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Volume
‐
5,
Issue
‐
3,
June
‐
2015
International Journal of Engineering and Management Research
Page
Number:
89
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93
Critical Success Factors in Construction Project Implementation and
Project Performance with Remedial Measures
Alvin Harison1, Yehoxu Sumi2, Vikas Srivastava3
1,3
Assistant Professor,Civil Engineering Department Sam Higginbottom Institute of Agriculture Technology & Sciences (Formerly Allahabad Agriculture Institute-Deemed University), Allahabad, INDIA
2
PG Student, Civil Engineering Department Sam Higginbottom Institute of Agriculture Technology & Sciences (Formerly Allahabad Agriculture Institute-Deemed University), Allahabad, INDIA
ABSTRACT
Critical Success Factors pertain to the objectives, principles and efficient performance of the project. To attain goals and what methods are used to achieve them and how efficient its output these all based on designed critical success factor. As it is well known that the construction management or industries having dynamic nature because of it’s all over dissemination through technologies and in the developing countries construction industry is one of the largest job creators. Once appropriate critical success factors for projects have decided it’s become understandable to implement and to fulfill the requirement of the project. For every single construction project in the time of feasibility analysis it is required to have the prepared success factors. In this study, with the views of different researchers have been taken which shows the critical success factors for the project implementation and project performance. Also, some questionnaire have been presumed and based on these questionnaires remedial measures have been suggested.
Keywords---- Critical Success factor, Project
Implementation, Project Performance
I.
INTRODUCTION
Critical success factors are the ways to get success in the business and to obtain the important findings of the project. Critical success factor approach plays the vital role in the construction management system Critical success factors are those factors to the construction management system that directly enhance the chances of achieving goals successfully. So in this regard it is necessary to concentrate on the more efficient factors or
the critical success factors for implementation and performance of the construction projects. Critical success factors (CSFs) are inputs to project management practice which can lead directly or indirectly to project success (Alias et al 2014). Project management success in construction highly depends upon internal and external issues like management decision, project procedure, manpower, choice of equipments etc. Always it is need to keep in mind that construction management is full of uncertainties like repair of machinery, availability of materials in advance and due to these reasons the possibility increase in form delay or failure of business. So the critical success factors are those parameters which need to be specified first. Sultan & Kajewki (2006) suggested tolerating the adaptation of any appropriate strategies and policies required for reducing the impact of unemployment and taking advantage of the excessive local labour, Managerial skills in construction projects should be promoted and human training enhanced. Saqib (2008) found that the project success and the critical success factors (CSFs) are considered to be a means to improve the effectiveness of project. However the concept of project success has remained ambiguously defined in the mind of the construction professionals.
II.
REVIEW OF LITERATURE
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Pinto and Slevin (1987) identified a project model and ten determining factors as below: Project mission, scheduling, technical tasks, user consultant, user reception, feedbacks and reports, communications, fault detection, senior manager support, personnel (requirement, employment and training). Walidand Tukel (1996) also divided the critical success factors into four main groups: Project dependent factors, Team members and project manager dependent factors, Organizational structure dependent factors and External environment dependent factors. Adnane (2003) considered the following four dimensions as the success factors: Project Result, Customers effects, Commercial success and conduction and preparation for the future, identifying the beneficiary groups (stockholders, managers, customers and personnel) which are significant as well as critical success factors until different people wants to see success in different ways. Tan (2011) state that once the causal relationships are identified it can help in identifying development needs, strategizing the entry plan and most importantly be able to forecast the success level of a construction project before it commences. Zeinab Seyed Saleki (2012) has defined as the act of arranging, establishing, and sharing the movement of knowledge within the organizations. The use of past information and knowledge in new projects reduce the need of referring to past projects, minimize the time and cost of solving problems and raise the quality of finding solutions to the problems during the construction phase of a project. Pakseresht (2012) report that the critical success factors are technical and economic assessment of the project required resources, experience and executive records of project manager, project strategic planning and executive experiences of contractor team about the project subject. M. A. Malek (2013) identified some missing parameters that might be consolidated from perspective of construction industry practitioners. Practitioners suggested that some enhancement on the survey that included assessment on practitioners financial status, construction managers specific task and responsibilities and relationship between quality control and safety measures to be add on for measuring construction management effectiveness. Taner (2013) report that Leadership and commitment of top management, cross-functional teamwork and commitment of middle managers are found to be the most CSFs for successful introduction of Six Sigma, whereas lack of knowledge of the system to initiate and complacency are found to be hindering its implementation. Alias (2014) state that the Critical success factors (CSFs) are inputs to project management practice which can lead directly or indirectly to project success. It encompasses many elements, which have to be synchronized to ensure the project delivery on time.
III.
METHODOLOGY
Based on the study of literature review related to the Critical success factors for implementation of construction project and project performance, Views of the different authors for different factors are taken and then a questionnaire was presumed and some remedial measures identified.
TABLE.1
SL. NO.
STUDY YEAR CONTEXT IDENTIFIED
CRITICAL SUCCESS FACTORS(CSFS)
1 Bharadwaj
Dunna 2008
Success Factors for Effective Implementati on of
Project Controls in Contracting Companies: A qualitative study.
1. The literature on success factors is largely limited to time, cost, specification
2. The stress was much on a project being a success or failure
3. Publications involving stakeholder satisfaction
4. Contributions in the form of integrated
Frameworks.
2
U.Kulatuna ,D. Amaratna and R.Haigh
2010
Implemen tation Of Critical
Success Factors In Construction Research And
Develop ment Process
1. Departmental stage models: based on the departments or functions which hold responsibility for the tasks carried out in the innovation process;
2. Active stage model: based on the activities that are performed;
3. Decision stage model: represent the innovation process as a series of evaluation points to decide if t
he work should go ahead or be abandoned;
4. Conversion process model: based on the concept that the innovation process is a conversion of inputs t
o outputs;
5. Response model: focuses on the individuals’ or organizations’ response to change of ideas or project proposals in terms of acceptance or rejection of ideas or proposals.
3
Celina M. Olszak
and Ewa Ziemba
2012
Critical Success Factors for Implementin g Business Intelligence Systems
1. Adequate budget 2. Support from senior management
3. Competent BI project manager (leadership)
3. Skilled (qualified) sufficient
staff/team/managers 4. Clear business vision and plan
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cooperation with a BI supplier 4 Dr. Mohammad reza Bemanian and Dr. Mojtaba Hoseinalipu 2014 Analysis of Critical Success Factors in Design-Build Projects; a Case study of Karaj Urban Projects
1. On time Financing, On time Procurement
2. Management of client communication with consultants and contractors
Management of consultant’s
communication with contractors Management of Procurement team's communication with contractors.
3. Management of legal
Problem Public organizations' cooperation
4. External and Environmental factor Managing project hindrances Environment and weather.
4. Contractor Employment of skillful forces Implementation of Innovative Techniques Experience and knowledge Financial power and prestige Commitment to project Project manager’s success Effectiveness of power & experience of contractor in managing project hindrances. 5 Zarina Alias 2014 Determini ng Critical Success Factors of Project Management Practice: A conceptual framework
1. Specification of project objectives and plans including delineation of scope, budgeting scheduling, setting performance requirements and selecting project participants.
2. Maximization of efficient resource utilization through procurement of labour, materials and equipment according to the prescribed schedule and plan.
3. Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire
process.
4. Development of effective communications and mechanisms for resolving conflicts among
the various participants’
TABLE.2
SL. NO
STUDY YEAR CONTEXT IDENTIFIED
CRITICAL SUCCESS FACTORS (CSFS)
1
Walid
Belassi 1996
A New Framework For Determini ng Critical Success/ Failure Factors in Projects 1.Top management support, 2. Client consultation, 3. Preliminary estimates,
4. availability of resources,
5. Project managers performance,
2 Simon
Rawlinson 2006 Successfu
l Projects 1.Procurement 2.Design quality 3.Cost management 4.Communications 5.Risk management
3 K. N. Jha
& K.C. Iyer 2006
Critical Factors Affecting Quality Performa nce in Construction Projects
1. Project manager’s competence
2. Top management support
3. Monitoring and feedback by project participants
4. Favorable working condition
5. Commitment of all project participants
6. Owners competence
4 Nino Grau
2012 Standards And Excellence In Project Management
1. The standard supports the work within the organization, guides processes and methods, quality of work and results. Standard’s quality, i.e. the property.
2. The standard supports one’s own work, simplifying collaboration, customers and suppliers, and strengthening trust. 5 Olav Torp, Kjell Austeng 2014 Critical Success Factors For Project Performance:
1. Clear goals; Goal commitment of project team
2. Project summary; Operational concept;
3. Project objectives; Technical innovation uncertainty;
4. Top management support; Client consultation;
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QUESTIONNAIRES
The major measure tool used in this study is the questionnaire. This research has used the questionnaire tool to collect the opinions of expert and involvers of different areas with different concepts.
TABLE.3
RELATE D FACTOR
QUESTION SL.
NO.
CSFs for Project Implement
ation and Analysis
How to major aspects phases on Implementation of different types of Projects? 1
Does developing countries encounter to the same critical factors that developed countries had been confronted?
2
How to differentiate between enterprise research planning (ERP) implementation in developing and developed countries?
3
How should vendors and consultants
prognosticate during ERP implementation? 4
Is there any difference between ERP's Critical Success Factors (CSF) in developed and developing countries or not.
5
How do the relationships between success and failure of PM-ASP implementation and construction project success?
6
How to attributes measures used evaluate the performance of PM-ASP implementation in a construction project?
7
How the factor does controlled the success of PM-ASP implementation in a construction project?
8
What is the reason for not implementing
Six Sigma in companies? 9
How are the barriers implementations of a new quality improvement initiative in construction companies?
10
TABLE.4
RELATE D FACTOR
QUESTION SL.
NO.
CSFs in Project Performan
ce
How is the Critical Factors Affecting Quality
Performance in Construction Projects? 1
How do success factors leading to the performance of PM-ASP, and how do they affect its performance?
2
Have there been any changes in CSF since the
last interview? 3
How many CSFs do you think you have for
the project? 4
Is it helpful in making these CSF explicit and make them available in clear text so that they are clear for everyone?
5
Have there been any changes in CSF since the
last interview? 6
Should the management focus for the whole project in order to achieve final project success?
7
How do the factors increase the company’s performance and capacity by lowering its
process inefficiencies? 8
How should the project deliver? 9
Is the project definition comprehensive and
unambiguous? 10
IV.
RESULTS AND DISCUSSION
Determination of the critical success factor for the implementation of the construction project and for project performance gives smoothness. Also, the raised questionnaire provides the motivation to achieve the project goals. For achieving project goals with the critical success factors, remedial measures are also having great rolls.
With the study of critical success factors and the devised questionnaires some beneficial questionnaires have drawn for construction projects implementation and project performance.
1. Construction projects implementation -Process factor should be flexible, Correlation between the implementation team and Project Management is required Training and systems knowledge should be compulsory, it should be standardized process and operational benefits to the organization. Organizations should have an effective project management strategy to control the implementation process.
2. Projects performance – Scheduling, Control systems monitoring and Continuous involvement of manager in the project is required. Identification and evaluation is mandatory in various factors affecting the quality performance of construction projects. Project should be delivered satisfaction from all sources. Forecasting performance level of a construction project is important before it commences.
V.
CONCLUSIONWith the findings in forms of questionnaires and remedial measures to achieve the performance of the implemented construction project throughout the progression and completion of the project critical success factors are found to be governing tools. The devised questionnaires are the critics which increase the possibility and the chances to workout according to critical success factors of the project also some remedial measures are produced to keep ignite the motivational flame to work accordingly.
REFERENCES
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Construction Education, Research & Practice”August 4-5, 2008, Karachi,, Pakistan, p393-404
[3] B. Sultan, S. Kajewki, “Requirements for Economic Sustainability in the Yemen Construction Industry”, Proceedings of the CIB Working Commission W107, Construction in Developing Economies, International Symposium on Construction in Developing Economies, Santiago, Chile, 18th-20th January, 2006.
[4] Dennis P. Slevin and Jeffrey K. Pinto, “Critical Success Factors in Effective Project implementation ” Balancing Strategy and Tactics in Project Implementation', Sloan Management Review, Fall, , pp. 33-41, 1987
[5] Walid Belassi and Oya Icmeli Tukel “A new framework for determining critical success/failure factors in projects” International Journal of Project Management Vol. 14, No. 3, pp. 141-151, 1996
[6] U. Kulatunga, D.Amaratna and R.Haigh “Implementation of critical success factors in construction
research and development process ”, International Journal of Engineering, Science and Technology Vol. 2, No. 9, 2010, pp. 96-106.
[7] Celina M. Olszak and Ewa Ziemba “Critical Success Factors for Implementing Business Intelligence Systems in Small and Medium Enterprises on the Example of Upper Silesia, Poland” Interdisciplinary Journal of Information, Knowledge, and Management Volume 7, 2012. Pp. 130-150.
[8] K. N. JHA & K. C. IYER “Critical Factors Affecting Quality Performance in Construction Projects” Total Quality Management Vol. 17, No. 9, 1155 –1170, November 2006.
