Swedish construction clients' views on project success and measuring performance

“…According to Shenhar et al, (1997) cited in Al-tmeeny, Abdul-Rahman & Haron (2010) although time, cost and quality are handy measures, they have been disapproved for not really being one homogenous measurement. These shortcomings of the conventional way of measuring success led to additional success measures proposed such as: satisfaction of interpersonal relation with project team members, client's satisfaction, fitness of purpose, profitability, and project goals (Frodell, 2008;Lim & Mohammed, 1999;Pinto & Pinto, 1991;Pocock, Hyun, Lim, & Kim, 1996). This paper considered only cost and time as measures of project success because they are the objective measures mostly referred to in the Nigerian construction industry.…”

Section: Project Success Criteriamentioning

confidence: 99%

Change Order Management Factors in Building Projects in Northern Nigeria

Kolawole¹,

Peter²,

Gerryshom³

2015

ASS

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A change is an amendment or addition with respect to the original plans, specification or other contract documents and vital factor in construction project management. A change order is an instruction from an employer approving a change. Construction projects in Nigeria have suffered deleteriously as a consequence of extensive change orders, which has manifested in cost and time overruns, disputes, arbitration, litigation and even the abandonment of projects and this negatively impacts on the efficiency of the Nigerian construction industry.This paper explore the extent change order management strategies correlate with overall building project in Nigeria. Thirty strategies for managing change order were identified through intensive literature search. Twenty -one factors peculiar to the Nigerian construction industry were used to develop a questionnaire. A total of 323 questionnaires were administered through stratified random sampling to respondents in the cities of Abuja, Kano and Bauchi. The study targeted construction Consultants namely Architects, Quantity Surveyors Building Engineers, Service Engineer (Electrical & Mechanical), Contractor and Building owners in three sub-study cities. The study recorded an overall response rate of 80.8 %. Using SPSS version 22, the questionnaire was subjected to reliability test. Statistical analysis was used using average index; spearman correlation coefficient; factor analysis and multiple regression were used to analysis data from survey questionnaire. The study reveal that change orders are better manage at the design stage and that clear and thorough project brief, better initial planning and thorough detailing of design are the three topmost management strategies. The study established that overall project success is impacted by change order management with a R 2 of 0.252, meaning that change order management at the design stage accounts for 25.2% of the variation in building project outcomes. The Spearman's (rho) also show strong agreement among respondents. The study concluded that proper adoption and use of project implementation phase principles by project sponsor, increased effort at the design stage of projects by project participant and allocation of adequate resources to project requirement will help minimize change orders in project delivery in Northern Nigeria

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“…Being the main person in any project, the perspective of client has drawn more attention compared to other stakeholders. For example, Frodell (2008) depicts an empirical result that shows success measures like keeping project on time, within budget, maintenance costs and project goals as well as ensuring profitability are important criteria. At the meantime, Ellatar (2009) suggests a trilogy perspective framework on construction project.…”

Section: Project Success Criteriamentioning

confidence: 99%

Reviewing the Notions of Construction Project Success

Wai¹,

Yusof²,

Ismail³

et al. 2011

IJBM

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Defining project success is an elusive topic. The lack of an agreed definition for project success has long been the reason for failing to define and evaluate success. In fact, the matter of whether or not it is necessary to define success remains a huge doubt. The topic may become more complicated in the context of construction industry. The reasons are high inherent risk, one-of-a-kind end product and vulnerable to various uncertainties. As the construction project success expands rapidly, the need for identification of new research area increases simultaneously. This paper, therefore, provides a review of the project success notions and proposes a conceptual framework that identifies the relationship between success factors and criteria as a new research area in construction project success. This paper will help researcher to identify the most devoted notions of construction success and attract more researches to enhance the construction project success.

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Swedish construction clients' views on project success and measuring performance

Cited by 50 publications

References 19 publications

Statybos projektų įgyvendinimą lemiančių sėkmės veiksnių daugiakriterė analizė

Statybos projektų įgyvendinimą lemiančių sėkmės veiksnių daugiakriterė analizė

Change Order Management Factors in Building Projects in Northern Nigeria

Reviewing the Notions of Construction Project Success

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