Performance measurement and the prediction of capital project failure

Chen, Hong Long

doi:10.1016/j.ijproman.2015.02.009

Cited by 34 publications

(45 citation statements)

References 57 publications

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“…Turner Norris, 1990;Tayler, 1992;Milosevic & Patanakul, 2005;Shenhar & Dvir, 2007;Chan et al, 2002;Milosevic & Patanakul, 2005;Shenhar et al, 1997;McLeod et al, 2012;Mir & Pinnington, 2014;Chang et al, 2013;Shao et al, 2012;Heravi & Ilbeigi, 2012;Frinsdorf et al, 2014;Henriksen & Christian Røstad, 2010;Chen, 2015;Menches & Hanna, 2006;Barclay, 2008;Henriksen & Christian Røstad, 2010;Lenfle, 2012 Naoum, 1994;Larson, 1995;Chan et al, 2002;Shenhar & Dvir, 2007;Kumaraswamy & Thorpe, 1995;Westerveld, 2003;Lim & Mohamed, 1999;Khan et al, 2013;Baker et al, 1988;Pinto & Rouhiainen, 2001;Milosevic & Patanakul, 2005;Chang et al, 2013;Prakash & Nandhini, 2015;Mir & Pinnington, 2014;Shenhar et al, 1997;McLeod et al, 2012;Dendena & Corsi, 2015;Prakash & Nandhini, 2015;Ika et al, 2012;Delarue & Cochet, 2013;Pisarski et al, 2011;…”

Section: Financial Benefits Strategic Benefitsmentioning

confidence: 99%

“…Criteria Sub-criteria Authors Frinsdorf et al, 2014;Henriksen & Røstad, 2010;Chen, 2015;Menches & Hanna, 2006;Barclay, 2008 Environmental sustainability Henriksen & Røstad, 2010;Masrom et al, 2015; Social Sustainability: Public welfare (Park et al, 2013;Henriksen & Røstad, 2010; Economic sustainability Henriksen & Røstad, 2010) Environmental sustainability (Kumaraswamy & Thorpe, 1996;Chan et al, 2002;Ika et al, 2012) Social Sustainability: Social costs, social benefits, Ethics Ika et al, 2012; Economic sustainability: Sustainable project outcomes Ika et al, 2012) Impact Stakeholders Impact: Quality of stakeholder participation in the planning process -openness, equity, dialogue, Customer satisfaction, End user satisfaction, Benefits for external and internal users (Van Buuren & Nooteboom, 2009;Jukić et al, 2013) Organizational Impact: Top management, Subjective, Risk, technological and behavioural impact, Integration of the project achievements with the existing knowledge, proximity and productivity effects, investment and land use impacts and employment effects (Rosacker & Olson, 2008;Oviedo-García, 2016;Laird & Venables, 2017) Environmental and Social Impact: What other positive or negative effects may occur because of the project, Project impact, effect of the project on gender equity, Social Cost Benefit Analysis -SCBA, Equity, Nature effects, esthetics, specific social effects, distribution effects, Environmental impacts, job creation, awareness campaigns, Socioeconomic and environmental impact, Environmental impact analysis (Samset & Christensen, 2017;Van Wee, 2012;Van Wee & Roeser, 2013;Van Wee, 2012;Cubí et al, 2014) Stakeholders Impact: Customer satisfaction (Kärnä & Junnonen, 2017;Willar, 2017;Zhang & Fan, 2013;Masrom et al, 2015...…”

Section: Gaps/issuementioning

confidence: 99%

“…Journal of Management in Engineering,12(1), 34-39. (Irani & Love, 2002;Liu et al, 2014) Strategic Benefits: Strategic and Tactical benefits, Market and non-market benefits, Organizational capacity, The political, general and other benefits, Private and social benefits (Irani & Love, 2002;Parra-López et al, 2009;Jukić et al, 2013) Financial Benefits: Profitability, Economic success (Heravi & Ilbeigi, 2012;Frinsdorf et al, 2014;Henriksen & Røstad, 2010;Chen, 2015;Menches & Hanna, 2006;Barclay, 2008 Norris, 1990;Tayler, 1992;Milosevic & Patanakul, 2005;Shenhar & Dvir, 2007;Chan et al, 2002;Milosevic & Patanakul, 2005) Strategic Benefits: Benefits to the organization and preparing for the future, Project / product / business success, Reoccurring business, Strategic objective of client organizations and business success, Reputation, consumer loyalty, benefits, relationships, Providing capabilities for the organization Shenhar et al, 1997;McLeod et al, 2012;Mir & Pinnington, 2014;Chang et al, 2013) (Makarova & Sokolova, 2014;Rosacker & Olson, 2008;Van Wee & Roeser, 2013;Ling 2003;Barbin Laurindo & Moraes, 2006;Van Buuren & Nooteboom, 2009) Project achievements: Meeting customer needs, Achievements of project's goals, Value added, Credibility, feasibility, Relevance (Icmeli Tukel & Rom, 2001;Zhang & Fan, 2013;Makarova & Sokolova, 2014;Shek & Yu, 2012;Lauras et al, 2010;Ramezani & Lu, 2014;…”

mentioning

confidence: 99%

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Understanding project evaluation – a review and reconceptualization

Haass

Guzman

2019

IJMPB

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Purpose The purpose of this paper is to understand the underlying logics applied by different project evaluation approaches and to propose an alternative research agenda. Design/methodology/approach This paper explores the project evaluation literature via conducting a qualitative research applying systematic literature review and thematic analysis. Findings The project evaluation literature has mainly concentrated on the objective aspects of project evaluation and overlooked the subjective aspects that reflect the temporal, dynamic, complex and subjective nature of today’s projects. The authors propose a meta-framework that helps project practitioners to select an appropriate project evaluation criterion for their projects by considering the strengths and limitations of their preferred project evaluation model as well as making project evaluators aware of the underlying logics associated to diverse project evaluation approaches. Research limitations/implications This study suggests that new conceptual approaches to deal with some of the major challenges in the project evaluation field. Practice-based views, narrative analysis and actor-network theory are likely to be useful tools to better understand and cope with the projects’ uncertainty and complexity. Practical implications The findings of this research assist project management practitioners and particularly project evaluators to enhance their understanding of the subjectivity, complexity and dynamics of current projects. To increase the reflexivity and resilience of project evaluation practice, this study also proposes new directions to apply different criteria, sub-criteria and indicators to the evaluation practice. Originality/value The originality of this study relies on transcending the conventional objective and rational approaches prevailing in current project evaluation practices. It proposes a research agenda that pave the way to address the shortcomings of conventional project evaluation practice.

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Section: Financial Benefits Strategic Benefitsmentioning

confidence: 99%

Section: Gaps/issuementioning

confidence: 99%

mentioning

confidence: 99%

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Understanding project evaluation – a review and reconceptualization

Haass

Guzman

2019

IJMPB

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“…Other themes include measurement, scope and technology selection. Chen (2015) contended that a large percentage of overall project success can be attributed directly to the way the programme is measured. During this case study, it became clear that the business case had been adjusted multiple times to manipulate a desired outcome.…”

Section: Stakeholders' Involvementmentioning

confidence: 99%

Stakeholders’ different perspectives of critical success and risk factors in a case of large-scale system implementation across Africa

Scheepers

Whelpton

2018

South African Journal of Business Management

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Background: Most large information technology (IT) projects fail, costing businesses billions of rand while delivering limited benefits. This has stimulated considerable, yet inconclusive, research into the reasons for project success and failure. Objectives:The study explores a massive IT system implementation project, throughout Africa, that cost the organisation almost four times its annual profits and taken more than 10 years. The majority of South African and other African companies in the financial services sector still run on old legacy IT systems and will have to undergo similar exercises. The conceptual model of critical success factors presented here could be used as a high-level blueprint for these future large information system implementations. Method:The research questions required in-depth exploration of circumstances and incidents during the project life cycle and the case study method was the most appropriate design. Thirteen stakeholders were interviewed in a semi-structured interview format.Results: This exploratory case study delivers a comprehensive conceptual model that covers the high-level phases of successful large IT project delivery. It shows that project success only occurs when all critical tasks across the effectiveness and efficiency dimensions of a project are planned, performed and measured accurately. Conclusion:The differences in perspectives between stakeholder groups in the project ecosystem are highlighted, as well as their consequences. The study also contributes to the existing literature by providing a comprehensive formula for the accurate identification of overall project risk.

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“…Project supply chain optimization and coordination, integrated by supply chain optimization and project management, has been applied into project implementation process, such as residential buildings, communication systems and transportation systems [4]. A typical project is usually managed by one manufacturer, who procures various materials from more than one supplier.…”

Section: Introductionmentioning

confidence: 99%

Coordination in project supply chain based on uncertainty theory

Lian

2018

IFS

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In this paper, we investigate channel coordination of project supply chain based on uncertainty theory. The project is conducted by one manufacturer, whose materials are provided by different suppliers. To complete the project before its deadline, the manufacturer needs to consider two elements-the on-site task duration and the material delivery lead time. Due to the lack of historical data, these two elements are assumed as uncertain variables. Through modeling and analyzing, the time-based contract is proved to achieve channel coordination if the manufacturer can decide the following two terms: the targeted material delivery date, and the fraction and the timing of the delayed payment. The manufacturer and his suppliers can have a win-win outcome by contract design. The impacts of variables' uncertainty degrees are discussed as well. Generally speaking, uncertainty degrees' increases bring more risks to the project's completion. However, it is proved that the manufacturer can still keep his profit by changing the bonus and penalty even if the on-site duration and material delivery lead time's uncertainty degrees increase.

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Performance measurement and the prediction of capital project failure

Cited by 34 publications

References 57 publications

Understanding project evaluation – a review and reconceptualization

Understanding project evaluation – a review and reconceptualization

Stakeholders’ different perspectives of critical success and risk factors in a case of large-scale system implementation across Africa

Coordination in project supply chain based on uncertainty theory

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