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Bröchner, J and Grandinson, B (1992) R&D Cooperation by Swedish Contractors. Journal of Construction Engineering and Management, 118(01), 3–16.

Burati, J L, Farrington, J J and Ledbetter, W B (1992) Causes of Quality Deviations in Design and Construction. Journal of Construction Engineering and Management, 118(01), 34–49.

Burati, J L, Matthews, M F and Kalidindi, S N (1992) Quality Management Organizations and Techniques. Journal of Construction Engineering and Management, 118(01), 112–28.

Cushman, N S, Nam, C H and Tatum, C B (1992) Technology Transfer in Building Construction—Case of Seismic Design. Journal of Construction Engineering and Management, 118(01), 129–41.

Gibson, G E and Bell, L C (1992) Integrated Data‐Base Systems. Journal of Construction Engineering and Management, 118(01), 50–59.

Griffis, F H (1992) Bidding Strategy: Winning over Key Competitors. Journal of Construction Engineering and Management, 118(01), 151–65.

Hanna, A S, Willenbrock, J H and Sanvido, V E (1992) Knowledge Acquisition and Development for Formwork Selection System. Journal of Construction Engineering and Management, 118(01), 179–98.

Herbsman, Z and Ellis, R (1992) Multiparameter Bidding System—Innovation in Contract Administration. Journal of Construction Engineering and Management, 118(01), 142–50.

Kerr, W C, Tamaro, G J and Hahn, D M (1992) Exchange Place Station Subsurface Reconstruction and Improvements. Journal of Construction Engineering and Management, 118(01), 166–78.

Roseefeld, Y, Warszawski, A and Laufer, A (1992) Using Quality Circles to Raise Productivity and Quality of Work Life. Journal of Construction Engineering and Management, 118(01), 17–33.

Sanvido, V, Grobler, F, Parfitt, K, Guvenis, M and Coyle, M (1992) Critical Success Factors for Construction Projects. Journal of Construction Engineering and Management, 118(01), 94–111.

  • Type: Journal Article
  • Keywords: Construction; Construction management; Construction methods; Project management; Project evaluation;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1992)118:1(94)
  • Abstract:
    A building project is completed as a result of a combination of many events and interactions, planned or unplanned, over the life of a facility, with changing participants and processes in a constantly changing environment. This paper defines a set of conditions or factors that, when thoroughly and completely satisfied on a project, ensures the successful completion of the facility. Success on a project means that certain expectations for a given participant were met, whether owner, planner, engineer, contractor, or operator. These expectations may be different for each participant. The factors that predicate success were initially derived from the Integrated Building Process Model developed at Penn State by Sanvido in 1990. These factors were then tested on sixteen projects and the results showed excellent correlation between project success and achievement of the factors. Finally, the four factors most critical to success are presented.

Thomas, H R (1992) Effects of Scheduled Overtime on Labor Productivity. Journal of Construction Engineering and Management, 118(01), 60–76.

Turner, J P (1992) Constructability for Drilled Shafts. Journal of Construction Engineering and Management, 118(01), 77–93.