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Chong, H-Y and Oon, C K (2016) A practical approach in clarifying legal drafting: Delphi and case study in Malaysia. Engineering, Construction and Architectural Management, 23(05), 610-21.
Ding, Z, Zuo, J, Wang, J and Zillante, G (2016) Searching for niche market for engineering consultants: Case of regional supervision systems in China. Engineering, Construction and Architectural Management, 23(05), 622-37.
Gambo, N, Said, I and Ismail, R (2016) Comparing the levels of performance of small scale local government contractors in northern Nigeria with international practice. Engineering, Construction and Architectural Management, 23(05), 588-609.
Hu, L and Wu, H (2016) Exploratory study on risk management of state-owned construction enterprises in China. Engineering, Construction and Architectural Management, 23(05), 674-91.
Karimidorabati, S, Haas, C T and Gray, J (2016) Evaluation of automation levels for construction change management. Engineering, Construction and Architectural Management, 23(05), 554-70.
Kwofie, T E, Amos-Abanyie, S and Afram, S O (2016) Principal component analysis of professional competencies of architects in the Ghanaian construction industry. Engineering, Construction and Architectural Management, 23(05), 571-87.
Lindhard, S and Larsen, J K (2016) Identifying the key process factors affecting project performance. Engineering, Construction and Architectural Management, 23(05), 657-73.
- Type: Journal Article
- Keywords: performance; knowledge management; communication; success factors; failure factors
- ISBN/ISSN:
- URL: https://doi.org/10.1108/ECAM-08-2015-0123
- Abstract:
Purpose A construction project traditionally involves a variety of participants. Owners, consultants, and contractors all have diverse opinions and interests, but they all seek to ensure project success. Success is habitually measured as performance output regarding cost, time, and quality. Despite previous research mapping the success and failure factors, construction managers seem to have difficulty in attaining success. To provide clearer guidance on how to fulfill success criteria, the purpose of this paper is to identify the underlying factors that affect performance and thus project success in construction processes. Design/methodology/approach A questionnaire survey based on a literature review provided 25 key process factors divided into five key categories. Based on the responses from commonly involved construction parties, the factors were ranked and tested for significant differences between the parties. Findings The top five most important process factors were found to relate to the sharing of knowledge and communication. Moreover, testing the ranking for significant differences between owners, consultants, and contractors revealed five differences. The differences related to the interpretation and importance of trust, shared objectives, project coordination, and alternative forms of coordination. Originality/value All respondents identify improved knowledge sharing and communication as the key to improved cost, time, and quality performance and are therefore the areas where construction managers need to focus their resources. Thus, improved experience sharing and communication will increase the likelihood of project success, through improving competences, commitment, and coordination.
Mensah, I, Adjei-Kumi, T and Nani, G (2016) Duration determination for rural roads using the principal component analysis and artificial neural network. Engineering, Construction and Architectural Management, 23(05), 638-56.