Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

Abstract

The success of a construction project depends on different factors, the knowledge of the project managers, and the type of project being developed. In this paper, based on a review of the literature, 23 factors are identified as critical and they are grouped into top-management support, project manager’s skills, project team skills, and stakeholder-management knowledge. A framework with 23 hypotheses is developed to assess the relation between these factors and project performance. The analysis of the framework is conducted based on the responses obtained from a survey of 266 engineers working on construction projects in Qatar. The results show a positive relationship between critical success factors and project performance. The highest positive perception is shown for stakeholder engagement by the top management (mean = 5.589 ± 0.582) and the lowest positive perception for the need to predict stakeholder influence (mean = 3.939 ± 0.852). The analysis of the relative importance of these factors shows that the top-management support category is ranked highest for the success of a project. Although the perceptions are based on Qatar’s study, the success factors, their relationship with project success criteria, and project performance are global; therefore, the framework could be tailored and applied in different project contexts.

The Environmental Influencing Factors of the Realization of Engineering Construction Harmony from the Perspective of Ren–Shi–Wu: Evidence from China

“…Therefore, in the database of Web of Science Core Collection, documents on the topic of engineering harmony and related keywords, such as project success, project performance, and project satisfaction, were collected. In terms of influencing factors, many scholars have studied the key influencing factors of whether the project can achieve harmony [16][17][18][19], discussed the interaction between these key factors and engineering harmony, and analyzed the causes of engineering disharmony [3,20,21]. It mainly includes the following aspects.…”

‘Buildability’ in the Digital Age: A Phenomenological Discourse of Industry Practitioners’ Perceptions

“…Discipline/Field of Service Years of Experience [1] Project Manager-Consultant 30 [2] Project Manager-Consultant 30 [3] Construction Manager-Contractor 28 [4] Construction Manager-Contractor 30 [5] Estimator/Tendering Manager-Contractor 16 [6] Commercial Manager (Post-Contract)-Contractor 16 [7] Estimator/Commercial Manager (Pre-Contract)-Consultant 28 [8] Schedulers/Programme Manager-Consultant 34 [9] Engineer-Consultant/Employer 20 [10] Engineer-Contractor 17 [11] Architect 34 [12] Estimator/Commercial Manager (Post-Contract)-Consultant 17…”

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