015, and results indicate that research in construction project complexity primarily focuses on four areas: influencing factors contributing to project complexity, the impact of project complexity, complexity measurement methods, and considerations for managing project complexity. Future research should concentrate on specific factors that drive complexity for different types of construction projects and the development of management guidelines for addressing complexity throughout the project lifecycle. This paper provides both a timely summary of literature in the area of project complexity and insights into opportunities for future study of and guidance for successfully managing complexity in construction projects.
Article
Full-text available
Purpose The purpose of this paper is to assess the extent of failure within Ghanaian Government projects using multiple failure criteria. Design/methodology/approach This study used a sequential data collection approach by employing an in-depth semi-structured interview and questionnaire, respectively. Based on insight from the literature review, interviews were held with participants to solicit their perceptions about the failure of Ghanaian Government projects. A questionnaire was developed based on the results from the interviews in order to determine the relative importance of the various failure criteria used as the evaluation tool. Findings Six main criteria were identified and used as the assessment framework for Ghanaian Government project failure. The findings indicated that Ghanaian Government projects fail on all the six failure criteria; however, the extent of failure differs from criterion to criterion. The worst failure criterion is meeting the projected timescale. This is followed by cost, requirement, stakeholder satisfaction, national development and contribution to the sector where projects are implemented, respectively. Practical implications From this study, government project practitioners and policy makers will be able identify the failure areas (criteria) on which to focus during government project implementation. Originality/value Though extant literature has been devoted to the success/failure criteria, attention has not been paid to comparison of the extent of failure within these criteria in government projects. Therefore, this study extends the literature in this regard as well as government project failure literature in general.
Article
Full-text available
Organizations have made significant investments in technology, hoping to gain competitive advantages in today's dynamic markets. Traditional organisational structures are rigid and highly bureaucratic. Previous evidence has shown that they cannot quickly or accurately respond to the constant changes of the business environment. Organisations should carry out significant changes and implement new practices more adjusted to reality, including the use of project and benefits management approaches, seeking a better use and control of existing resources and capabilities. As project management became crucial for the development of organizational strategies, by reinforcing professional skills and capabilities, it is of interest to carry out studies aiming to identify which factors contribute to projects success. The framework proposed in this paper assists organizations to identify and monitor the benefits of technological projects, allowing the answer to our main research question: " How can benefits and project management approaches help organizations to obtain more successful projects? " The results of the presented case study highlighted that the application of a benefits management process on the pre-identified critical success factors promoted better project management practices and ensured an effective impact on a project success.
Article
Full-text available
p>Cost and time overruns are the key problems of any construction projects. These issues are causing the negative impact on the development of country economic growth and prosperity. To overcome these issues, the paper is aimed to discover the most influence factors causing the project delay and cost overruns and recommend the possible measures by investigating case studies in three different countries in the world. Each country’s quantitative data from the past studies was selected to analyze and recommend the effective measures. A questionnaire survey was conducted in all three case studies adopting different data collection strategy. The reason of selecting three case studies is to outline the compare analysis of delay factors and to classify why different delay factors have different priority level of influence in project delay from one country to another country. The findings from the case studies exposed that the most influential factors in Australia are (1) planning and scheduling deficiencies, (2) methods of construction, (3) effective monitoring and feedback process, whereas in Ghana, (1) delay in payment certificates (2) underestimating of project cost, (3) complexity of projects are the most influential factors. However, in Malaysia (1) Contractor’s improper planning, (2) poor site management, (3) inadequate contractor experience are the most influential factors. This paper has also analysed the average and least impact of the delay factors causing project delay and cost overruns in those countries. The paper concludes that there are diverse groups of delay factors from one country to another country that causing project delay and cost overruns. It also concludes that there are diverse measures according to the nature of delay factors to reduce the impact on project delay and cost overruns in construction industry. Journal of Advanced College of Engineering and Management , Vol. 2, 2016, Page: 41-55</p
Article
Full-text available
Although widely recognized both in literature and among practitioners, project complexity may cause poor project success, with little empirical evidence supporting this contention. Therefore, this study analyzed, for the first time, the relationship between project complexity and success in complex construction projects and investigated how project complexity affects project success. First, project complexity is hypothesized to be negatively related to project success. Second, on the basis of literature review and expert interviews, a total of 245 questionnaire surveys on project complexity and project outcomes were collected in China. Project complexity was measured as information, task, technological, organizational, environmental, and goal complexities by correlation and factor analyses. Finally, the structural-equation modeling technique was used to test the hypothesis and explore the effect of different complexities on project success. The findings of this study support the hypothesized negative relationship between the complexity and success of complex construction projects. Furthermore, information complexity and goal complexity have significant negative effects on project success. The research would have significant theoretical and practical significance for improving the theory of complex project management and achieving project success in complex construction projects for project managers.
Article
Full-text available
This paper identified and assessed the importance of project management (PM) competencies of indigenous building construction firms (BCFs) in the Upper West region of Ghana. It also analyzed the relationships between the PM competency groups. Empirical evidence on 12 key PM competency groups were decoupled into 42 subgroups. These were identified and ranked in order of importance to project success of the 44 BCFs. A structural equation model was used to assess the causal relationship between the 12 PM competencies. The findings indicate that of the 12 PM competencies, project cost management, project risk management, and project quality management emerged as the most important to the success of a project. Again, there was a strong positive relationships between and among all the 12 PM competencies. The study argues that the findings could serve as a guide for the local BCFs in their future professional training and development programs.
Article
Full-text available
The research explores the historical development of project complexity. Projects are becoming more complex due to unexpected emergent behaviour and characteristics. Complexity has become an inseparable aspect of systems and also one of the important factors in the failure of projects. While much has been written about project complexity, there is still a lack of understanding of what constitutes project complexity. This research includes a systematic literature review to demonstrate the current understanding of commonalities and differences in the existing research. This was achieved by examining more than 420 published research papers, drawn from an original group of approximately 10,000, based on citations during the period of 1990–2015. As a result of this exploration, an integrative systemic framework is presented to demonstrate understanding of project complexity.
Article
Full-text available
Purpose – The purpose of this paper is to explore the development of a set of critical success factors (CSFs) for Ghanaian contractors. The factors collectively define a set of best practices which Ghanaian contractors should focus on improving if they are to attain internationally competitive performance. Design/methodology/approach – A systematic review of previous research, literature on existing programmes, models and frameworks commonly used for improving performance was undertaken to identify the most important success factors. The identified factors were scored and ranked with 16 of the most frequently occurring success factors selected. A questionnaire-based survey of Ghanaian contractors explored their perceptions of the most important success factors. Using factor analysis, the most important success factors were extracted. Findings – Eight CSFs were identified for Ghanaian contractors. These were: quality and zero defects culture, organisational design, work culture and work environment, client satisfaction, strategy, leadership, measurement, analysis of information and knowledge management and implementation of lean principles. Practical implications – The CSFs developed provides a ready set of criteria which can be used by contractors with little or no experience of benchmarking to compare their performance in best practices or to implement improvement programmes. Originality/value – The first formal set of CSFs for Ghanaian contractors is presented. Not much research work has been done on organisational CSFs that are focused by this research.
Article
Full-text available
Over the past decade there has been a growing literature on project success criteria, however there has been relatively little empirical data. This paper provides a significant contribution to the knowledge of project success by providing empirical data on the subject, by means of a survey of 150 Australian project managers on the subject of project success criteria. An analysis of the data found two distinct views: those that perceived project success solely in terms of the traditional project objectives of time, cost and quality; and those that considered success in terms of these objectives and the effectiveness of the project's product. The traditional project management success criteria of time, cost and quality still has a strong hold within the project management community in Australia. However, the most important success criterion was considered to be the product success criterion of meeting the owner's needs.
Article
Full-text available
The study sought to identify and assess the quality of project management practices as well as the criticalsuccess factors for projects in Ghana. The study adopted an exploratory approach and utilized a survey methodto collect data on project management practices of Ghanaian organizations. Purposive sampling was used inselecting the sample which comprised 200 managers from different economic sectors. Results from the studyindicated that the critical factors that contribute to the success of a project include top management support,effective communication, clarity of project purpose and goals, and stakeholder involvement. Documentation anddissemination of critical success factors and best practices in project management will improve the quality ofproject management in Ghana.The absence of a structured system of documentation of project management practices among Ghanaian projectmanagers has resulted in a dearth of empirical data. The inability of the researchers to sample organisationsacross Ghana is considered as one of the study’s limitations, an example of a geographical constraint. Thisresearch focused on the key factors and best practices that lead to the success of projects in Ghana.
Article
Full-text available
This paper resumes the discussion in information systems research on the use of partial least squares (PLS) path modeling and shows that the inconsistency of PLS path coefficient estimates in the case of reflective measurement can have adverse consequences for hypothesis testing. To remedy this, the study introduces a vital extension of PLS: consistent PLS (PLSc). PLSc provides a correction for estimates when PLS is applied to reflective constructs: The path coefficients, interconstruct correlations, and indicator loadings become consistent. The outcomes of a Monte Carlo simulation reveal that the bias of PLSc parameter estimates is comparable to that of covariance-based structural equation modeling. Moreover, the outcomes show that PLSc has advantages when using non-normally distributed data. We discuss the implications for IS research and provide guidelines for choosing among structural equation modeling techniques.
Article
Full-text available
Discriminant validity assessment has become a generally accepted prerequisite for analyzing relationships between latent variables. For variance-based structural equa-tion modeling, such as partial least squares, the Fornell-Larcker criterion and the examination of cross-loadings are the dominant approaches for evaluating discriminant validity. By means of a simulation study, we show that these ap-proaches do not reliably detect the lack of discriminant valid-ity in common research situations. We therefore propose an alternative approach, based on the multitrait-multimethod ma-trix, to assess discriminant validity: the heterotrait-monotrait ratio of correlations. We demonstrate its superior performance by means of a Monte Carlo simulation study, in which we compare the new approach to the Fornell-Larcker criterion and the assessment of (partial) cross-loadings. Finally, we provide guidelines on how to handle discriminant validity issues in variance-based structural equation modeling.
Article
Full-text available
Purpose The purpose of this paper is to identify and assess the likelihood of occurrence and degree of impact of the risk factors on construction projects within the Ghanaian construction industry. Design/methodology/approach A survey of randomly selected samples yielded responses from 34 contractors, 46 consultants, and 23 clients or owners (private and public) within the Ghanaian construction industry. Literature review is used to identify 25 relevant risk variables which were grouped into ten composite factors and then incorporated into the design of the survey instrument. Survey response data were subjected to descriptive statistics and analysis of variance (ANOVA), and subsequently the exposure rating levels were determined, which enabled the categorisation of the probability‐impact scores in low, medium and high levels. Findings Results of this study indicate a disparity of the ranking of the degree of occurrence and impact among the groups. There was a statistical difference at the p <0.05 level significant for five out of 25 risk factors occurrences as follows: “construction methods”, “inflation”, “weather condition”, “ground conditions and contaminant conditions” and “poor communication amongst project team” and only one for the degree of impact scores for “price fluctuation”. Based on the composite risk factors, the financial and economic factors were found to be the most likely to occur and have the most impact on projects, whereas legal risk factor was found to be a low weighted risk, as it had the least likelihood to occur and the least impact score. The post hoc comparisons using the Tukey HSD test also indicated differences between the contractor and clients in the ranking of construction methods risk variable, but no significant differences between contractors/consultants and clients/consultants. Research limitations/implications Geographically, only respondents from construction organisations in the Greater Accra Region were considered, which limits generalization of the findings. The research did not also distinguish foreign from local contractors in the classification, as literature has shown that the perception of the degree of impact and likelihood of occurrence of risk analysis could also vary according to the degree of ownership. Originality/value The paper makes a contribution by exploring the degree of risk occurrence and its impact on construction projects within a developing economy and much lesser studied context. The paper provides insights on the perception of risk among construction professions in Ghana and it also provides some insights on the current levels of risk for foreign contractors wishing to operate in Ghana.
Article
Full-text available
The purpose of this paper is to take a critical look at the question “what is a competent project manager?” and bring some fresh added-value insights. This leads us to analyze the definitions, and assessment approaches of project manager competence. Three major standards as prescribed by PMI, IPMA, and GAPPS are considered for review from an attribute-based and performance-based approach and from a deontological and consequentialist ethics perspectives. Two fundamental tensions are identified: an ethical tension between the standards and the related competence assessment frameworks and a tension between attribute and performance-based approaches. Aristotelian ethical and practical philosophy is brought in to reconcile these differences. Considering ethics of character that rises beyond the normative deontological and consequentialist perspectives is suggested. Taking the mediating role of praxis and phrónêsis between theory and practice into consideration is advocated to resolve the tension between performance and attribute-based approaches to competence assessment.
Article
Full-text available
The present work attempts to develop a multidimensional performance evaluation framework of development projects by considering all relevant measures of performance. In order to demonstrate the applicability of this performance evaluation framework, it has considered the case of Constituency Development Fund (CDF) projects constructed between 2003 and 2011 in Kenya and collected the viewpoints of 175 respondents comprising clients, consultants and contractors involved in the implementation of CDF projects with regard to their perception on 35 performance related variables. A five-point Likert scale was used as a response format for different variables with the assigned values ranging from 1 = Strongly Disagree to 5 = Strongly Agree. Exploratory factor analysis was applied to the collected data which gave rise to an instrument consisting of 27 items representing six factors. The findings further reveal that the items constituting these six factors essentially represent six key performance indicators (KPIs) namely time, cost, quality, safety, site disputes and environmental impact. The relative influence of each KPI towards overall performance of construction projects shows that time is the most important measure followed by cost while safety comes last in order of importance in the performance evaluation of CDF construction projects. The findings of this study have significant bearing on other similar kind of development projects undertaken in developing countries.
Article
Full-text available
Project success is a core concept of project management but its definition remains elusive. The project team must have a clear understanding of their project success objectives. This paper uses the logical framework method (LFM) as a foundation for defining project success. Using LFM, four levels of project objectives are identified: goal, purpose, output, and input. It is proposed that project success consists of two components—product success and project management success. Product success deals with goal and purpose; project management success deals with outputs and inputs.
Article
Full-text available
Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice. This is an important topic because projects are an increasingly common way of work, and the lines between project and process work are harder to discern. Increasingly, more project managers work in companies using program and portfolio management as a means to organize project-related work. The success of individual projects, therefore, impacts the wider organization in several dimensions and makes the concept of project and project management success that much more relevant. The topic is also important because it has a bearing on the future directions of project management in the strategic context.
Article
Full-text available
A major concern of the field of project management and a recurring theme in the literature, is that of project success. There are two major strands to this concern – how success is judged (success criteria), and the factors that contribute to the success of projects (success factors). Closely associated with this is concern for the competence of the project manager. On the one hand, the competence of the project
Article
Full-text available
This paper discusses the standing of project management in the academy. It does so from the viewpoint of business and management schools. The paper identifies five critical integrative challenges concerning research, how they might be better addressed and perhaps turned into opportunities. The paper builds on recent debates within the area of engaged scholarship and knowledge co-production, which call for greater focus on multi-disciplinarity and research–practice collaborations. The paper offers suggestions as to what project management scholars could do to tackle the identified challenges and thereby improve the standing of project management as a subject area within the academy and its contribution to the curriculum and research agenda of business and management schools. The paper ends with some thoughts about future debates on the role of project management research and teaching, especially how project management scholarship could help respond to some of the current criticism of business school research and how research could better inform management practice.
Article
Purpose The purpose of this paper is to examine the relationship between the three dimensions of leadership competencies, which refer to the competency school by Dulewicz and Higgs (2003) and impact on project success as well as the moderating influence of project type. Design/methodology/approach The mixed method was used and supported by survey questionnaire and semi-structured interview questionnaire. In total, 102 project managers as well as 11 senior project managers and people supervising project managers assigned to the projects participated in the study. Correlation analysis and regression analysis were performed to understand the relationship between leadership and project success. Findings The results provided empirical support for the influence of project manager’s leadership competencies, as well as their emotional and managerial skills on project success. What is more, the analysis of the results also pointed out that, depending on the type of the project, its success is influenced by other competencies. Research limitations/implications The research results are restricted by several limitations, i.e., the research model does not include the influence of other variables on the project success as well as operationalization methods of leadership and project success are not exhaustive. These limitations create possibilities for further analyses in this area. Practical implications The paper presented guidelines for the project management community concerning the proposals in terms of present management system modifications being about basing them on competencies and their development, as well as self-improvement of project managers. Originality/value The paper refers to the relationship between the leadership of the project manager and the success of the project in different types of projects and highlights how these relationships are formed in transitional economies.
Article
Abstract Purpose The past few decades have produced a number of investigations into the correlation between project managers’ competencies and project success. As a result, competencies lists have become extensive “shopping lists.” The purpose of this paper is to define the most important competencies to project success and investigate their correlations. Design/methodology/approach The authors surveyed project managers on the importance of 28 project manager competencies to project success. Data were analyzed using univariate and multivariate procedures. Findings Data show that communication, commitment and leadership appear as the three most relevant aspects. Multivariate analysis identified seven groups of competencies: leadership, self-management, interpersonal, communication, technical, productivity and managerial. Practical implications The results confirm a growing trend toward soft skills and reinforce the need for an update on project management education to fill the gap between theory and practice. Originality/value Project manager competencies lists have become too extensive, and the field is in constant change; therefore, this study updates the discussion and downsizes the number of competencies to fewer, more relevant items.
Article
Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by various factors, project managers play a very important role. This study aims to examine the relationship and impact of construction project managers’ emotional intelligence (EI), managerial competencies, and transformational leadership style on project success. A total of 107 Pakistani construction firms were studied with a view to measuring the effects of these variables on the overall performance of construction projects. The results show that project managers with high emotional intelligence who bear the desired competencies and exhibit transformational leadership behavior are effective leaders and ensure higher success in projects than their counterparts. The findings will assist project sponsors in selecting the appropriate project managers for their projects.
Article
Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable “space” of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as well as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.
Article
Advances in causal modeling techniques have made it possible for researchers to simultaneously examine theory and measures. However, researchers must use these new techniques appropriately. In addition to dealing with the methodological concerns associated with more traditional methods of analysis, researchers using causal modeling approaches must understand their underlying assumptions and limitations.
Article
The purpose of this investigation is to identify the key determinants of project success within the construction industry of Ghana using Wide Horizon Ghana limited as a case study. A self-administered questionnaire is used to gather primary data from relevant stakeholders within the scope of the study. The results showed that project manager’s influence and leadership style, project team members’ coordination, availability of resources and funds, organizational success and client’s satisfaction as well as the completion of projects on time were the main project success factors in the industry. Negative influences from stakeholders among others were seen as factors that contribute to project failure. It is recommended that Construction project managers or leaders should pay more attention to these success factors to ensure project success or minimize the rate of project failure within Ghana and the West African sub-region.
Article
Purpose Barnes’ Iron Triangle was one of the first attempts to evaluate project success based on time, cost and performance, which were portrayed as interdependent dimensions. Over time, these criteria were expanded and especially criteria taking the satisfaction of stakeholder groups into account are becoming more and more popular. The purpose of this paper is to find out whether specific patterns for the selection of project success criteria across various fields of applications emerged which has not been regarded in literature before. Furthermore, the authors seek to identify of additional key factors influencing project success assessment next to the choice of project success criteria. Design/methodology/approach The paper uses a review of recent literature published in academic journals, in standard references and in widespread project management frameworks (Organisational Competence Baseline, PRINCE2 and PMBoK Guide). Findings The findings show that Barnes’ ideas are an integral part of all approaches investigated in the study. Additionally, the relevance of the so-called “soft criteria” related to the satisfaction of stakeholder groups, could be substantiated. However, the authors found no indications that patterns for the selection of project success criteria have emerged across various fields of applications. Factors influencing project success assessment are not taken into account in the examined articles in a systematic manner. This motivates for further research in this field. Research limitations/implications Access limitations, papers not yet digitally available or the interpretations have an impact on the results. Practical implications For appropriate project assessment the sound and well-rounded selection of hard and soft criteria and the consideration that not the field of application, but influencing factors yet to be analysed influence the selection of project success criteria are crucial. Project management professionals should choose the criteria suitable for their projects individually on a project-by-project basis. Originality/value This paper reveals that no patterns have so far been developed to assess project success in various fields of application. Furthermore, factors influencing project success assessment are not considered in a systematic manner.
Article
The need for architects to possess key project management (PM) competencies to enable them to perform effectively and efficiently with other professionals in this collaborative multi-disciplinary team-based industry has engaged the attention of stakeholders in recent times. Notably, the PM skills required by project teams may differ significantly across different project professionals. While some PM skills may be common across all the professionals in the project teams, there is no denying the fact that some PM skills are likely to be significant to the role of architects in construction project delivery. However, the PM skills requisite for the architects’ work culture, team dynamics and the construction industry are not well established. The main aim of this study is to identify the critical project management competencies of architects in project delivery in the Ghanaian construction industry. Through the use of a questionnaire survey and means scores and Kruskal-Wallis analysis, 12 competencies were identified as important for architects. The findings should help architects to align their professional development towards improving their PM skills in the Ghanaian construction industry.
Article
Project outcomes in Ghana have been adjudged to be poor as a result of how projects are managed, the form project management takes, and the project management approaches used. Low project management expertise has been identified as a contributory factor to how projects have been managed in Ghana. In the current study, the author adopted an exploratory research design approach to investigate project management competency in Ghana, using a purposively selected sample of 200 managers. Competency scores were used to determine organizational project management competency levels. Results showed that Ghanaian managers possess varying degrees of project integration, human resource, communication, quality, risk, and scope management competencies. The study recommends the systematic and deliberate improvement of project management competencies in order to increase the rate of project success in Ghana.
Article
Transportation projects are increasingly complex. A systematic approach for measuring and evaluating complexity in transportation projects is imperative. Thirty six project complexity factors were identified specifically for transportation construction. Using factor analysis, this study deduced the six components of project complexity, namely sociopolitical, environmental, organizational, infrastructural, technological, and scope complexity. The Fuzzy Analytic Hierarchy Process (Fuzzy AHP) method was employed to determine the weights of the components and parameters of project complexity. Sociopolitical complexity was the most defining component of complexity in transportation construction. A complexity level (CL) was proposed to measure the overall project complexity. The application of the proposed approach was demonstrated in a case study of three transportation projects performed by a heavy construction company. As a quantitative measure CL enables managers to better anticipate potential difficulties in complex transportation projects. As a result, scarce resources will be allocated efficiently among transportation projects in a company’s portfolio.
Article
Purpose The purpose of this paper is to develop a quantitative comprehensive model for construction project success evaluation, from the viewpoint of a contractor company. Design/methodology/approach In this paper, the authors used a comprehensive definition of project success consisting of two components: Product success, which deals with the effect of the project's final product; and Project Management success, which focuses upon the project process. The research methodology includes five steps: identification of the critical performance indices for the two above mentioned components; quantification of the performance indices; normalization of the indices; integration of the various performance indices to develop an overall project performance function; and applying the model on a real project in Iran and analyzing the results. Findings This paper introduces a novel model to evaluate and measure the construction project success from the viewpoint of a contractor company. The results show that this model can be used as a reliable tool to measure the project performance of contractors and their points of strength and weakness can be determined precisely. Practical implications Analyzing the results of the case study shows that the evaluation model is absolutely applicable. All necessary elements to quantify the critical performance indices and overall project success can be recorded precisely and easily. Thus, this model can be used in every contractor company concerned about its projects’ performance. Originality/value The evaluation model proposed in this paper is a unique and comprehensive quantified model which considers difference between project success and project management success and all critical indices which can affect them.
Article
This multinational study of the contribution of the Project Management Body of Knowledge (PMBOK) to the success of construction engineering projects was performed to reveal cross-country similarities and differences. A survey questionnaire of professional engineers in the construction industry (project managers, stakeholders, and team members) was performed in Taiwan, Indonesia, and Vietnam. Structural equation modeling was used to determine the effects of PMBOK techniques/tools/skills (TTSs) on project success (PS). The contributions to the PMBOK include (1) a novel PS index (PSI) framework adapted from the American Customer Satisfaction Index and an importance-performance analysis (IPA) for prioritizing PMBOK TTS predictors of PS, (2) an IPA technique for identifying PMBOK TTS items that help construction practitioners improve PS by implementing effective managerial strategies, enhancing project performance, and improving the efficient use of management resources, and (3) guidance in the current use of PMBOK TTSs by practitioners and educators in the construction engineering field. Empirical data obtained in a cross-country comparison confirm that effective use of PMBOK TTSs substantially increases the probability of PS. Moreover, construction practitioners can develop management knowledge needed to increase the likelihood of PS based on TTS that this study identified as essential for project performance.
Article
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
Article
A competent project manager is vital to project success. While many studies have examined competency of project managers, few have done so in the context of green construction. Therefore, this study aims to identify challenges faced by project managers who execute green construction projects and to determine the critical knowledge areas and skills that are necessary to respond to such challenges. Through literature review, surveys and interviews with project managers, this study will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.
Article
Purpose Enterprise resource planning (ERP) projects failing to meet user expectations is a cause for concern as it often leads to considerable time and money losses. The purpose of this paper is to understand the causal factors for such failures in the Indian context. Design/methodology/approach A scientific case study research methodology was followed. The unit of analysis: a failed ERP project followed by a successful one in the same organization. Data were collected through interviews, observation and study of archival documents. Analysis was methodical and validated through a triangulation approach. Findings The results suggest that it is the manner in which key critical success factors (CSFs) such as top management support are operationalized; good project management; a smaller scope and a hybrid approach of integrating the legacy system with the ERP that facilitates adoption and leads to a succesful implementation. Research limitations/implications The study extends the work of earlier researchers in a new market – India. It identifies important constructs, composites of existing CSFs, which future research could measure as ex ante predictors of ERP project success. Practical implications The authors offer several guidelines related to the role of top management, the importance of simplicity of scope, change management steps – all of which would help implementation teams better manage projects. Originality/value The two case methodology of a failed implementation followed by a successful one in the same organization is unique, in the Indian context. This is the closest to a controlled experiment one can have in case study research. The findings pave the way for the development of predictive instruments of ERP project outcomes.
Article
Many different types of organizations use projects to accomplish specific tasks, especially tasks that involve innovation and change. However, there are often problems associated with both learning within projects and learning transfer from projects to the wider organization. Previous research suggests that these problems vary according to the organizational context, in particular the extent to which the organization is centred on the delivery of projects. Also, the link between project-based learning and organizational learning may be far from seamless, and may require the deployment of a range of learning mechanisms to be effective. In this article we explore and explain these problems through an empirical study which examined project-based learning across different organizational contexts. This study highlights the limitations of learning mechanisms based on reflection and codification. It suggests that firms generally only learn from projects, if at all, via the accumulation of experience amongst groups and individuals. The study suggests, however, that the accumulation of experience is most pronounced in organizational contexts which are project centred and where project management capabilities are well developed. In contrast, in organizations where projects are more varied and occasional, the struggle to exploit the highly heterogeneous forms of learning created within projects is greater.
Article
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.
Article
The term “competency” has not been clearly defined in the literature. Two main meanings of the term have been identified, one referring to the outputs, or results of training – that is, competent performance. The other definition referring to the inputs, or underlying attributes, required of a person to achieve competent performance. Each definition has been used to describe both individual and organisational competencies. A typology of the meanings of competency has been developed to show that the term has several meanings depending on the purpose for which it is used. The implications developed in this paper are directed toward reducing the confusion over the meaning of the term competency.