Improving construction projects delivery through project management system

Full text

(1)COPYRIGHT AND CITATION CONSIDERATIONS FOR THIS THESIS/ DISSERTATION. o Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. o NonCommercial — You may not use the material for commercial purposes.. o ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original.. How to cite this thesis Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/ M.A. (Philosophy)/M.Com. (Finance) etc. [Unpublished]: University of Johannesburg. Retrieved from: https://ujcontent.uj.ac.za/vital/access/manager/Index?site_name=Research%20Output (Accessed: Date)..

(2) Improving construction projects delivery through project management system. A Minor Dissertation Submitted in Partial Fulfilment of the Degree of MAGISTER INGENERIAE / MAGISTER PHILOSOPHIAE in ENGINEERING MANAGEMENT at the FACULTY OF ENGINEERING AND THE BUILT ENVIRONMENT of the UNIVERSITY of JOHANNESBURG by Mpho Abram Sepotokele 06 August 2018. SUPERVISOR: DR. A. WESSELS. CO-SUPERVISOR:PROF. JHC PRETORIOUS.

(3) DECLARATION I hereby declare that this mini-dissertation research submitted for the degree of Masters of Philosophy in Engineering Management to University of Johannesburg is my original study and was never submitted to any other institution of higher knowledge. All concepts and ideas used are acknowledged.. ......................................... Mpho Abram Sepotokele (Mr.). i.

(4) ACKNOWLEDGEMENTS First and foremost, I w a n t to thank the Almighty for giving me the strength and wisdom to conquer every single opportunity presented to me in my life. It is through His grace that I managed to complete this research, despite all the sleepless nights I had to endure. Special thanks also go to my family, colleagues, friends and classmates. I want to extend my sincere gratitude to Prof JHC Pretorius and Dr A Wessels, for their support and guidance throughout this study. To my mother, thank you so much for your support. I remember when there was no electricity, you held up the candles for me and encouraged me to carry on. Much appreciation a l s o goes out to all the colleagues at different offices that I engaged. I know how time consuming it was being there and having to stop everything just to assist me. Lastly, to my late partner, thank you for understanding me. No matter how close I was to giving up in life, you were always there by my side, holding my hand and telling me that everything would work out for the best, if only I believed. Had it not been for you (meilati), I really don't know where I would have been. Thank you for all your support and love. I wish you could be alive today to rejoice and witness the milestones I reached in my life and our kids' achievements. May God bless all of you!!!. ii.

(5) TABLE OF CONTENTS DECLARATION ......................................................................................................................... i ACKNOWLEDGEMENTS ........................................................................................................ ii ABSTRACT.............................................................................................................................. vii LIST OF ABBREVATIONS AND ACRONYMS..................................................................... ix LIST OF TABLES ...................................................................................................................... x LIST OF FIGURES .................................................................................................................. xii CHAPTER 1: INTRODUCTION AND BACKGROUND .........................................................1 1.1. Introduction...................................................................................................................1. Figure 1. 1: Map of Africa highlighting South Africa(Source:Goole map) ........................................2 Figure 1. 2: Map of South Africa(Source:Google map) ..................................................................2 Figure 1.3. NorthWest Province with four districts(Road Asset Management System) ..................3 1.2.1. Research problem ..................................................................................................4. 1.3. Research objectives.......................................................................................................6. 1.4. Research questions ........................................................................................................6. 1.5. Significance in relation the research ................................................................................7. 1.6. Outline of the chapters of the report ...............................................................................7. 1.7. Conclusion ....................................................................................................................7. CHAPTER 2: LITERATURE REVIEW.......................................................................................8 2.1. Introduction...................................................................................................................8. 2.2. Project management — an overview ..............................................................................9 iii.

(6) 2.3. Background of construction project management............................................................9. 2.3.1. Background ...........................................................................................................9. 2.3.2. Focus on construction project management .............................................................9. 2.3.3. Understanding a project management in built environment..................................... 10. 2.3.4. The Critical knowledge of built environment ......................................................... 10. 2.4. Institutes of Project Management ................................................................................ 11. 2.4.1. Australian Institutes of Project Management (APM) ............................................. 11. 2.4.2. Certificates.......................................................................................................... 11. 2.5. Body of Knowledge for Project management .............................................................. 11. 2.5.1 2.6. The professionals process on construction............................................................ 13. Project success/benefits and failures ............................................................................ 16. 2.6.1. Benefits of effective project management.............................................................. 16. 2.6.2. Project management success and project success................................................. 16. 2.7 Organizational Culture ..................................................................................................... 17 2.8 Organisational structure ................................................................................................... 17 2.9. The process followed in DPWR when Appointing Consultants..................................... 17 Conclusion.............................................................................................................. 19. 2.10. CHAPTER 3: RESEARCH DESIGN ....................................................................................... 20 3.1. Introduction................................................................................................................ 20. 3.2. Research design ......................................................................................................... 20. 3.2.1. Types of research................................................................................................ 21 iv.

(7) 3.3. Methodology.............................................................................................................. 22. 3.3.1. Rationale for the methodology ............................................................................. 23. 3.3.2. Target population ................................................................................................ 23. 3.3.3. Sampling method................................................................................................. 23. 3.4. Data collection ........................................................................................................... 24. 3.5. The questionnaire ....................................................................................................... 24. 3.5.1 3.6. Case study.......................................................................................................... 27. Validity and reliability.................................................................................................. 29. 3.7 Ethical Issues .................................................................................................................. 29 3.8 Limitations ...................................................................................................................... 29 3.9. Conclusions................................................................................................................ 30. CHAPTER 4: DATA ANLYSIS AND RESULTS ................................................................... 31 4.1. Introduction................................................................................................................ 31. 4.2. Analysis of results ....................................................................................................... 31. 4.3. Analysis of case study from project documents............................................................ 42. 4.4. Interviews .................................................................................................................. 47. 4.4.1 4.5. Analysis of interview............................................................................................ 48. Conclusion ................................................................................................................. 48. CHAPTER 5: CONCLUSION AND RECOMMENDATIONS .............................................. 49 5.1. Introduction................................................................................................................ 49. 5.2. Discussion of findings.................................................................................................. 49 v.

(8) 5.2.1. Discussion of findings from literature review ......................................................... 49. 5.2.2. Discussion of findings from empirical study........................................................... 49. 5.2.3. Factors leading to project failure .......................................................................... 50. 5.2.4. Discussion of findings from case study.................................................................. 52. 5.2. Answering the research questions................................................................................ 53. 5.3. Conclusions................................................................................................................ 54. 5.4. Recommendations ...................................................................................................... 55. APPENDIX A: QUESTIONNAIRE SURVEY ........................................................................ 56 APPENDIX B: ORGANISATIONAL STRUCTURE (PROPOSED) ...................................... 59 REFERENCES ........................................................................................................................ 60. vi.

(9) ABSTRACT The main aim of this study was to assess the procedures of a project management system in order to benefit service delivery within the North West Department Public Works & Roads. The literature review provided the essentials of construction project management which are inter alia project constraints, time and costs. These essentials were discussed t o g e t h e r w i t h the responsibility for control and coordination of the activities of consultants, main sub-contractors, processes and procedures. Furthermore, the literature review touched on organisational structures and how they influence project management systems. The study was conducted by means of a mixed approach, namely qualitative and quantitative. The researcher made use o f questionnaires, interviews and document analysis to collect and analyse data. Of the 70 questionnaires emailed to construction stakeholders in the North West Province, forty were retrieved. The major findings of the study . Poor design capacity and frequent designs impact negatively on quality and hence l e a d t o failure. Clearly, poor contract management causes project failures..  . There are complicated projects which failed in the past and are still continuing. The client does not work according to the original plan but initiates variation in orders along the project life cycle, which is time consuming.. . The designers do not have the capacity to design a perfect project and for that reason they keep on changing what they design.. . Late awarding of contracts by the client has a negative impact on the delivery of projects. An assumption would be that the contractor does not h a v e enough time to analyse the details of the contract and rather tries to beat the deadlines and. . compromise quality. Planning processes and planning of the projects are disregarded, hence lead to failures.. . The consultants have the capacity to implement poor decisions which ultimately has negative bearings on the projects.. . Contractors poorly manage either their resources or their processes and this. . impacts negatively on the projects allocated to them by clients. It implies that the contractors carrying out projects have inadequate experience vii.

(10) and therefore are bound to compromise many project elements which ultimately results in failure. T h e implication is that decision making is a critical factor that interlinks the contractor, client and consultant. . It is implied that projects are bound to fail because Construction Project Managers who should be appointed as principal agents are not considered, but unknowledgeable people are instead appointed.. . It is important to mention that the built environment has the capacity to address all these challenges and be positioned to deliver a world class service to its clients.. Recommendations of the study For the Department of Public Works and Roads to be effective and to deliver a world class service, the following recommendations are made:  . The Department of Public Works and Roads must appoint Pr.CPM to lead and execute projects through the SCM Policy The Department of Public Works and Roads must look on appointment of Principal. . Agent. New policies are necessary to consider new working methods.. . Research could still be conducted with a different methodology in the future.. viii.

(11) LIST OF ABBREVATIONS AND ACRONYMS BBBEE. Broad—Based Black Economic Empowerment. CIDB. Construction Industry Development Board Act. ECSA. Engineering Council of South Africa. MFMA. Municipal Finance Management Act. NARSSA. National Archives and Record service of South Africa. NW DPWR SCM POLICY. North West Departmental Public Works and Roads Supply Chain Management Policy. OHS. Occupational Health and Safety Act. PFMA. Project Finance Management Act. PPPFA. Preferential Procurement Policy Framework Act. PMBOK. Project Management Book of Knowledge. PR.CPM. Professional Project Construction Manager. SACPCMP. South African Council of the Project and Construction Management Profession. SACAP. South African Council of Architect Profession. SACQSP. South African Council Surveying Profession. ix. for. the. Quantity.

(12) LIST OF TABLES Table 1.1 An Illustration of failure of Projects due to exclusion of Professional Construction Managers…………………………………………………………………….16 Table 1.2 An Illustration of Projects that were managed successfully due to inclusion of Professional Construction Managers……………………………………………………..17 Table 2. 1: Project management process groups (SANS 21500).................................... 12 Table 2. 2: Design services .................................................................................................. 14 Table 4. 1: Organisation of demographics ........................................................................... 31 Table 4. 2: Organisational position ..................................................................................... 31 Table 4. 3: Length of service in construction industry........................................................ 32 Table 4. 4: Poor design capacity......................................................................................... 33 Table 4. 5: Poor contract management .............................................................................. 33 Table 4. 6: Lack of experience in executing complicated projects .................................. 34 Table 4. 7: Late payment of completed works ................................................................... 34 Table 4. 8: Client initiated variations ................................................................................... 35 Table 4. 9: Delays in issuing information to contractors ................................................... 35 Table 4. 10: Design changes ............................................................................................... 36 Table 4. 11: Subcontractor ................................................................................................... 36 Table 4. 12: Deficiencies in the initial estimate ................................................................. 37 Table 4. 13: Fluctuations in material, labour and plant cost.............................................. 37 Table 4. 14: Late awarding of clients' contract................................................................... 37 Table 4. 15: Inclement weather ............................................................................................ 38 x.

(13) Table 4. 16: Disregarding of the significance for project planning process and project planning .................................................................................................................................. 38 Table 4. 17: Shortage of skilled labour ............................................................................... 39 Table 4. 18: Clients' cash flow problem .............................................................................. 39 Table 4. 19: Poor management by consultants.................................................................. 40 Table 4.20: Poor management by contractors…………………………………………………….53 Table 4. 21: Inadequate contractor experience……………………………………………………53. Table 4. 22: Slow decision making ................................................................................ ….41 Table 4. 23: Appointing architects as principal agents instead of project managers in public works ........................................................................................................................... 42 Table 4. 24: Performance per programme 2013/14 ......................................................... 43 Table 4. 25: Performance per Programme 2014/2015 .................................................... 44 Table 4. 26: Performance per Programme 2015/2016 .................................................... 44 Table 4. 27: Performance per programme 2016/2017.................................................... 46 Table 5. 1: Comparison of the findings from three instruments....................................... 53. xi.

(14) LIST OF FIGURES Figure 1. 1: Map of Africa highlighting South Africa .............................................................2 Figure 1. 2: Map of South Africa .............................................................................................2 Figure 1.3 NorthWest Province with four districts ……………………………………..12 Figure 2. 1: Line of Communication of Professional team ............................................... 13 Figure 4. 1: Description of frequency of occurrence of demographics ........................... 31 Figure 4. 2: Reflects the Directors has more influence in decision making when coming to Organisational positions....................................................................................................... 32 Figure 4. 3: Performance of financial year 2013/14 .......................................................... 44 Figure 4. 4: Performance of financial year 2014/15 .......................................................... 44 Figure 4. 5: Performance of financial year 2015/16 .......................................................... 46 Figure 4. 6: Performance of financial year 2016/17 .......................................................... 47. xii.

(15) CHAPTER 1: INTRODUCTION AND BACKGROUND 1.1. Introduction. South Africa is situated at the southern hemisphere of the continent Africa. It c o n s i s t s o f nine provinces and o b t a i n e d independence in 1994 (see Figure 1, Map of Africa, highlighting the geographical position the continent). The purpose of this study w a s to assess how a project management system can improve provincial construction delivery in the province, with a special focus on the Department of Public Works and Roads, who is the main implementing agent of Provincial Government construction projects. The country is divided into three governmental spheres, namely the national sphere, the provincial sphere and the local sphere. Each sphere has a political mandate for which it is responsible. The North West Province is the fourth largest province geographically and the seventh largest province in terms of population out of nine provinces in South Africa. I t h a s a population of 3,5 million (see Figure 2, Map of South Africa). The North West Provincial Government has four districts, namely Bojanala district, Dr Ruth Segomotsi Mompati District (Dr RSM), Dr Kenneth Kaunda District (Dr KK) and Ngaka Modiri Molema District (NMMD) which hosts the capital town of the province called Mahikeng. The Local Government Act has been the main legislature governing provincial and local governance. The Provincial Government is mainly responsible for services that include infrastructure facilities like schools, clinics, hospitals, provincial government offices and provincial roads. The aims of the governments act are endorsed by the decentralisation policy to establish structures at provincial levels that would be the central government wing in accelerating the service delivery through legislated activities. Seventy percent of t h e North West Province is predominantly rural and it was one of the homelands during the apartheid era. This study's objective was to assess and evaluate how service delivery can be improved through a project management system to benefit the provincial public facilities, economy and subsequently the lives of the citizens of the province. The provincial construction can be improved using a project management system approach. It must be noted that this study 1.

(16) is the first of its nature to assess the role of project management performance in the province.. .. Figure 1. 1: Map of Africa highlighting South Africa(Source:Goole map). Figure 1. 2: Map of South Africa(Source: Google map). 2.

(17) Figure 1.3. NorthWest Province with four districts(Road Asset Management System) The above reflects the sequence of our position as province subsequently. Figure 1.1 reflect our continent of Africa and Figure 1.2 shows our Country, Republic of South Africa which reflect population in the country as well as provinces. Figure 1.3 reflects the province with its districts and demarcation thereof. 1.2. Background to the problem. Project management plays an important role in the built environment as it benefits and saves the cost and time of clients (Department of Education when schools are constructed, Department of Health on how hospitals and clinics are constructed, Department of Traditional Affairs on Traditional Offices and other provincial departments that have infrastructure needs). The intention of this study w a s to address the challenges realised during the implementation of the projects. Some of the challenges are very elementary and include a lack of role clarification of consultants. There is confusion about their responsibilities in relation to their expertise. Most of the challenges emanate from t h e management of consultants. The aim of this research was therefore to raise awareness among all relevant stakeholders that the adoption of a project management system would improve t h e implementation of construction projects. Through this investigation, risks would be reduced and the efficiency and effectiveness of other project teams would be increased. Tariffs for compensating professional construction project managers (Pr.CPM) have been gazetted, therefore remunerating 3.

(18) them would not be challenging. Civil/structural, mechanical and electrical e ngineers, quantity surveyors and architects are enshrined within the North West Department of Public, Works and Roads Supply Chain Management Policy (NW DPWR SCM Policy). This is also supported by the current organisational structure as per Appendix B. 1.2.1. Research problem. The problem is that construction project managers are not appointed as principal agents to lead projects, even though it is their sole responsibility. Architects are appointed as principal agents instead. This might cause overloading of professionals in t h e b u i l t environment industry. The policy of appointing consultants in the North West Department of Public Works and Roads (NW DPWR Policy) does not include the services of Pr.CPM, which is cause for concern. Table 1.1: An Illustration of failure of Projects due to exclusion of Professional Construction Managers. Project. Project descriptio. Causes Failure. Impact. n CIDB. Construction. Provincial. of regional. office. office in North. . West in Ngaka Modiri Molema. Lack of project experience by (Engineer Consultant) as Principal Agent. . Poor management by Prinipal Agent (Architect). . . . Schedule overrun Cost overrun The Principal Agent. . Schedule Overun Cost overrun. .  . Appoint new Principal Agent Variation order was applied Project was completed late. District. Potchestroom. Upgrading of. Agriculture. government. College. offices in Moretele in. . . Dr.Kenetth Kaunda District. 4. Facility could not be utilised at the time was intended for..

(19) Vryburg. Building a. Provincial. 300 bed. Hospital. hospital in Dr.Ruth Mompati.  Lack of capacity of Project management skills by Architect. . . . In Adequate knowledge by Principal Agent Schedule overrun Cost overrun. . Facility could not be utilised at the time was intended for.. Technical quality and independence of the advice are key considerations in engaging consultants a t the department, in addition to other normal SCM procedures and SCM frameworks regarding the appointment of consultants. Currently, the departments SCM policy does not include construction project management as part of the professional team appointed to provide services. This might be influenced by old systems which emanate from the structure (see Appendix B). Table 1.2 An Illustration of Projects that were managed successfully due to inclusion of Professional Construction Managers Project. Project description. Nandos. Construction of. Restaurant in. new Restaurant. Influence Factors. . Mahikeng . . Sparkling. Construction of. Car Wash. new Facility for. . car washing and repairs. . Project experience by Project Manager as Principal Agent He is single point of responsibility given by Client He was responsible for managing all Project Members Good interpretation of JBCC by Principal Agent (Construction Project Manager) lead to appropriate decision making Good 5. Impact.   . . . Completed in time Also within budget(R 5.5 Million) Quality was adhered to. Facility was utilised at the time was intended for. Cost were saved(R8 million).

(20) Communication skills It clearly shows that the projects above were within scope and within budget, due to influence of background and experience of project managers. This emanates from a wellseasoned trained Professional Construction Manager since he was well conversant withall stages of managing a project which includes inception stage to closeout stage. The first project, Nandos was awarded on 2015 September and completed on May 2016 which anticipated completion date was July 2016 with good quality. The budgeted amount was R5, 5million and additional was needed. While the Sparkling Car Wash Facility was also completed with acceptable parameters which includes budget and time. Its estimated amount was R8.8 million also it satisfied the Client as Project Manager was in charger and use his project management skills to manage the facility since he was to do that. 1.3. Research objectives. The study’s m a i n objective w a s to assess and evaluate construction services’ construction project management system The objectives of the study are as follows:  . To assess and evaluate project management service implementation To increase efficiency and effectiveness of services through appointment of Pr.CPM.. . To improve the organisational structure of the project team and Chief Directorate: buildings Infrastructure in the Department of Public Works and Roads.. . To make recommendations on changes to the SCM policy that could assist in accelerating service delivery in the NW DPWR. 1.4. Research questions . How can the appointment of professional construction managers as Principal. . Agents promote efficiency and effectiveness of project implementation? How does the organisational structure influence project management systems?. . How can the NW DPWR SCM procurement policy be improved in terms of procuring t h e services of Pr.CPM?. 6.

(21) 1.5. Significance in relation the research. The study is important in that the findings will be used to inform departmental management about the advantages of implementing a Project Management System in the department. The study will give guidance about which strategies to use and how they can accelerate the service delivery within the department. The study will also provide a platform for the drafting of new policies which will enable proper planning of the entire process of construction project management systems. The study will f u r t h e r m o r e add value to the existing literature on project management systems. F i n a l l y , the study will also create a harmonious working relationship amongst stakeholders, service providers and clients. 1.6. Outline of the chapters of the report . Chapter 2 — Focuses on a literature review of the work executed in the field on how construction industry delivery through construction project management presents. . Chapter 3 — Outlines the methodology and research design which focus on how the research was conducted and methods used to collect data from relevant stakeholders.. 1.7. . Chapter 4 — Outlines the interpretation and a detailed research analysis of the study.. . Chapter 5 — Entails conclusions derived from the study and explains methodologies and literature used as well as recommendations on the way forward. Conclusion. Confusion about the roles and the responsibilities of the consultants was identified as a major challenge which caused a delay in the delivery of service. Inclusion of project management in the Departmental Consultant Database was found to be very important. The study emphasised that i t would create a platform of new policies aimed at fast tracking service delivery.. 7.

(22) CHAPTER 2: LITERATURE REVIEW 2.1. Introduction. The aim of this study was to expound that a development project manager needs industry particular knowledge, especially when observing activities in the constructed condition. Likewise, it concentrated on enhancing the viability of overseeing project accomplishments effectively. This survey was constrained to development extend management in the South African assembled condition and project management inside the constructed condition industry. The experimental part of the study concentrated on the North West Province, especially the built environment industry. A contextual analysis about projects, meetings with people working in the built condition and the surveys finished by respondents taking a shot at projects in South Africa were exploited. Projects intend to be as successful as could be allowed, finishing inside t h e time frame, budget, scope and as per requested quality (Burke, 2006:8). Construction management isn't a separated train. Yet, it is impacted by many components. Ordinarily, projects are a piece of an association. Along these lines, there are authoritative impacts, for example hierarchical frameworks, authoritative societies and styles and hierarchical structures that a ffect project management and impact the Project (PMBOK, 2004:27). This section surveyed the commitment and impacts that the hierarchical factors, for example, management, correspondence, trust, authoritative development and structure have on project management in the constructed condition and how they add to powerful and effective project management. The sources utilised as a part of the study are diary articles, magazines, articles, books, workshops/symposiums, web and project management institutionalising models, for example the PMBOK and PMI development models and past research. These sources bolstered the research and discussed about primary topics which in turn bolstered the study. These subjects are a diagram of authoritative variables and development project management in the fabricated condition. As indicated by this procedure there are ten information regions, five project management gatherings and forty-four exercises altogether. In addition, the development 8.

(23) expansion to the project management body of knowledge (PMBOK) directs with the additional four knowledge areas. Institutionalisation and regulation are likewise examined. Consideration is g i v e n to the characteristics, aptitudes and skills of a compelling construction project manager. The advantages of development project management are d i s c u s s e d n e x t . 2.2. Project management — an overview. An overview of a construction project management system is of paramount importance to this research. Construction project management in this industry focuses on managing projects well. 2.3 2.3.1. Background of construction project management Background A constant development of the environment is taking place, which includes the construction of new bridges, office buildings and residences (Seely, 1997:3). The development of the physical environment resembles the evolution of the world (Collie, 1995:96-98). Cosmetic enhancements to the environment are noticeable in many parts of the world, including South Africa (Hauptfleisch & Sigle, 2009:1). In civil engineering and building industries are complementary components whichare dependent on one another in many respects. Diverse functions in this environment exist to satisfy the needs and aspirations of societies that they service (Collier, 1995:98). Hence, there are stringent requirements for collaboration and sharing of ideas and resources such as information and capabilities in the built environment industry (Belkadi et al., 2013:110-129).. 2.3.2 Focus on construction project management In order to understand construction project management as a discipline, it is important to first investigate its roots. Many famous projects have been undertaken and completed over many centuries, such as the pyramids in Egypt and the Great Wall of China (Burke, 2001:11; Shenhar, 20058:2). These are construction projects because they meet the definition of a project as presented by the project management institute (PMI). This institute states that “a project is a temporary endeavour undertaken to create a unique product, service or result (PMBOK, 2004:5). 9.

(24) It is important to note the advancements that have taken place within project management from the period of the construction of the pyramids and the Great Wall. However, project management as an academic discipline is a recent development. Aerospace technology and engineering brought along many of the changes and developments that currently define project management. Additionally, project management possesses elements of other disciplines such as general management. For example, similar to general management, project management deals with management functions such as planning, organizing, leading ad controlling, as wellas communication, team-building, coordinating and monitoring (Burke, 2001:1; Wirth, 1996:7). Project management also borrows extensively from the operations and research field (Kerzner, 2006:2-5) The knowledge base of construction project management has evolved over the years and continues to develop and expand. Unlike historically, modern day project management utilizes advanced tools and techniques which significantly improve efficiency. According to Wirth (1996:7) and Burke (2001:13), many of these developments originated during World War I, particularly in the United States of America (USA) and the United Kingdom (UK). The development of project management as a discipline can be traced to the 1960’s in USA and 1980’s in the UK, while in South Africa it only began to manifest itself in the early 2000’s. This development also includes continuous standardization by various project management institutions. 2.3.3. Understanding a project management in built environment. Project management is an organised way to deal with overseeing projects (Burke, 2001:1) from start to finish (Burnett, 1998:8). To obtain a clearer comprehension of project management, one must start with the meaning of a project (Kerzner, 2003:2). 2.3.4. The Critical knowledge of built environment. A powerful project director wants broad management and relational knowledge, project management information (Declerk et al., a s c i t e d b y Pettersen, 1991:100; Pacelli, 2004:54), specialised information and experience (Kerzner, 2003:9-1; Lee & Sweeney, 2001:16; Petterson, 1991:99). A mix of t h i s information territories are basically keeping in mind the end goal to successfully deal with a project.. 10.

(25) 2.4 2.4.1. Institutes of Project Management Australian Institutes of Project Management (APM). The different global organisations that offer endorsement. One organisation, for example, The Australian Institute of Project Management (APM), has a confirmation framework accessible all through Australia. The affirmation framework was established in 1997 and was driven by government activity to build up a competency standard for all callings in Australia. Project management abilities are characterized into three gatherings. 2.4.2. Certificates. The Project Management Institute (PMI) has a n affirmation program (Harrison & Lock, 2004:34) that has accomplished ISO 9000 accreditation. It's known as the Project Management Professional (PMP) and is perceived and regarded by associations around the world. Numerous associations utilise the PMP as an essential standard while delegating project managers. The PMP affirmation requires aptitudes and information that is not industry particular rather various. PMP concentrates exactly to the procedures, apparatuses and methods that are put according to PMBOK. Numerous associations perceive the b o o k o f project management knowledge should be supplemented through particular information. Consequently, interior projects for the most part incorporate both PMP affirmation and in addition extra industry particular preparing inthe use of project management hones (Boiles & Hubbard, 2007:145). One of the project management accreditation is PRINCE. This is the standard project management approach utilised for UK government divisions and furthermore numerous mechanical and business associations in the UK (Yeates, 1991:39). Where PMI is worried about separating a project into stages and planning, PRINCE is worried about results of the perfect individuals to carry out the activity (Harris, 2005). 2.5. Body of Knowledge for Project management. A PMBOK was developed to improve the built environment industry to better the sector. Project management best practices and processes. 11.

(26) The Project Management Institutes separated project management exercises in forty-four p roject management areas. These areas are divided into ten knowledge areas and five project management process g r o u p s . The ten k n o w l e d g e areas include Time, Costs, Quality, Stakeholders, Procurement, Human Resource, Risk and Safety Integration. The five project management process bunches are the starting procedure planning, implementation, controlling, initiation and closing out not in particular order process groups, (PMBOK, 2004:39-70). Construction project management is managed by various professional bodies. Example such bodies includes PMI. Its function is to make sure the knowledge of PMBOK is adhered to throughout the implementation of projects. Table 2. 1: Process groups of project management (SANS 21500). Process group. Description. Initiating. It is for beginning phase. Planning. It is used to develop a planning phase. Implementation. It is used to perform projects deliverables. Controlling. It is used to monitor and control projects performance against the plan. Closing. It is used to provide lessons and when project is completed. (Source: Adapted from SAICE, 2016:42). The project specifications and scope need to be clearly specified at initiation stage so that the project manager and sponsor are clear on the outcomes and purpose, duration, budget and deliverables of the project. Also, the planning related to project execution must be in line with the project (Ofori, 2013:14).. 12.

(27) 2.5.1. The professionals process on construction. Figure 2. 1: Line of communication of professional team. The architect Finsen (1999:48) characterises an engineer as "a man which outlines structures and their erection." Architects are ordinarily the lead experts. Part of their work is to plan and audit the development, expansion and/or renovation of structures inside the system of the National Building Regulation and Standards Act (no. 103 of 1977) and metropolitan bylaws as per the prerequisites of the business (proprietor). Planner records and administers the construction of the working all together so that it will meet the prerequisites of the business. A designer should be comfortable with all the statutory or other lawful prerequisites or restrictions on the outline of his customer's building and to guarantee that his plan agrees to the necessities. External stakeholders These are people and gatherings who are vital to the maintained achievement of the Project a n d they incorporate clients, providers, the neighbourhood government, potential clients, the nearby group and the more noteworthy society (Ward & Chapman, as cited in Du Plessis et al., 2014:104). The quantity surveyor The Surveyor for the most part guarantees sufficient management and control the cost of the project. He/she assesses the budget of the project at configuration, organises, draws up the agreement reports, screens and controls the budget amid the agreement and ascertains the last cost of the finished project. The customer utilises amount surveyor to 13.

(28) plan and control the back of the w o r k in relation to the designer (Rwelamila et al., 1999:341). Engineering consultants The shape is designed by the structural engineer, civil, mechanical, yet electrical engineers, the e s c a l a t o r s , mechanical equipment including air conditioners. Professional of Construction Project Manager The SACPCMP (2006:3) defines Professional C onstruction Project Manager as “the individual responsible for the management over unique product inside the i n d u s t r y from conception to completion, which includes management on associated professional services.” The Construction Project manager is the Client’s representative who takes responsibility. He manages the development or implementation of the project yet administers expert employment contracts on behalf of the client. He has the remaining accountability for exorcism management on the project. The project manager coordinates all the work between other stakeholders in accordance with secure and timeous projects. He needs to make sure that neither the funds nor the programme are not exceeded. The principal agent The responsibilities firstly include independently exercising realistic professional judgement, and secondly, protecting the employers interests (Finsen, 1999; Murdoch, 1996; Van Deventer, 1993 noted in Harinarain et al., 2012: 151). Leads and directs the diagram group of a non-technical position including the rule then integration concerning activities, improvement then preservation over schedule (SAICE, 2016:34). Table 2, below summaries the basic services which are rendered by Project team. Table 2. 2: Design services. Service. Principal activities. Construction Project Manager. Person responsible for the management of projects within the built environment from conception to completion. 14.

(29) Architectural. “Design, Plan and review refurbishment of buildings. Design. Civil engineering. “Review and plan design road, sewerage, pipeline and construction site site works review the construction of site works. Electrical engineering. “ design ,plan and review electric systems”. Mechanical. “ review, plan, design and thermal compressed air installations.. engineering. Structural. “review and design buildings and structures. engineering. (Source: Adapted from SAICE, 2016:36). The scope of works entails designing, monitoring and cost control which is well known they fall in line with documents distributed in Council of for Built Environment (CBE), the Engineering Council of South Africa (ECSA), South African Council of Architectural Profession (SACAP), the South Africa for the Land Scape Profession (SACLAP), South Africa Council for the Project and Construction Management Professions (SACPCMP) and South African Council the Quantity Survey Profession (SACQSP). At some point they overlap, as illustrated in the above table.. 15.

(30) 2.6 2.6.1. Project success/benefits and failures Benefits of effective project management. Every organization aims for efficiency and the attainment of goals (Daft et al., 2001:8). Proper planning and control offered by project management can make efficiency and the attainment of goals a reality (Lewis et al., 2002:546). According to Burke (2006:10), a successful project is “a project which is completed within desired performance, quality and utilizing resources efficiently and effectively, timeously and cost. Effective project management can result in benefits which include limiting scope overlap or underlap, control of scope changes, achieving more in less time, fast tracking and profitability (Kerzner, 2003:3; Vrecko, 2006:23). Through effective project management, it becomes easier to measure project results against project objectives and provides for control mechanisms that lead to an early detection of problems, thus enabling timely interventions. Project management can also be used as a strategic management tool to solve strategic crises, providing management with the opportunity to avoid potentially damaging long-term problems (Vrecko 2006:23). 2.6.2. Project management success and project success. Everyone who undertakes a project wants it to succeed. It is important to clearly define project success factors which are considered to be crucial to the success of a project, although it is not easy to do so (Baccarini, 1999:25). A successful project “meets the goals and objectives as prescribed in the project plan and the measurement criteria has to be defined before the project can begin (Frimpong et al., 2003:321). Commonly, project success is based on cost, time and quality, however, it has provento be untrue that a project can be deemed successful solely on the achievement of these three factors (Atkinson, 1999:338; Bourne, 2007:1). There are other factors, such as, strategic direction and communication that can influence the success of failure of a project (Ika, 2009:7; Davis, 2014; Howsawi et al., 2014:2).. 16.

(31) 2.7 Organizational Culture Project management varies from organization to organization mainly because of the culture that exists within different organizations. Organizational influence projects in many ways, in which case, the project team needs to address this culture and attempt to change it although it may not be easy to do so” (Cooke-Davis, 2003:473). 2.8 Organisational structure According to Heldman (2007:13), there various types of organizational structures, among others they include projected, matrix and functional. Often team members within a construction project may come from different organizational structures (PMI, 2008:16). 2.9. The process followed in DPWR when Appointing Consultants. The following key points have been emphasised as a procedure: . Consultants shall be contracted on a rotation basic from the Departmental roaster. or via combative bidding depending on the threshold.  To be accredited and included in the roster consultants must be able to meet statutory/regulatory compliances and professional competency as stipulated in the consultants Roster policy.  The consultants Roster shall be kept and maintained by the SCM office in consultation with Directorate Roads and infrastructure subject to the approval of the Accounting officer. Primary reasons for the appointment of consultants: . To provide specialised services for limited periods without any obligation of. . permanent employment. To benefit from superior knowledge, transfer of skills and upgrading of a knowledge base while executing assignments.. . To provide independent advice on the most suitable approaches, methodologies and solutions of projects.. . Technical quality and independence of advice are key considerations in. . engaging consultants. To provide functional and sustainable facilities.. Councils that are used currently in the department in terms DPWR SCM policy: 17.

(32) . Architectural Profession Act, 2000 (Act No. 44 of 2000).  . Broad—Bases Black Economic Empowerment Act, 2003 (Act No.53 of 2003) Constitution of the Republic of South Africa, 1996. . Construction Industry Development Board Act, 2000 (Act No.38 of 2000).  . Engineering Profession Act, 2000 (Act No. 46 of 2000) Landscape Architectural Profession Act ,2000 (Act No.45 of 2000).  . Local Government : Municipal Finance Management Act, 2003 (Act No.56 of 2003) Municipal System Act, 2000 (Act No.32 of 2000). . National Archives and Record service of South Africa Act, 1996 ( Act No.43 of. . 1996) Occupational Health and Safety Act ,1993 (Act No.58 of 1993). . Preferential Procurement Policy Framework Act , 2000(Act No.5 of 2000).  . Project Finance Management Act,1999(Act No.1 of 1999) Quality surveying Profession Act of 2000(Act No.49 of 2000). . South African School Act, 1996 (Act No84 of 1996). Most of Built projects consist of Architects, Civil and Electrical Engineers and Quantity Surveyors consultants. The consultants are appointed for specific duties relating to their professions i.e. design and monitor their specifications on the projects based on their profession. Therefore based on the above there is a gap of consolidation and coordination of these designs hence most of the gaps are realized when Contractors are appointed. This encouraged the establishment of Construction of Project Management Act (no 48 of 2000) as Construction Project Managers are trained to coordinate the functions of Consultants and Contractors hence it is called single point of responsibility as per Act 48, of 2000. Other challenges that are currently facing most consultants when there is a problem in a project is that they shift the blame; meaning that research must be done to conclude who is on the wrong side of the law. By appointing a Construction Project Manager who is going to be responsible for the designs done by his professional team would eliminate such problems of who is supposed to design what. The objective of this profession is to manage the projects within the Built Environment form concept stage to completion stage hence the establishment of Act 48 in 2000, including management of other related professional services and Contractors. The Construction Project Manager (CPM) is the one point of responsibility in this industry. This is according to the Project and Construction Management Act, 2000 (Act No.48 of 2000). Therefore benefits are going to be realized immediately by appointing Construction Project Manager in a project that subsequently will be responsible for implementation of the project [NW DPWR SCM Policy]. 18.

(33) 2.10 Conclusion The literature review was conducted using various sources. Construction Project management was key in explaining the issues necessary to accomplish success. Knowledge and attributes that the professional construction manager must have in order to successfully complete the building were extensively discussed. Benefits of good construction project management were also highlighted. Regulation and standardisation of construction project management processes were applied in this study. The next chapter, Chapter 3, is the research design which deals extensively with the methods of collecting data using various instruments and following different procedures.. 19.

(34) CHAPTER 3: RESEARCH DESIGN 3.1. Introduction. This study was conducted in the North West Department of Public Works and Roads (NW DPWR) and was meant to establish whether projects were implemented in terms of SACPCMP Act and to assess if it could be improved. Despite increases in the yearly developmental budget, development on the ground is non-existent. Therefore, the crux of the study was to establish how the department could improve the implementation of construction projects. The study attempted to answer the following question: “Can SACPCMP answer in a way that it would reach the required level of performance to attain its developmental agenda?” W i t h t his chapter, the researcher attempted to aid in the methods that were employed in determining the outcome of the study. The research design and instruments are discussed in depth, d e s c r i b i n g how the case study and questionnaires were structured and how the target population was selected. The use of the research instruments assisted the researcher in improving the reliability and validity of the findings. In this chapter, an exposition of the research methods used in the study is given. The following segment gives an overview of the research approach, the collection as well as the analysis of data. It also explores the ethical issues pertaining to the study. 3.2. Research design. The exploration procedure is a t t a i n e d from the methodological worldview that alludes to subjective or calculated study (Schoonraad, 2003:129). Subjective study relates to importance of the work , where the scientist examines attributes that may not be effortlessly deducible to numerical esteems.. The researched chose to utilise b o t h these techniques, in this manner displaying quantitative inquiries that are effortlessly a n d measurably quantifiable and offering subjective inquiries that give respondents with the c h a n c e to show open ended answers. The exploration utilised both subjective and quantitative techniques to decide on the requirements. The contextual analysis and meetings involved subjective research while quantitative research involved utilising polls. The subjective research included directing meetings after which the assembled information was evaluated, examined and surveyed. The crude information was composed into calculated classes and topics recognised. Criticism from the subjective research managed an open door for participants to expound 20.

(35) on alternatives, including encounters and contextual analyses. Also any subjective study strategy utilised was contextual analysis of a project in a constructed condition. Certain classes were distinguished and criticism was given in light of involvement from the contextual analysis. The reason for subjective research is to depict and clarify, to investigate and assemble a hypothesis. Interestingly, quantitative research expects to clarify and foresee, affirm, approve and test a hypothesis. The idea of the subjective research process is comprehensive. There are obscure factors, the rules are adaptable and an individual view is included (Schoonraad, 2003:129). In the exploration, the meetings are illustrative of this. They are not lattice in the noting choices accessible for respondents. Despite the fact that pre-set inquiries were utilised as a rule, the respondents explained and included data based o n their insight and experience, as they esteemed fit. The idea of a quantitative procedure is focused. F e w f a c t o r s are known, built up rules and the view is confined (Schoonraad, 2003:129). The survey that was utilised as a part of the exploration is characteristic thereof. The rating scale was utilised as part of most inquiries, giving respondents a five-decision alternative, running from 1 showing not critical to 5 that demonstrates to a great degree noteworthy. Subjective research information is normally literary and picture based. The specimen is little and for the most part includes non-institutionalised perceptions and meetings. Quantitative research information is normally numerical. An extensive example and institutionalised instruments are utilised (Leedy & Ormrod, 2010:96). The subjective research included a little example, having directed ten meetings and one contextual analysis. The subjective research had a bigger specimen that comprised of a controlled gathering of ten and an exploration populace of forty. To approve measurable discoveries, a bigger specimen must be utilised than on account of the subjective research that d o e s not depend on a sufficiently vast example to lead substantial factual methodology. An institutionalised instrument, namely the Likert scale, was utilised. The investigation was subjected and inductive thinking was utilised. Information of subjective research was broken down through factual examination. The Likert scale was utilised to change a subjective demeanour to a subjective one. Objective and deductive thinking was utilised. 3.2.1. Types of research. The research design was considered a very important aspect of the research project due 21.

(36) to the weight it g a v e to the activities t h a t h a d to take p l a c e within a specific time. The design further aided in deciding on the research questions, selection guides to sources and type of information as well as outlining procedures for every research activity (Blamberg et al., 2005). There were two main research procedures considered during the evaluation of the theory. Firstly, quantitative research was defined as a systematic investigation where mathematical and statistical techniques were observed. Most of the data derived from this quantitative analysis was numerical, hence presented in a form of statistics and percentages (Shuttleworth, 2008). Secondly, a qualitative analysis was considered, where the researcher h a d investigated themes and/or observations and then described the information as patterns, exclusively for that specific set of participants (Shuttleworth, 2008). It was further indicated that it was in qualitative research method where interviews and observations w e r e extensively used, while quantitative research methods w e r e f o c u s e d more on questionnaires and surveys. A case study is described as a research strategy by Yin (2003). Both qualitative and quantitative methods could be applicable in a case study research. A case study also uses “HOW” and “WHY” questions to explain certain phenomena and this might also assist the reader to understand them in a particular context. Hussey (1997) argues that case studies are used in exploratory research where few theories or a deficient body of knowledge exist. The different types of the cases studies have been described by Hussey as descriptive, experimental, explanatory and experimental case studies. Yin (2003) describes case study design as a very difficult part of doing research, simply because there a r e no comprehensive guides and text books like in any strategies. However, since any research needs a plan to be followed, a proper plan should still be developed for a case study research to avoid going off track during the research, as this might lead to research objectives not being met. Yin (2003) also indicates that there a r e five elements of a design which a r e very important in case studies, namely a) study questions, b) study propositions, c) unit of analysis, d) linking data to propositions and e) criteria for interpreting findings. 3.3. Methodology. The methodology focuses on the study that looks into a special method (Buckingham & Saunders, 2007:15).. 22.

(37) 3.3.1. Rationale for the methodology. This section focuses on how the research work was designed and how data was collected for the study. However, the researcher was tempted to explore a number of research methods with a view to gathering as much relevant information as possible. A mixed method approach was chosen, where qualitative and quantitative strategies were employed to gather data through interviews, questionnaires, observation and documentation. The researcher designed a questionnaire through which data was collected during one-on-one conversations with the chosen population. According to Veal (2011:35), a qualitative approach is generally concerned with information in the form of words, conveyed orally or in writing. Thus, it makes it possible to gather a relatively large amount of information about the research subject. Qualitative research methods provide details about human behaviour, emotion and personality characteristics. A qualitative approach underlies the natural scientific method in human behavioural research and holds that research must be limited to what we can observe and measure objectively (Welman & Kruger, 2005:6). A qualitative approach was adopted because the researcher sought to understand how project management systems could improve the effective delivery of construction projects. On the other hand, quantitative methods emphasise objective measurements and the statistical, mathematical, or numerical analysis of data collected through polls, questionnaires and surveys, or by manipulating pre-existing statistical data using computational techniques. Quantitative research focuses ongathering numerical data and generalising it across groups of people or to explain a particular phenomenon. 3.3.2. Target population. In this section, specific attention i s given to the target population and the sampling method used. Walman et al. (2004) defined the target population as a group o f p e o p l e f r o m which t h e researcher would like to deduce some observations a n d information w h e r e a f t e r conclusions can be drawn in a reduced form. In the present study, the target population consisted of the North West Province stakeholders. 3.3.3. Sampling method. Sampling is the selection of a particular section or group of population on which researchis c o n d u c t e d (Wisker, 2001). There are two known examining systems, namely 23.

(38) likelihood testing and non-likelihood testing, as comprehensively elaborated by (Saunders et al., 2003). This study chose to employ non-probability sampling, which is known to position the researcher to select cases that would allow the project to reach its objectives. Firstly, some representatives in the industry were approached to participate in the study. Secondly, the management and staff at the department were engaged. This would give a better understanding if there was a gap in carrying out the projects between elected staff and permanent department staff. Emory et al. (1995) state that the consensus approach is when an attempt is made to survey every element within the population. This approach works best when the total number of population elements is sufficiently small and there is a strong measurement of diversity amongst these elements. This approach was found fit to be employed in this study. 3.4 The. Data collection researcher informally discussed. some. development issues. within built. environment in the province with some professional representatives. As a participant observer, the researcher attended some informal gatherings of those actively involved in the researcher's life and as such, this allowed easy data collection. The information that is required ought to be resolved. Additionally, where the information is found, how the information will be acquired and how it will be deciphered a r e a l s o s i g n i f i c a n t (Leedy & Ormrod, 2010:105-106). Data was also gathered using books, web sites, articles, investigative papers and logical diaries. The devices used to acquire these assets were the library, the library index and databases like SABINET. The observational information required for this study was obtained from people working in a n assembled condition. Research strategy demonstrates that it is helpful to the exploration if information i s gathered through more than one technique. Along these lines, information was accumulated through meetings, polls and a contextual analysis. It was likewise figured out where the information would be found and how it would be acquired. 3.5. The questionnaire. The survey utilized as a part of the research comprised of two segments. Segment A secured general data and area B secured project management knowledge. The 24.

(39) qualification was made between the two segments because of the inquiry design that varied between them — segment A utilized an agenda and area B the Likert scale. The questionnaire contained agendas and rating scales. The assessment utilized as a part of area A was to decide the participant` gender, field's knowledge, sexual orientation, years of experience in the industry in built environment. The Likert scale that was utilized as a part of area B gave five classifications. This falls inside the scope of classes and a proposed when utilizing the Likert scale as Likert scales require at least two classifications and a greatest of eight or nine (Neuman, 1997: 159; Leedy, 2010:189). The questionnaire was circulated electronically to every respondent. The choice was offered to finish the questions either electronically or in print. Most respondents completed the questionnaire electronically and emailed it back to me. Every one of the questionnaires were sent by an official introductory letter. This letter contained an official university letter head and clarified that the point of the study was to broaden the knowledge of project management and built environment. It expressed that finishing the questionnaire would be valued and would add to the achievement of the research. The letter asserted that the data got from respondents would be viewed as Every one of the questionnaires were sent by an official introductory letter. This letter contained an official university letter head and clarified that the point of the study was to broaden the knowledge of project management and built environment. It expressed that finishing the questionnaire would be valued and would add to the achievement of the research. The letter asserted that the data got from respondents would be viewed as confidentially and surety was given that no names will be made known if that was preferred by them. The letter approved the exploration ponder. The letter that was written on university letter head sent to all participants. Leedy and Omrod (2010:194) propose rules for completing the questionnaire. The questionnaire ought to be as specific and short as could reasonably be it can be. It should just look to gain information as accurate as possible. The respondents` undertaking ought to be as simple as could be allowed. The topic should be simple as possible to peruse. The discussion ought to be simple as far it can be and the respondents` time should be regarded. Clear guidelines ought to be given, for example, not expecting that they know about the Likert scale. Clear, basic and unambiguous should be utilized with questions that don't test certain intelligence of participants. The survey ought to look proficient. A control gathering ought to be utilized as a part of a pilot study to be used to check if questions are as clear and possible as would be. 25.

(40) The questionnaire utilized as a part of this research was guided by what was mentioned above. The questionnaire was as short as could reasonably be expected while still sufficiently thorough to achieve required information. Basic and clear questions were utilized and guidelines were given where it was necessary. Questions were worded as unambiguously as could be expected under the circumstances. A vague method for expressing the inquiry would have been example "show your years of work experience" as it doesn't show whether it point to work experience in any industry or just the assembled condition. Guidelines given in the questionnaire were additionally clear, for example both segment A and segment B begins off asking for respondents to: "Show your decision by making (X) in the square of your decision". The Likert scale that was utilized as a part of segment B of the survey utilized clear indication and guidelines to clarify from any misunderstanding. At the starting point of section B the scale is as follows: 1 - Not significant 2 - less significant 3 - Significant 4 - Very significant 5 - Extremely significant Consideration was given to the appearance and expert interest of the questionnaire. For example, all Likert scale tables were perfectly adjusted below each other. There was consistency in the text style that was utilized, the bolding of spacing and questionnaire. This additional to the expert appearance of the poll. A control team was initially tried the survey to make sure that the questionnaire was planned as plainly and properly as could reasonably be expected. A couple of alterations took after the control team's input. The objective population was colleagues from inside and outside the department. The respondents included individuals with different backgrounds identified within the built environment. This incorporated Contractors, consultants and clients from other departments. Questionnaire for the most part have a low return rate. Mail overviews frequently have a 1560% return rate (Neuman, 1997: 246). Most students researching see a reaction belowhalf 26.

(41) as poor. Luckily, this exploration consider got an adequate return rate of 57.14%. The survey was sent to at least seventy participants and forty were gotten back. Questionnaire have other possible downsides, one being that they mirror the respondents` perusing and personal understanding abilities. In this manner, there is the likelihood of misinterpretations (Dowson and Mclnerney, as referred to by Leedy and Omrod, 2010:189). Various research instruments were utilized as a part of regard of this study. The favorable position is that the shortcoming of one instrument is supplemented by the quality in one of the instruments. For instance, where polls are available to error, interviews offer the questioner the opportunity to lucidity inquiries and diminishing the likelihood of distortion (Leedy and Ormrod, 2010: 188). This approach was taken after with respect to the questionnaire, case study and interviews. 3.5.1. Case study. Diverse research instruments were utilized as a part of regard of this research. The favourable position is that the shortcoming of one instrument is supplemented by the quality in one of the instruments. For instance, where questionnaire are available to confusion, interviews offer the questioner the opportunity to clear questions and diminishing the likelihood of error (Leedy and Ormrod, 2010: 188). This approach was taken after as to the interviews, questionnaire and case study. Research case study was used to focus on the following but not limited to scope, budget, time, communication, safety and health. The information of the case study was received was analysed. Also the research case study was qualitative. Particular categories made to talk about the case study were displayed under specific headings. These headings were general foundation of the case investigation, industry factors and project management. A general picture of the case was given and conclusions were drawn. The case study utilized as a part of this research was projects that were implemented in department, it must noted that few projects are being executed in private sector in Construction project management system particularity in province as they are Professional Construction Management. This research is in done by virtue of the birth of Construction Project Management Act. However a study will need to be conducted to explore the private sector in province. This was utilized to expand comprehension of the effect that industry particular information, or the scarcity in the department, may have on an undertaking. The aims and objectives of this study needed to be achieved and therefore, measuring 27.

(42) instruments to be used in that regard were very critical. Of the critical issues, the size of the targeted population and their status were paramount. All in all, the structured questionnaire would be an appropriate tool to be used to collect data. The information from senior management would be paramount as it would position them to share the insights and feeling that would reveal subjective meaning during our discussions. The questionnaires coupled with interviews were thoughtfully selected and a total of 21 questionnaires were undertaken from May 2017 to the end of June 2017. The structured questionnaires contained questions pertaining to performance indicators of projects. The questionnaire was regarded as convenient and less costly way of collection data. a) Documentation and archival of records In addition to interviews, this study analysed project materials such as the projects proposals, materials prepared by project personnel on the technical and project management aspects of the project, materials pertaining to the project. These materials would allow the researcher to obtain factual data such as figures and statistics. The five years back dated would be collected from archives. The data would be cross validated before use (Adopted from Shin, 2008). Other secondary data as budgetary annual reports, planning and scheduling documents, control and monitoring reports and councils committee meeting`s was also reviewed to establish the trends that could be used to predict project performance in the community council. b) Interviews A meeting includes common sharing of understanding. A researcher may share his/her experience to make trust and urge the source to open up, yet does not compel answers or utilize force questions. It supports and aides a procedure of shared disclosure. In interviews, individuals convey what needs be in the way which they ordinarily talk, think and sort out the real world, however the emphasis is on the respondent`s point of view and experience. Keeping in mind the end goal to remain nearby to the respondent`s encounter, the researcher must make questions as far as solid cases or circumstances (Neuman, 2000).Interview aided us in deducing the understanding of both leadership and the community councils in how they dealt with their developmental projects and the status of their projects performance. 28.

No results found