Does one project success measure fit all? An empirical investigation of Brazilian projects

Castro, Marcela Souto; Bahli, Bouchaïb; Barcaui, Andre; Figueiredo, Ronnié

doi:10.1108/ijmpb-01-2020-0028

Cited by 29 publications

(37 citation statements)

References 40 publications

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“…Osei-Kyei and Chan [59], Alashwal et al [60] and Castro et al [61] evaluated the performance of a construction project from the aspects of project investment and cost, local financial criteria, delivery quality and workers' safety, etc. The completed project plan and adequate project resources are acknowledged as two significant criteria for the project success in previous studies [13,62,63]. In a study by De Wit [55], measurements of project success are proposed, including the leadership or leader style in a PMT and public satisfaction toward the project etc.…”

Section: Literature Reviewmentioning

confidence: 99%

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

Chen

2021

Applied Sciences

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Construction activities taken place in ecologically fragile regions (EFRs) of China are facing a series of environmental obstacles. Studying critical success factors (CSFs) to arrive at the sustainable objectives for construction project in EFRs is needed. Understanding the interrelationships of these CSFs is one of the vital ways to achieve this. This paper identifies and analyzes 18 CSFs for construction projects in EFRs through a literature review from a multi-perspective and a case study of Korla City in China. The causal relationship between each CSF is obtained by pairwise comparisons and thereafter, an ISM (Interpretative Structural Modeling) method is employed to study the hierarchical structuring of the CSFs. As a result, we established a five-level ISM. Subsequently, an MICMAC (cross-impact matrix multiplication applied to classification) approach is implemented to partition and classify each CSF into four quadrants (independent, linkage, autonomous, and dependent) according to their driver and dependence powers. Through the implementation of an MICMAC approach, the degrees of relationship between each CSF is gained. The findings reveal that the studied 18 CSFs have a strong hierarchy and interrelationship. The project manager’s leadership style and economic viability are the root source of project success and has the highest influence, which is supported by the result of MICMAC analysis. CSF planning and implementation of sustainable strategies are more dependent and are influenced by others. The CSFs on the top level of ISM: conflict resolution, planning and implementation of sustainable strategies and resources of water play a significant role in arriving at the project success, and has a great potential for future study. The approaches implemented in this paper can be helpful for decision-makers and managers of construction projects in comprehending the interrelationships and the degrees of CSFs for construction projects in EFRs and for efficiently achieving the project success.

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Section: Literature Reviewmentioning

confidence: 99%

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

Chen

2021

Applied Sciences

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“…Project success refers to the accomplishment of the overall objectives of the project. A project that meets project stakeholder expectations is called project success (Westerveld et al, 2003;Castro et al, 2020). Project success itself is a complex issue.…”

Section: Project Successmentioning

confidence: 99%

“…Construction companies rely on their competitive advantages to survive in a competitive business market (Gudienė, Banaitis, Podvezko, & Banaitienė, 2014;Shin, 2012). The competition makes it imperative for construction organisations to focus on their strengths for achieving project success (Gumilar, Zarnić, & Selih, 2015;Castro, Bahli, Barcaui, & Figueiredo, 2020;Zuo et al, 2018;Belout & Gauvreau, 2004). Successful construction projects are important for the country's development because these provide physical infrastructures such as roads, dams, parks, museums, and overpasses.…”

Section: Introductionmentioning

confidence: 99%

“…Researchers argue that human factors play an important role in project success(Müller et al, 2013;Castro et al, 2020;Shahhosseini & Sebt, 2011).Ng et al (2009) extracted seventeen (17) strength factors classified into six components that are: market position, human resources, equipment-related factors, finance, managerial abilities, and project successrelated factors. Saqib, Farooqui, and Lodi (2008) grouped organisation strengths into seven categories: factors of project management, client-related factors, procurement factors, project manager-related factors, design team-related factors, contractor-related factors, business, and work environment-related factors.…”

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confidence: 99%

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Project Success: Role of Organisation Strengths and Project Management Competencies

Ayyaz

Khan

Aslam³

et al. 2021

HSSR

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Purpose of the study: This research examines the major organisation strength factors, important project management competencies, and the criteria for project success, and their interrelationship. Methodology: A mixed-method approach is applied with a positivist stance to test the validity of the proposed hypotheses. Based on the detailed literature review and five expert interviews, 'organisation strengths' are identified and classified into three subcategories, making a second-order construct. A survey strategy is used to collect data from PMO individuals of construction organisations. SmartPLS software is used to analyse 97 responses. Main Findings: The results of this study support the proposed relationship. It suggests that organisation strengths influence project management competencies and project success. Furthermore, resources and capabilities influence project success. The findings are in line with the literature suggesting that organisation resources and capabilities are important for project success. Application of the study: This study is relevant for PMO individuals, especially in construction organisations. The findings highlight the importance of organisational strengths that lead to build project management competencies and eventually attain project success. These organisational strengths are of great significance to both the researchers and industry practitioners. The originality of the study: This study has applied a mixed-method approach. The model in the study empirically tests the organisation strength factors affecting project success. Furthermore, the study used SmartPLS software to test the influence of organisation strength to increase project management competencies and their cumulative effect on project success.

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“…The review of the extant literature suggests that the performance evaluation of the construction projects has been gradually shifting beyond the traditional measures. The several researchers suggest that in addition to the iron triangle measures, but the customer satisfaction, budget, schedule, and the project manager's competence should also be considered as the performance evaluation criteria [17][18][19][20][21][22][23][24][25][26][27][28]. The buildings and infrastructure need to be evaluated based on their iron triangle, customer satisfaction, budget, schedule, and project manager competence for the overall success and well-being of their end users.…”

Section: Introductionmentioning

confidence: 99%

A Review on Key Performance Indicators for Measuring Real Estate Project Success

Rani¹,

Singh²,

Taneja³

et al. 2021

IJSDP

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The purpose of this study is to find numerous key performance indicators for measuring real estate project success. A Systematic literature review was adopted to achieve the research objective. The main objective of a systematic literature review is to identify, evaluate, and synthesize existing research. A total number of "82" papers from ABDC journals and other journals and conference papers, including thesis, book chapters, were used to identify all the success factors. The study reveals that most of the previous studies have considered three-factor cost, quality, and time, but a few factors have taken other success factors such as budget, schedule, client satisfaction, project manager competence. So there is a dire need to explore additional determinants as the real estate project success is influenced by several other variables. After the systematic literature review there are many other performance indicators such as customer satisfaction, budget, manager qualification and schedule are becoming important for good performance of construction project. The findings of the study have numerous suggestions and these implications are not only for the educational area but also for the construction sector. The study provides a direction for construction organizations and the researcher's future studies.

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Does one project success measure fit all? An empirical investigation of Brazilian projects

Cited by 29 publications

References 40 publications

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

Project Success: Role of Organisation Strengths and Project Management Competencies

A Review on Key Performance Indicators for Measuring Real Estate Project Success

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