Quantifying combination effects of project management practices on cost performance

Abstract

This paper presents an analysis method that quantifies the relationship between project management practices and the cost performance of construction projects. The analysis method includes a series of analysis procedures and methods: data measurement and transformation, contingency table analysis, logistic regression, and a composite index.Step-by-step analysis procedures and methods are described along with the data obtained from 143 owner projects to examine the effect of nineteen project management practices on cost performance. The analysis method uncovers the minimum implementation levels of project management practices for better cost performance, and quantifies the combined effects of project management practices on cost performance varied by their implementation levels. The analysis results generate specific and quantitative information used in implementing project management practices for better cost performance. This information will help practitioners achieve improved cost performance in the most effective and efficient way. The analysis method designed with a series of statistical methods makes it possible to produce useful quantitative information for the implementation of project management practices.

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

“…Respondents were also provided with a series of statements relevant to the practices of Whilst there appears to be a wide recognition of progress tracking as a necessary project control mechanism, the practice of using the actual cost or project expenditure to represent progress can be considered a more 'traditional' project management practice (Suk et al, 2016) that embodies what exactly EVM is moving away from. The distinction of the earned value (progress to be achieved relative to the budget) from the actual cost (the actual project expenditure to date) in EVM offers a more accurate representation of the progress achieved so far whilst the use of project expenditure or actual cost alone can be misleading in many cases (Sutrisna et al 2012).…”

“…Project management has established itself as a mature multi-discipline profession that continuously grows with its distinctive tools and techniques in managing projects (Winch 2002;Suk et al 2016). These well-established tools and techniques have been specifically designed to support project managers in monitoring and controlling activities at any point in time during the course of the project (PMI 2013).…”

Modelo de gobierno de tecnología de la informatión para mejorar el desempeño de proyectos de negocio minorista

“…De acuerdo a Suk, Chi, Mulva, Caldas, and An (2017) para mejorar el desempeño de proyectos es necesario identificar los mejores atributos de gestión. En este sentido, los factores más importantes que inciden en cada apartado, se obtuvieron a partir de las respuestas del cuestionario y mediante el índice de severidad de Mendenhall, la tabla 3 muestra los 10 factores más relevantes.…”

A influência da gestão de integração e de mecanismos culturais no desempenho de projetos: o caso de construção civil no segmento farmacêutico

“…O modelo proposto permite avaliar de forma mais realista o desempenho prospectivo dos projetos e, assim, ajudar na tomada de decisões e ações preventivas. Suk et al (2016) apresentam um método de análise que quantifica a relação, a partir de 143 projetos analisados, entre práticas de gerenciamento de projetos e o desempenho de custos de projetos de construção. Examinam o efeito de 19 práticas de gerenciamento de projetos no desempenho de custos, revelando níveis mínimos de implementação de práticas de gerenciamento de projetos para um melhor desempenho de custo e quantificam os efeitos combinados das práticas de gerenciamento de projetos no desempenho de custo.…”