Critical success criteria for mass house building projects in developing countries

Ahadzie, Divine Kwaku; Proverbs, David; Olomolaiye, Paul

doi:10.1016/j.ijproman.2007.09.006

Cited by 249 publications

(238 citation statements)

References 39 publications

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“…The concept of project success is developed with criteria and standards to help project participants to complete projects with the most desirable results [8]. However, this concept remains somewhat of an enigma as there is no agreement on what should be the critical success criteria on construction projects despite several studies [9]. A project is considered an overall success when the project achieves the technical performance specifications and missions, also a high level of satisfaction concerning the project outcome among organization, project team and users [10].…”

Section: Project Successmentioning

confidence: 99%

Critical success factors for construction project

Ramlee¹,

Tammy²,

Noor³

et al. 2016

AIP Conference Proceedings

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Abstract.A construction project failure primarily defined as disappointment in either one or the combination of cost, time, quality, and management. This study is an effort to identify the Critical Success Factors (CSFs) and the relationship between various attributes of a project success. A preliminary comprehensive literature study of previous research works served as the basis of the CSFs, which will be the guide factors to predict the probability of a project success. At the end of the study, the contribution of each critical success factor to the project success will be established.

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Section: Project Successmentioning

confidence: 99%

Critical success factors for construction project

Ramlee¹,

Tammy²,

Noor³

et al. 2016

AIP Conference Proceedings

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“…Following the same line, it is not frequent to find management information regarding the need for intervention in adjoining buildings, which is paramount to the reduction of damage in such buildings. Information regarding planning is also overlooked, namely a quantification of labour, pace of work, specialised resources, technical capacity of the companies involved and technical monitoring needs, although all these are important for the success of the project (Chan et al 2002;ahadzie et al 2008;niu et al 2010;Parfitt, Sanvido 1993). Also absent from the analysed project designs are information regarding costs of intervention in urban areas, of maintenance period and the attribution of eventual tax benefits or incentives under the law into force.…”

Section: Case Study First Phase -Desk Review Of Building Retrofit Promentioning

confidence: 99%

A system for the management of old building retrofit projects in historical centres: the case of Portugal

Oliveira

Lopes

Sousa

et al. 2017

International Journal of Strategic Property Management

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ABSTRACT. The retrofitting works in old buildings require appropriate knowledge of the vernacular techniques. Previous researches have identified retrofitting works as more intrusive and using more unnecessary demolition materials than real needs. This study constitutes a new framework that focuses on the project management success of old building retrofitting in historical centres by developing a methodological system for this purpose. It uses a construction sector system approach, reviews legal requirements, framework specifications, recommendation practices and sustainable measures adapted to old building projects. It presents 50 parameters adapted to these works' specificities that could be used by construction market stakeholders. The research uses a case study methodology divided in two parts. The first one involves the review of building retrofitting projects in historical centres, complemented by a questionnaire in the second part. The results of the projects review have shown little concern with the underlying sustainability aspects of retrofitting works in all project designs analysed. However, the questionnaire results have revealed a high interest and applicability of all parameters omitted in the project designs data. The study describes a useful management system in a toolkit format which might contribute to reduce uncertainty in the management of retrofitting projects in historical centres.

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“…Ahadzie et al [11] agree that there is not much accord on the determinants of project success, and that these ambiguities make it difficult to monitor project outcomes.…”

Section: Defining the Success Measures In Projectsmentioning

confidence: 99%

“…Project failure is defined in this case as the loss of value to Grootegeluk. This loss of value will be determined from three points adapted from Tishler et al [12], and the fourth point from Ahadzie et al [11], which is specific to the mining industry. Their different points of view to measure success of a project are: These four points are similar to those from an extensive study by White and Fortune [13] on the criteria for judging project success.…”

Section: Defining the Success Measures In Projectsmentioning

confidence: 99%

An Empirical Study on the Critical Success Factors of Small to Medium Sized Projects in a South African Mining Company

Randt

Waveren

Chan

2014

The South African Journal of Industrial Engineering

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Projects that fail, for whatever reason, can impact negatively on society, organisations, and other stakeholders. A number of researchers have identified various critical success factors (CSFs) that can influence the outcome and success of a project. This research therefore aims to determine the CSFs that influence various success measures of small-to medium-sized projects at a South African mining company, Exxaro Resources' Grootegeluk Coal Mine. Other objectives of this research include determining the extent of the impacts of these CSFs on the different success measures of a project. The investigation suggests that there are correlations among CSFs, and that certain factors impact the outcome of projects far more than others. This research finds that the single most important CSF for small-to medium-sized projects is the selection of a competent project manager. The competent project manager is characterised by a group of interrelated CSF factors: good leadership, commitment, and learning from past experiences. Based on the research results, other CSFs are discussed and explored in order for recommendations to be made on how this mining company, and possibly other organisations, can achieve greater project success. OPSOMMINGMislukte projekte kan negatiewe impakte op die samelewing, organisasies en ander belanghebbendes hê. In die literatuur is daar reeds verskeie kritiese suksesfaktore geïdentifiseer wat die uitkoms en sukses van 'n projek kan beïnvloed. Hierdie navorsing mik daarna om die kritiese suksesfaktore wat verskeie suksesmaatstawwe van klein-tot mediumgrootte projekte by Exxaro Resources se Grootgeluk steenkoolmyn in Suid-Afrika beïnvloed. Nog 'n doelstellings van die studie sluit in die bepaal van die mate van die impak van hierdie kritiese suksesfaktore op die verskillende suksesmaatstawwe van 'n projek. Die ondersoek dui daarop dat daar korrelasies onder kritiese suksesfaktore bestaan en dat sekere faktore 'n baie groter invloed op die uitkoms van projekte het as ander. Die belangrikste kritiese suksesfaktor vir klein-tot mediumgrootte projekte is die aanstel van 'n bevoegde projekbestuurder. 'n Bevoegde projekbestuurder word gekenmerk deur etlike onderlinge kritiese suksesfaktore, naamlik goeie leierseienskappe, toewyding en ervaring. Ander kritiese suksesfaktore word op grond van hierdie studie bespreek en ondersoek om aanbevelings te maak oor hoe die mynboumaatskappy, en moontlik ander organisasies, verbeterde projek sukses kan behaal.

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Critical success criteria for mass house building projects in developing countries

Cited by 249 publications

References 39 publications

Critical success factors for construction project

Critical success factors for construction project

A system for the management of old building retrofit projects in historical centres: the case of Portugal

An Empirical Study on the Critical Success Factors of Small to Medium Sized Projects in a South African Mining Company

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