Evaluation of project outcomes

Liu, Anita M. M.; Walker, Anthony

doi:10.1080/014461998372493

Cited by 174 publications

(120 citation statements)

References 20 publications

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“…Hence, in order to perform effectively, a reciprocal requirement exists, whereby each participant requires the other participants to perform their duties effectively and in harmony with the others. Notwithstanding this mutual dependency, the performance of individual participants remains important because overall project performance is a function of the performance of each participant (Liu and Walker, 1998). …”

Section: Introductionmentioning

confidence: 99%

Modelling the satisfaction of contractors: the impact of client performance

Soetanto

Proverbs²

2002

Engineering, Construction and Architectural Management

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An assessment of the performance of UK clients on 55 'case projects' as considered by contractors is presented and used to develop models of contractors' satisfaction. Principal component analysis reveals five dimensions to contractor satisfaction, classified in thisunderstanding of their own needs', (iv) 'quality of clients' brief', and (v) 'financial aspects of performance'. Knowledge of these models should enable clients to perform better, which is conducive towards satisfactory participant performance and overall project performance. The models identify three key aspects of client performance that are found to significantly influence contractors' satisfaction levels, namely (i) the capability of the client's representative, (ii) the client's past performance and project management experience, and (iii) the financial soundness and reputation of the client. Additionally, the nature of the project and certain characteristics of contractors also influence satisfaction levels. The models demonstrated accurate predictive power and were found to be valid and robust. Clients could use the models to help improve their performance leading to more successful project implementation. This will also promote the development of harmonious working relationships within the construction project coalition.

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Section: Introductionmentioning

confidence: 99%

Modelling the satisfaction of contractors: the impact of client performance

Soetanto

Proverbs²

2002

Engineering, Construction and Architectural Management

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“…=0.657) largely depend on the absolute level of performance attained based on the pre-determined criteria. Hence, appreciation of project benefit could be achieved through the client/user acceptance of the project, feel pleasure and satisfied (Walker and Liu, 1998). Surprisingly, the two components, pleasant environment (sig.…”

Section: Principal Component 2-client Satisfactionmentioning

confidence: 99%

Analysis of Effectiveness Measures of Construction Project Success in Malaysia

Takim¹,

Adnan²

2009

ASS

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Project effectiveness measures are normally used by most researchers and practitioners to judge project performance and project success. This paper provides an empirical analysis of measures of success in terms of effectiveness performance in the development of construction projects in Malaysia. A survey was conducted in Malaysia among the four project stakeholders: the Government, private clients, consultants, and contractors. In total 93 respondents completed the questionnaire. Lists of effectiveness of success measures were identified for the respondents to identify their level of success criticality to the Malaysian construction projects.The data were analysed by means of statistical analysis i.e. ranking of variables based on the mean values, Analysis of Variance (ANOVA) and factor analysis techniques. The first finding revealed that the level of success criticality with regards to project efficiency performance in the development of construction projects in Malaysia is according to the specific requirements and priorities of different project stakeholders. The second finding shows that effectiveness measures are related to the project 'results' achieved in the development of construction project. These are represented by the five principal factors namely: Learning and Exploitation; Client Satisfaction; Stakeholder Objectives; Operational Assurance and User Satisfaction. It is anticipated that the findings reported in this paper could be important for future strategies and guidelines for the development of projects in Malaysia.

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“…Emergent project requirements goals arise from stakeholders' reflective learning (Schön, 1983) informed by the interaction of: the emerging solution and their needs; emergent and prior understanding of those needs; and incompatibilities between stakeholder needs. Liu and Walker's (1998) adoption of the iterative "behaviour-performance-outcome" (B-P-O) model of individuals' perception of goals, performance and outcomes encompasses individuals' iterative perceptions of intent, goal setting and outcomes and thus provides a useful structure to interpret the observations of this study. Specifically, by linking goal setting with the aggregated behaviour of individuals within an organisation, the B-P-O cycle allows client stakeholder reflections on the developing solution to be related to the emergence of new requirements if observed outcomes are perceived to not reflect goals.…”

Section: Understanding the Clientmentioning

confidence: 99%

“…Hoorn et al (2007) suggest that the realisation of an initial brief is secondary to generating the stakeholder value that results from customer satisfaction. In construction, Liu and Walker (1998) note that project success is evaluated by stakeholders' value judgements and is, thus, framed by their values, experience, and expectations rather than success factor targets alone.…”

Section: Understanding Successmentioning

confidence: 99%

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

Thomson

2011

Construction Management and Economics

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Construction industry reliance on performance metrics fixed at the project outset is being superseded by increasing use of emergent client judgements to characterise success. Clients may still consider a project that fails to meet formalised time, cost and performance goals successful if it satisfies emergent requirements not understood during initial briefing.Construction practitioners do not routinely recognise that client awareness of requirements improves as projects progress. Internal conflict among the client stakeholders and their reflections on the emerging project solution help client stakeholders to better understand their needs. Dissatisfaction results when these emergent requirements are not acknowledged. The need for practitioners to recognise and respond to these issues is explored by paradigmatic case study of an office relocation and refurbishment project. The role of the 'Project Sponsor' as a synthesiser of client requirements and reflections on the emerging solution was observed to be subverted by stakeholders in a client body who found their emergent requirements were not acknowledged by construction practitioners. By characterising the harmful effect of pluralistic client complexity and emergent requirements on perceptions of project success, the rationale for a revised project sponsor role to better address these influences on perceptions of project success is contributed.

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Evaluation of project outcomes

Cited by 174 publications

References 20 publications

Modelling the satisfaction of contractors: the impact of client performance

Modelling the satisfaction of contractors: the impact of client performance

Analysis of Effectiveness Measures of Construction Project Success in Malaysia

A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success

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