Journal Article•
Analysis of Project Success Criteria in the Nigerian Construction Industry
10 Feb 2013-International Journal of Sustainable Construction Engineering and Technology-Vol. 4, Iss: 1, pp 31-47
TL;DR: In this article, the authors examined the relative importance of the project success criteria in the Nigerian construction industry and determined the correlation among the project satisfaction criteria and concluded that there are four major components of construction project success in Nigeria- user-related factors, professionals' factors, organisational factors and other minor factors.
Abstract: This paper examined the relative importance of the project success criteria in the Nigerian construction industry. It also determined the correlation among the project success criteria. Based on the literatures reviewed, the study proposed a framework for measuring project success in the construction industry. The respondents for the study were the government, private clients, consultants and contractors. Three hundred copies of questionnaires were distributed to capture data on the subject, but only 86 were returned and used for the study. The paper captured respondents that are resident in Lagos state, Nigeria and chosen by convenience from selected organizations used for the study. The data were analysed with SPSS 16 through the use of frequencies, mean scores, factor analysis and correlation. Factor analysis was employed because the mean scores showed that all the project success criteria were at least important. Nine principal components were finally merged into 4 through the factor analysis using the Varimax rotation with Keiser normalization. The study found out that all the project success criteria were important but their level of importance differs according to the factor analysis carried out. Therefore, it was concluded that there are four major components of construction project success in Nigeria- user-related factors, professionals’ factors, organisational factors and other minor factors. The minor factors were found to be related to both organizations and projects but were not highly rated by respondents for determining construction project success. The study also concludes that project success criteria goes beyond meeting cost, time and quality target, it includes users’ satisfaction, professionals’ fulfilment and achievement of organizational goals. The recommendation of the study was that for construction projects to be successful, attention must be paid to users’ related factors, professionals’ factors and organizations’ factors.
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TL;DR: In this paper, the authors compared the performance of international and local construction contractors in the context of the Saudi Arabia construction industry as an example of international construction practices, and statistically quantified the effects of company ownership upon thirteen project performance indicators.
Abstract: International construction contractors are practitioners operating in a complex environment of uncertainty. To be successful, they must learn to effectively execute projects in multiple regions and societies with multinational/multiethnic teams. This paper compares the performance of international and local construction contractors in the context of the Saudi Arabia construction industry as an example of international construction practices. The research statistically quantifies the effects of company ownership upon thirteen project performance indicators. It concludes by pointing out that international contractors have not only overcome the common challenges of delivering projects outside their resident country, but seem to have found success in the unique Saudi Arabian construction environment.
11 citations
03 Jan 2018
TL;DR: In this paper, the authors examined the likelihood, degree of impact and probability of risk occurrence on tendering and procurement of construction projects and concluded that risk issues are better solved at bidding and procurement phase than construction phase as the case has been.
Abstract: The construction industry is plagued by risks above other industries due to its unique features which include the complexity of building activities, extended period of construction, complicated processes, financial intensity and dynamic organisational structure. These risks are not adequately dealt with and result in increased cost, time and reduced quality. While many types of research have been conducted on construction risks, only a few types of research have investigated the impact of risk (at tendering and procurement stage) on construction projects before they commence. Meanwhile, risk issues are better solved at bidding and procurement phase than construction phase as the case has been. Therefore, this paper examines the likelihood, degree of impact and probability of risk occurrence on tendering and procurement of construction projects. It also investigates the significant sources of tendering and procurement risks, the level of awareness and adoption of risk management techniques in construction tendering and procurement. The questionnaire for the study was administered on building contractors and consultants. A total of 44 questionnaires were retrieved and used for the analysis of the study. The statistical tools used for analysis are frequencies, percentages, mean scores and t test. The findings of the study revealed 17 significant sources of risk among the 35 that were investigated. Risks with high likelihood of occurrence, the degree of impact and high probability of occurrence were also indicated in the study. Based on the findings, it was concluded that respondents are aware and adopt risk management techniques on construction projects, but their adoption is at response level rather than identification level. Therefore, the recommendation of the study is that awareness should be created on the need for risk identification before construction projects commence. This should be implemented at professional and organizational level. Construction stakeholders should guard against risks with a high degree of impact and probability of occurrence during tendering and procurement of construction projects. Therefore, this study contributes to the body of knowledge by investigating the significant sources of risks to tendering and procurement, likelihood of risk occurrence, impact of risks and probability of risk occurrence in tendering and procurement.
Keywords: Construction projects, Cost overrun, Impact of risk, Probability of risk, Procurement, Sources of risk, Tendering and procurement.
7 citations
Cites background from "Analysis of Project Success Criteri..."
...This response rate is acceptable and not uncommonly low as noted in Dosumu and Onukwube (2013)....
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TL;DR: In this paper, a set of novel categorizations of the success criteria has been developed, called Success Breakdown Structure (SBS), based on a list of success criteria, previously recognized important by other researchers, and the relative importance of each success criterion is measured by means of a survey questionnaire.
Abstract: For the last couple of decades, researchers/managers have realized that the traditional success criteria known as golden triangle (time, cost, quality) are not adequate measures to align a project with the long term success trend of a company. The perception of project success may differ from one industry to another or from one stakeholder (client, contractor, etc.) to other. Petrochemical projects are of high complexity and a vast variety of parameters needs to be monitored in order to produce on spec products according to the customer requirements and market dynamic changes. To be successful in such complex projects, it is required to be successful in every phase of the project lifecycle. In this study, project success has been linked to four dimensions (efficiency, business success, impact and future preparation) and is investigated from client’s point of view. Based on a list of success criteria, previously recognized important by other researchers, a set of novel categorizations of the success criteria has been developed, called Success Breakdown Structure (SBS). The relative importance of each success criterion is measured by means of a survey questionnaire. It was found that almost all success criteria are important for clients and the efficiency dimension of success plays the most important role in the long term success achievement in client’s organization.
5 citations
01 Sep 2006
TL;DR: In this article, a grey area between green and red examples of project success is identified. But it is not always as simple as that because there is a gray area between these green or red examples.
Abstract: Measuring project success is a key aspect of project management. If a project is delivered on schedule, within budget and satisfying all stakeholders, then it should be getting a bright green light. If a project is delivered late and over budget, with all the stakeholders dissatisfied with the outcome, then clearly it should be getting a flashing red light. However, it is not always as simple as that because there is a grey area between these green or red examples.
3 citations
TL;DR: In this paper, a questionnaire survey was conducted with practitioners from contractor organizations and 111 valid responses were obtained, which indicated that only 50 influential factors were relevant in Malaysian construction project and these were categorised into 8 specific components namely: management, purchasing, expediting, transportation, site storage and condition, supplier, contractual and governmental interference.
Abstract: Construction projects are plagued with the issue of poor project performance such as low productivity, wastage, time overrun, compromised quality and cost overrun. Research literature reveals that this issue occurs partly due to ineffective materials management. Nonetheless, the effective management of materials seems like a viable solution to enhance the performance of any construction projects. Despite its importance, not much literature has explored the influential factors for effective management of materials. Since the identification of factors is an essential step to recommend any improvement efforts, thus, this paper examines the influential factors for effective materials management. A questionnaire survey was conducted with practitioners from contractor organisations and 111 valid responses were obtained. Data was analysed using exploratory factor analysis via the IBM SPSS version 21 software. Results indicate that only 50 influential factors were relevant in Malaysian construction project and these were categorised into 8 specific components namely: management, purchasing, expediting, transportation, site storage and condition, supplier, contractual and governmental interference. Summarily, findings reported in this paper constitute part of a questionnaire development process for a research project undertaken to develop an effective materials management model for better projects performance. Thus, the outcome of this study may assist practitioners in decision making process by understanding the identified influential factors that contribute to effective materials management.
2 citations
References
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TL;DR: In this paper, the authors propose a new framework to consider success criteria, The Square Route, for IS-IT project management, which is based on the concept of stakeholder benefits against which projects can be assessed.
Abstract: This paper provides some thoughts about success criteria for IS–IT project management. Cost, time and quality (The Iron Triangle), over the last 50 years have become inextricably linked with measuring the success of project management. This is perhaps not surprising, since over the same period those criteria are usually included in the description of project management. Time and costs are at best, only guesses, calculated at a time when least is known about the project. Quality is a phenomenon, it is an emergent property of peoples different attitudes and beliefs, which often change over the development life-cycle of a project. Why has project management been so reluctant to adopt other criteria in addition to the Iron Triangle, such as stakeholder benefits against which projects can be assessed? This paper proposes a new framework to consider success criteria, The Square Route.
2,245 citations
"Analysis of Project Success Criteri..." refers background in this paper
...Traditionally, the criteria for measuring project success had been adjudged to be scheduled time, budgeted cost and required quality (2, 6, 10, 5) but all these were regarded as efficiency measures (20)....
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...Atkinson (1999) highlighted many project success criteria that were categorized into four with a view to providing how the criteria work....
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TL;DR: In this paper, a comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, "What factors leads to a successful project?" and "What factor leads to consistently successful projects?"
Abstract: A comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?” This paper draws on new empirical research from more than 70 large multi-national or national organizations to answer each of these three questions, and to identify 12 factors that are, in one way or another, critical to project success.
1,695 citations
"Analysis of Project Success Criteri..." refers background in this paper
...Traditionally, the criteria for measuring project success had been adjudged to be scheduled time, budgeted cost and required quality (2, 6, 10, 5) but all these were regarded as efficiency measures (20)....
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TL;DR: In this paper, the authors use the concept of project success as a core concept in project management, but its definition remains elusive and the project team must have a clear understanding of their project success objectives.
Abstract: 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...
1,038 citations
"Analysis of Project Success Criteri..." refers background in this paper
...This was supported by (3) position which classified project success into project management success and product success....
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...It is on this ground that many other writers (5,14,17, 3,1) concluded in their studies that project success criteria is far beyond time, budget and quality as they noted that project success criteria are multidimensional....
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TL;DR: The authors highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) and concludes with a discussion on the traditional state of the research, criticizes its assumptions and offers alternative metaphors and recommendations for future research.
Abstract: This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research
698 citations
"Analysis of Project Success Criteri..." refers background in this paper
...Ika (2009) disagreed with the traditional criteria of project success by noting that projects have often enough been delivered within time, cost and quality only to be considered failures while other projects that have exceeded time or cost constraints are generally considered successful....
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...Table 8 indicates that the first eleven (11) criteria were very important while the remaining nineteen (19) were important criteria....
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...Further to this, (11) explained that efficiency is to do things right while effectiveness is to do the right things....
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TL;DR: In this article, the authors present results of a qualitative study of the adoption of Project Management (PM) practices in an Information Technology (IT) division of a large manufacturing company and present the results of the qualitative study.
Abstract: This paper presents results of a qualitative study of the adoption of Project Management (PM) practices in an Information Technology (IT) division of a large manufacturing company. Structured inter...
254 citations
"Analysis of Project Success Criteri..." refers background in this paper
...Kendra and Taplin (2004) believed that project success can be derived through four dimensions which are project manager skills and competencies, performance measurement systems, organisational structures at project level and supporting management practices....
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