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Introduction: Construction Project Management Success Factors
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The essay is done to evaluate the different parameters that are responsible for the success of the management of construction projects. The construction projects have a number of factors which are to be kept in focus before the initiation of the project. Two stages have been evaluated in the completed project and the use of case studies are used to evaluate the factors that cause the failure or success of the project. The essential driving factors are being analysed in a detailed manner in relation to the successful completion of the construction projects.
Discussion
Stage 1: Review and analyse academic research articles
Research gap/question
According to the article on the evaluation of the critical factors that lead to the success or failure of construction projects, there are a number of unexplored domains by the different researchers that are the literature gaps of the project. The critical factors and parameters that lead to the success and failure of the projects are variable and this depends on the complexity and the nature of the construction projects (Klaus-Rosi?ska & Iwko, 2021). The framework that is being evaluated in this research is to be applied in practical construction projects and there should be an optimization system with the use of feedback.
The research question from the articles are:
- What are the lists of the criteria and indicators that lead to the success and failure of the project?
- What is the respected weightage of each of the parameters?
- How do these parameters affect the status of the projects?
Research methods
The use of primary research methods is used in the research to evaluate the parameters that have a critical impact on the success or failure of the project. The data that are being used in this research are all collected with the help of surveys and questionnaires are being prepared to get appropriate insights from the survey data. The research has effectively used data and the data-centric approach is essential to obtain appropriate insights from the understanding of the project requirements and demands. The approach of the research is inductive and positivism is the philosophy in which the research in the article is being conducted (Altuwaim, 2023). From July to September 2012 there was a survey that was used to gather this data in Vietnam. The responses of the community are taken in as the quantitative data and these data are evaluated using a number of statistical models and tools. The average response rate was about 63% and about 381 questionnaires were collected and from that about 115 questionnaires were being rejected due to lack of information. About 44.33% of responses are taken finally for the research on the basis of data collected from the surveys.
Research findings
The data are being evaluated and the results from the data are evaluated with the use of statistical models that are useful for the obtaining of the insights. The respondents have evaluated that essence to evaluate the factors that lead to the success of the project. About 16% of the respondents did find the research is valuable or the betterment of their project and the further research is being conducted using more statistical models (Adabre & Chan, 2019). The use of descriptive statistics has been evaluated for the central tendencies of the data and the relative weights of each of the contributing parameters are obtained from the descriptive table of the responses data. The framework that is used for the evaluation of the parameters in the research is due to the combination of the construction industry and the point of view of experts and authors. Forty Six criteria are used to detail the indicators and eleven indicators are useful for the evaluation of the success of the construction project. The essence of criteria that are connected with time, quality and cost are being stressed and kept in primary focus.
Figure 1: Responses obtained
(Source: provided)
Stage 2: A case study analysis of a construction project
Project Overview
The Opera House construction project marks the construction of the iconic Opera House in Sydney. The monumental project has many factors that have led to the final status of the project upon completion. This building was created back in the civilisation as a mark of a cultural landmark and as a monument to resemble the high artistic excellence (Wu, 2019). The objectives of the project included the creation of a state of art monument that can offer high-level acoustics, enhanced brilliance and world-quality facilities that can be used to provide a place for artists to express their art and performances.
Figure 2: Project Overview
(Source: self-created in MS WORD)
The monument was aimed to be a location where the exchange of artistic values can be respected and facilitated. The cultural exchange was to be fostered by the provision of a monument where diverse artists can express their art forms. Tourism is to be enhanced and the cultural identity and reputation of the city is to be enhanced with the construction of the Opera House (Wuni, & Shen, 2023). The key stakeholders of the project are identified and the essential stakeholders are the government authorities who are responsible for the funding and compliance of many governmental regulatory policies, the owners of the project, the engineering and management firms, the cultural and artistic communities and the local communities. The scope of the project includes the selection of the site for the construction, effective planning and design of the monument, construction of the monument, collaboration with communities for cultural exchange, effective quality assurance, sustainability and formulation of strategies and methods to keep a check on the factors for the successful completion of the project.
Success or failure of the project
The Opera House project is one of the most prestigious projects as it was the project to build and strengthen the cultural identity of Australia and to enhance the exchange of culture and art. The project started in 1957 when the Australian government did select an architect with the help of a competition which can be used to show the creative side of Austral and to express the technical capacities in a clear manner. No parameters were being set for the evaluation of the budget and no timeframe for the completion of the project was provided. In the year 1958, the competition was won by the architect Jorn Utzon and he was appointed as the architect to predict and construct the future of the monument (Fewings & Henjewele, 2019). He has presented the details of the essential resources, in the form of a red book but the details of all the elements were not available for the success of the construction project. Though the project stands tall in the present times, the opera house project is one of the biggest failures, from the perspective of financial resources and architecture. The decision for the initiation of the construction was being done from the side of the client and this decision was taken in spite of the information that the constructional design was not completed by Utzon.
Insights in improving project performances and achieving success
The construction project of the Opera House is standing as a symbol to present the cultural identity and monument to promote cultural and artistic exchange in Sydney. This project is successfully standing, but the project is actually a failure because of the overhead cost that was spent for the construction. The understanding of the condition that led to the failure of the project can be used to evaluate the factors that are to be focussed on for the betterment of the construction project (Chan, 2019). The lack of a transparent project plan and leadership caused the launching of the project without any final plans that are to be followed. The decision to change the plan of followers was taken in a short time and very much before the initiation of the project. The relation of the partnership was followed in between the engineer and Utzon which created chaos in management as there was no particular leader to follow.
Figure 3: Cycle Of Critical Success factors
(Source: self-created in draw.io)
The management of the project failed from the start as proper plans of management were absent in this construction project. The non-planned budget caused the rise of unexpected and unexplored overhead costs, which caused the lack of resources for the success of the project. The costs started to rise soon after the initialization of the project and then the budget was divided in 3 parts and the government had to intervene in the project to approve funds upon actual completion of the particular structures of the monument. There was no set time frame for the completion of the project (Moeuf, et al. 2020). Delays in the completion of the project led Utzon to leave the project with his plans and the rest of the project required new plans that utilised more money. The failure of the project has stressed on the importance of the factors of changes that are to be done in the organisation according to the priorities in the operation, incorrect estimation of the requirements of the project and the changes that are needed in the objectives according to the change of priorities.
Conclusion
The essay has evaluated the different parameters for the success and failure of the project. The factors that are to be kept in focus while a construction project for the effective construction are being analysed and evaluated. The case study of the Opera House construction of Sydney, Australia is being used to evaluate the factors that cause the failure of projects and the insights that are useful for the betterment of the management of the construction project. The success of the project is dependent on a number of parameters and a number of factors are being stressed due to the parameters.
References
Journals
- Klaus-Rosi?ska, A., & Iwko, J. (2021). Stakeholder Management—One of the Clues of Sustainable Project Management—As an Underestimated Factor of Project Success in Small Construction Companies. Sustainability, 13(17), 9877. https://www.mdpi.com/2071-1050/13/17/9877
- Altuwaim, A., AlTasan, A., & Almohsen, A. (2023). Success Criteria for Applying Construction Technologies in Residential Projects. Sustainability, 15(8), 6854. https://www.mdpi.com/2071-1050/15/8/6854
- Adabre, M. A., & Chan, A. P. (2019). Critical success factors (CSFs) for sustainable affordable housing. Building and Environment, 156, 203-214. https://www.sciencedirect.com/science/article/pii/S0360132319302744
- Keramida, E., Psomas, E. L., & Antony, J. (2022). Critical success factors of lean in the public services sector: the case of the Greek citizen's service centers. The TQM Journal. https://www.emerald.com/insight/content/doi/10.1108/TQM-09-2022-0287/full/html?casa_token=wFom4cFD53EAAAAA:9J-oNW97dB8qbmlFaLpgTcHHrkbaBcWjbzlG993WWdZEXerqbhOBXhUaNROUKBAER4fFR0QB-cPykuNwJxwAVNfMViV_m-83fNkiD9NIds3-0TEbkbg
- Fewings, P., & Henjewele, C. (2019). Construction project management: an integrated approach. Routledge. https://weareease.com/?gclid=CjwKCAjw_aemBhBLEiwAT98FMsB6bFqD0lo6Y1_JPyVR7eJmEbB5ocrDT93kYPmJ1iEKfpKyKvSDtxoCj_UQAvD_BwE
- Wu, G., Hu, Z., & Zheng, J. (2019). Role stress, job burnout, and job performance in construction project managers: the moderating role of career calling. International journal of environmental research and public health, 16(13), 2394. https://www.mdpi.com/1660-4601/16/13/2394
- Wuni, I. Y., & Shen, G. Q. (2023). Exploring the critical success determinants for supply chain management in modular integrated construction projects. Smart and Sustainable Built Environment, 12(2), 258-276. https://www.emerald.com/insight/content/doi/10.1108/SASBE-03-2021-0051/full/html
- Chan, D. W., Olawumi, T. O., & Ho, A. M. (2019). Perceived benefits of and barriers to Building Information Modelling (BIM) implementation in construction: The case of Hong Kong. Journal of Building Engineering, 25, 100764. https://www.sciencedirect.com/science/article/pii/S2352710218310209
- Moeuf, A., Lamouri, S., Pellerin, R., Tamayo-Giraldo, S., Tobon-Valencia, E., & Eburdy, R. (2020). Identification of critical success factors, risks and opportunities of Industry 4.0 in SMEs. International Journal of Production Research, 58(5), 1384-1400. https://www.tandfonline.com/doi/abs/10.1080/00207543.2019.1636323
