Implementation of 3D Integration Model for Project Delivery Success: Case Study

Tumpa

et al. 2023

SASBE

Self Cite

PurposeDespite considerable research on the subject, there is still some misunderstanding about what characterizes successful project delivery in construction projects. Evaluating project delivery success is crucial for organizations since it enables them to prepare for future growth through more effective project management mechanisms and rank the organization's projects for continuous improvement. There is considerable disagreement over a set of success criteria that can be applied to all kinds of projects when evaluating project delivery success, making it a complicated procedure for practitioners and scholars. This research seeks to alleviate the problem by validating and testing a systematic project delivery success model (3D integration model) in the Australian construction industry. The aim is to establish a dependable approach built upon prior research and reliable in evaluating delivery success for any project type.Design/methodology/approachBased on a novel project delivery success model, this research applies a case study methodology to analyse 40 construction projects undertaken by a single Australian project management consultancy. The research utilizes a mixed-method research approach and triangulates three sets of data. First, the project delivery success (PDS) scores of the projects are calculated by the model. Second, a qualitative analysis targeting the performance of the same projects using a different system called the performance assessment review (PAR) scores was obtained. These culminate in two sets of ranking. The third step seeks validation of results from the head of the partnering organization that has undertaken the projects.FindingsThe findings of this study indicate that the 3D integration model is accurate and reliable in measuring the success of project delivery in construction projects of various sizes, locations and durations. While the model uses six key performance indicators (KPIs) to measure delivery success, it is evident that three of these may significantly improve the likelihood of PDS: value, speed and impact. Project managers should focus on these priority aspects of performance to generate better results.Research limitations/implicationsRestrictions inherent to the case study approach are identified for this mixed-method multiple-case study research. There is a limitation on the sample size in this study. Despite the researcher's best efforts, no other firm was willing to share such essential data; therefore, only 40 case studies could be analysed. Nonetheless, the number of case studies met the literature's requirements for adequate units for multiple-case research. This research only looked at Australian construction projects. Thus, the conclusions may not seem applicable to other countries or industries. The authors investigated testing the PDS in the construction sector. It can assist in improving efficiency and resource optimization in this area. Nonetheless, the same technique may be used to analyse and rank the success of non-construction projects.Originality/valueDespite the research conducted previously on the PDS of construction projects, there is still confusion among researchers and practitioners about what constitutes a successful project delivery. Although several studies have attempted to address this confusion, no consensus on consistent performance metrics or a practical project success model has been formed. More importantly, (1) the ability to measure success across multiple project types, (2) the use of triple bottom line (TBL) to incorporate sustainability in evaluating delivery success and (3) the use of a complexity measurement tool to adjust delivery success scores set the 3D integration model apart from others.

Section: Project Success Modelsmentioning

confidence: 99%

Section: Project Success Modelsmentioning

confidence: 99%

See 1 more Smart Citation

Validating and testing a project delivery success model in construction: a mixed-method approach in Australia

Ghanbaripour

Tumpa

et al. 2023

SASBE

Self Cite

“…In related research, Ghanbaripour et al (2017) used a case study of a new subway station in Tehran, Iran, to measure the project delivery success (PDS) score based on planned versus actual performance. This study focused on the merits of the project implement phase.…”

Section: Head Contractor Success: Conceptualizationmentioning

confidence: 99%

The empirical relationship between contractor success and project innovation

2022

ECAM

Self Cite

PurposeInnovation during project delivery is contested space. The aim in this research is to empirically explore the theory of this contested space and how project implementation can be optimized by the contractor to deliver better outcomes. It is hypothesized that project innovation has a proportional and measurable relationship to contractor success.Design/methodology/approachBased on a novel conceptual framework, this research applies a case study methodology to analyse 31 construction projects undertaken by a single Australian middle-tier contractor. Benefits from innovation are not often equitably shared. There are risks and rewards. The project innovation zone is defined as a combination of three key performance indicators – efficacy, efficiency and margin – merged into a single index that most likely shows evidence of “working smarter”.FindingsClient–contractor project innovation (c2pi) is demonstrated to be strongly correlated with head contractor success (HCS), yielding an r2 value of 71%. Innovative projects mostly show positive change in efficacy, efficiency and margin when comparing “planned” and “actual” outcomes. Across the cases studied, 35% demonstrated likely evidence of innovative delivery and 52% demonstrated evidence of success from the construction contractor's perspective.Originality/valueThese findings verify that, within the studied sample, the pursuit of innovation leads to projects that are likely to also have greater success for the head contractor, evidenced by the mix of five critical success factors: finishing on schedule, making profit, and having less defects, less accidents and higher quality workmanship. These outcomes arguably also apply to sub-contractors, where the head contractor assumes the role of “client”.

“…Note 1. a new area of project environmental management has been added to the PMBOK Guide's existing knowledge areas to recognise the emerging importance of sustainability in modern projects (Ghanbaripour et al, 2017) Since it is not possible to optimise all KPIs, an equation has been derived by Langston A successful project is one that delivers more scope for less cost, time and risk as per the equation (𝑃𝑃𝑃𝑃𝑃𝑃 = 𝑆𝑆 3…”

Section: D Integration Modelmentioning

confidence: 99%

The effect of project manager’s management style on project delivery success in construction projects

Ghanbaripour

Golmoradi

International Journal of Construction Management

et al. 2020

Self Cite

This study explores the type of management styles adopted by construction project managers (PM) in Iran and the relationship between the styles chosen and project success. A sample of 139 project management practitioners participated, and the results were analysed using robust statistical methods. The results show that although most of the PMs tend to take determined approaches, the rate of adoption of this management style slightly differs from that of the other styles. The results also present that the four dimensions of management style, namely interaction, flexible, proactive and external, would lead the projects to achieve better outcomes and increase the likelihood of success. The findings form an insight into the current practice and may be useful for PMs to improve their management abilities and skills.