Critical Success Factors for Sustainable Construction Project Management

Abstract

It is necessary to identify critical success factors (CSFs) that affect the construction process. This paper’s aim is to define the CSFs considering views of all construction project stakeholders. The contribution of this paper is to categorize project success factors into categories and quantify the effect of each category taking into account the effect of all stakeholders on project efficiency and progress. To achieve this objective, a comprehensive literature review was carried out. After literature review, 40 success factors were compiled into seven categories: project-related factors, company- and work-related factors, client-related factors, project management factors, design-team-related factors, contractor-related factors, project-manager-related factors. Consequently, a survey including these listed success factors was prepared and distributed to various experts in the construction field to be ranked; 148 responses were received. Employing the Relative Importance Index (RII) and traditional Analytic Hierarchy Process (AHP) method with Saaty random index that prioritizes these CSFs, the collected data were analyzed after receiving responses. Even though there were disagreements in stakeholders’ views and their goals, significant areas have been identified as project financial issues, managerial aspects, and authorities’ approval mechanism. The outcome of this paper would be used by construction industry professionals to support, evaluate, and measure the success of projects for better allocation of resources.

Factors Influencing Clients’ Commitment to Sustainable Construction Practices

“…Contrarily, factors such as client objectives, culture and norms were found to have highmedium influence as against Abisuga and Oyekanmi [19] who found them as top influencing factors. The importance of client's involvement, mechanism of financial involvement, environmental and financial benefits of the practice was also highlighted from the result of this study and supported by Elforgani and Rahmat [21], Gunduz and Almuajebh [37], Hwang et al [38], and Schweiger et al [50]. Similarly, this study supports the result of Sourani and Sohail [41] who identified knowledge and perception factors, political and regulative factors, and financial factors as factors that influence the public clients to address sustainable construction.…”

“…However, different factors are militating against the construction industry's sustainability initiatives [30][31][32][33][34][35][36]. The extant literature shows that most of these factors are client-related [21,[37][38][39]. Although these facts subsist, studies have not provided a practical means of dealing with the factors that affect the implementation of sustainable construction with respect to clients [40].…”

“…For example, Gunduz and Almuajebh [37] identified clients-related factors such as influence of client/client's representative and mechanism of financial payments among the top critical success factors for sustainable construction project management. Hwang et al [38] revealed that the client related barriers such as perceived higher initial capital costs, uncertain trade-off between environmental and financial benefits, and lack of government support have the most significant impacts on three project objectives of cost, schedule and quality.…”

Prediction of Client Support on Contractor Performance as a Critical Success Factor

“…Gunduz and Almuajebh listed client related factors for sustainable construction project management. These include [33]: client's expe-Journal of Building Construction and Planning Research rience in the construction industry, mechanism for financial payments and finally client's influence or representative. Late payment is pointed out by Simaya and Maro as a challenge that faces local government authorities hence not being able to achieve value for money [34].…”

Development of the RACI Model for Processes of the Closure Phase in Construction Programs

“…In order to successfully carry out the work in the closeout phase, activities that systematically establish a closeout plan at the planning phase can be taken into account. However, these were excluded from the research scope of this study because most of the studies so far have focused on the key success factors of the overall construction project at the planning phase rather than on practical research regarding specific processes at the closeout phase [22][23][24][25][26].…”