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Cho, Y, Kabassi, K, Pyeon, J, Choi, K, Wang, C and Norton, T (2013) Effectiveness Study of Methods for Removing Temporary Pavement Markings in Roadway Construction Zones. Journal of Construction Engineering and Management, 139(03), 257–66.
Comu, S, Iorio, J, Taylor, J E and Dossick, C S (2013) Quantifying the Impact of Facilitation on Transactive Memory System Formation in Global Virtual Project Networks. Journal of Construction Engineering and Management, 139(03), 294–303.
Doan, P and Menyah, K (2013) Impact of Irreversibility and Uncertainty on the Timing of Infrastructure Projects. Journal of Construction Engineering and Management, 139(03), 331–8.
Doloi, H (2013) Cost Overruns and Failure in Project Management: Understanding the Roles of Key Stakeholders in Construction Projects. Journal of Construction Engineering and Management, 139(03), 267–79.
- Type: Journal Article
- Keywords: Construction costs; Estimation; Project management; Cost overrun; Cost estimation; Cost performance; Project management;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000621
- Abstract:
The subject of poor cost performance has been widely published in the mainstream project and construction management literature. Nevertheless, the underlying responsibilities of the key stakeholders (clients, consultants, and contractors) in managing this chronic problem in the Australian construction industry remain unclear. By performing an in-depth analysis of the roles and responsibilities of these key stakeholders, this research is intended to unfold the industrywide perception of cost performance being heavily reliant on the contractor’s performance alone. Based on a thorough literature review and relevant industry inputs, 73 attributes associated with cost performance were identified for investigation. Based on the relative importance weighing technique on 48 selected attributes, planning and scheduling deficiencies have the highest impact on cost performance from clients, consultants, and contractors’ perspectives. Confirmatory factor analysis on the combined responses across all three groups suggests that robust control procedures and adequate programming, along with efficient design and effective site management, are the most critical factors. These factors are primarily associated with the responsibilities of contractors and consultants for managing cost overruns in projects. However, the client’s responsibility in facilitating effective management of these factors within the project environment is crucial. Multivariate regression analysis performed on eight factors’ scores highlighted the influence of five significant factors (
Kim, B, Lee, H, Park, H and Kim, H (2013) Estimation of Greenhouse Gas Emissions from Land-Use Changes due to Road Construction in the Republic of Korea. Journal of Construction Engineering and Management, 139(03), 339–46.
Li, F, Phoon, K K, Du, X and Zhang, M (2013) Improved AHP Method and Its Application in Risk Identification. Journal of Construction Engineering and Management, 139(03), 312–20.
Lin, Y and Ho, S P (2013) Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures. Journal of Construction Engineering and Management, 139(03), 304–11.
Love, P E D, Wang, X, Sing, C and Tiong, R L K (2013) Determining the Probability of Project Cost Overruns. Journal of Construction Engineering and Management, 139(03), 321–30.
Lu, W, Liu, A M M, Rowlinson, S and Poon, S W (2013) Sharpening Competitive Edge through Procurement Innovation: Perspectives from Chinese International Construction Companies. Journal of Construction Engineering and Management, 139(03), 347–51.
Zhang, P and Ng, F F (2013) Explaining Knowledge-Sharing Intention in Construction Teams in Hong Kong. Journal of Construction Engineering and Management, 139(03), 280–93.