Model for Predicting Architect's Performance in Building Delivery Process

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThe aim of this study is to construct a model that can be used to predict the architect's overall performance in the Nigeria building delivery process and to provide adequate understanding of the criteria which constitute the model. Architect performance criteria were identified from existing literature within the domain of architect responsibilities and developed into a two-part questionnaire survey. The survey involves clients of recently completed building projects in Nigeria. The first part of the questionnaire survey consists of 71 clients which were used to construct the model while the second part consists of another 17 clients which were used to validate the model. Based on this data, a predictive discriminant analysis model of two-group cases (good and poor performance) was developed. The model shows that the predicted architect's overall performance is significantly correlated with the actual validated client ratings (0.783 at 99% confidence interval). The results show that if architects want to achieve good performance, they should give a high level of performance to 'effective communication of design to contractor and other participants'; 'effective constructability review'; 'assistance in quality management strategies and clarity and consistency of specification with drawings' . The study would give architects a fore knowledge on how to ensure good performance in their future enterprise.

Examining the Performance Level of Project Management Competencies of Architects in Ghana Using Gap Analysis Approach

“…Traditionally, all the professionals that constitute the project team (architects, civil, structural, mechanical and electrical engineers and quantity surveyors) perform both task functional and managerial important roles irrespective of the management approach adopted in the delivery of the construction projects and the roles are crucial towards the attainment of the project goals. Oyedele et al (2003) empirically attested that, PM practice has become an integral part of architecture practice in most developing countries. Inspite of this observation and development affirmed by Oyedele et al (2003), it can be attested that, practically, PM penetration in the construction industry in respect of architectural consulting practice at the infantry stage.…”

“…Oyedele et al (2003) empirically attested that, PM practice has become an integral part of architecture practice in most developing countries. Inspite of this observation and development affirmed by Oyedele et al (2003), it can be attested that, practically, PM penetration in the construction industry in respect of architectural consulting practice at the infantry stage. Against this, demonstrating some level of PM skills is critical to the success of architects in deliverying high tasks performance in project delivery across all the project life cycle phases (Odusami, 2002).…”

Identification of the critical project management competencies of architects in the Ghanaian construction industry

“…The generic assessment of the critical PM competencies of architects (see Table 3) reveals both expected and unexpected results. The emergence of 'Effective cost control and financial resource management skills', 'Efficient communication with all project participants and stakeholders', 'Effective in managing different persons À client, main and sub-contractors À and expectations' and 'Personal and project time management skills' seems to support studies by Dogbegah et al (2011) and converge with the comparative assessments in the body of literature on factors influencing team performance and role effectiveness (Ling 2002;Oyedele et al 2003;Ogunsemi et al 2008;Dogbegah et al 2011). According to Dogbegah et al (2011), skill in management of financial resources remains among the key competencies required of all project professionals in the Ghanaian construction industry.…”

“…Ling (2002) and Oyedele et al (2003) revealed that architects are gaining employment in organizations and the construction industry beyond their traditional roles. Fadamiro and Ogunsemi (1996), Odusami and Iyagba (2001) and Lampel (2001) agreed that architects are most suitable for project leadership, based on their knowledge and skills in the relevant fields of managing and delivering construction projects.…”

“…However, Ogunsemi et al (2008) revealed that architects need to advance their knowledge and skills in project management (PM) to be able to perform effectively as project team leaders as well as team participants in their traditional and emerging contemporary roles in the construction industry. Oyedele et al (2003) also considered that given the diversity of employment opportunities and roles of architects in the construction industry, PM skills are critical for their performance in project delivery. Love et al (2005) have also argued that globalization has led to a need for shared understanding of basic project management competencies, knowledge and techniques across all project team participants in the delivery of construction projects.…”