Critical success factors for urban regeneration projects in Korea

Abstract Urban regeneration projects aim to foster the well-being of a city by bringing lasting improvements in the social, economic, physical, and environmental aspects of an urban area. Urban regeneration projects have a higher possibility of uncertainty and complexity than other construction projects. Therefore, the purpose of this research is to identify the critical success factors (CSFs) of such projects and to prioritize CSFs in each project phase so that project promoters and managers can appropriately focus their efforts. We identified and confirmed 10 CSFs through a brainstorming process and 29 expert surveys. The priority of CSFs in each phase of an urban regeneration project can be determined using the suggested model, which takes into account degrees of both importance and satisfaction of each CSF. The priorities were assessed based on 122 expert surveys and the proposed model, and the implications of the results are discussed.

[1]  Arthur B. VanGundy,et al.  Managing Group Creativity: A Modular Approach to Problem Solving , 1984 .

[2]  Norman Crolee Dalkey,et al.  An experimental study of group opinion , 1969 .

[3]  Sang Ok Choi,et al.  Success factors: public works and public‐private partnerships , 2008 .

[4]  Xueqing Zhang,et al.  Critical Success Factors for Public-Private Partnerships in Infrastructure Development , 2005 .

[5]  B. N. Baker,et al.  Factors Affecting Project Success , 2008 .

[6]  Qiping Shen,et al.  Critical Success Factors for Value Management Studies in Construction , 2003 .

[7]  D. Holt Management, principles and practices , 1987 .

[8]  Jae-Jun Kim,et al.  Development of Program Management Information System Prototype to Support Urban Regeneration Based on System Requirement Analysis , 2009 .

[9]  Jan Terje Karlsen,et al.  Project Stakeholder Management , 2002 .

[10]  Michael Coyle,et al.  Critical Success Factors for Construction Projects , 1992 .

[11]  D. K.. Ahadzie A model for predicting the performance of project managers in mass house building projects in Ghana , 2007 .

[12]  S. Kivrak,et al.  Critical Factors to Company Success in the Construction Industry , 2008 .

[13]  R. Tiong CSFs in Competitive Tendering and Negotiation Model for BOT Projects , 1996 .

[14]  David I. Cleland,et al.  Project Management: Strategic Design and Implementation , 1990 .

[15]  Jung-Ho Yu,et al.  Analysis of Conflict Cases in Urban Regeneration Projects , 2009 .

[16]  Albert P.C. Chan,et al.  Determinants of Successful Design-Build Projects , 2008 .

[17]  Edward J. Jaselskis,et al.  Optimal Allocation of Project Management Resources for Achieving Success , 1991 .

[18]  Weisheng Lu,et al.  Critical Success Factors for Competitiveness of Contractors: China Study , 2008 .

[19]  Raja R. A. Issa,et al.  Management’s Perception of Key Performance Indicators for Construction , 2003 .

[20]  Danny C. K. Ho,et al.  Design and Build Project Success Factors: Multivariate Analysis , 2001 .

[21]  Jeffrey K. Pinto,et al.  Critical factors in successful project implementation , 1987, IEEE Transactions on Engineering Management.

[22]  Paul. Olomolaiye,et al.  Critical success criteria for mass house building projects in developing countries , 2008 .

[23]  Y. C. Kog,et al.  Critical Success Factors for Different Project Objectives , 1999 .

[24]  Low Sui Pheng,et al.  Environmental factors and work performance of project managers in the construction industry , 2006 .

[25]  G. Winch,et al.  Project Stakeholder Mapping: Analyzing the Interests of Project Stakeholders , 2002 .

[26]  Boyd C. Paulson,et al.  Professional Construction Management , 1978 .