Critical Success Factors for Different Project Objectives

The identification of key factors for construction project success enables appropriate allocation of limited resources. Most of the related past work only identified critical success factors for construction projects in general. The present study seeks to distinguish these factors according to the project objectives of budget, schedule, and quality. The analytic hierarchy process is adopted to determine the relative importance of success-related factors. A hierarchical model for construction project success is presented. Sixty-seven success-related factors are considered. These factors are grouped under four main project aspects, namely, project characteristics, contractual arrangements, project participants, and interactive processes in the hierarchical model for project success. A questionnaire was developed to facilitate systematic data collection in this study. Experts with an overall average of 20 years of experience in the construction industry were invited to participate in the survey. Critical suc...

[1]  Luis F. Alarcón,et al.  Modeling project performance for decision making , 1996 .

[2]  null null,et al.  Constructability and Constructability Programs: White Paper , 1991 .

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

[4]  Thomas R. Napier,et al.  Selection of Design/Build Proposal Using Fuzzy‐Logic System , 1992 .

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

[6]  Macomber Jd You can manage construction risks. , 1989 .

[7]  Simaan M. AbouRizk,et al.  UTILITY-THEORY MODEL FOR BID MARKUP DECISIONS , 1996 .

[8]  Robert J. Might,et al.  The role of structural factors in determining project management success , 1985, IEEE Transactions on Engineering Management.

[9]  Christopher M. Gordon,et al.  Choosing Appropriate Construction Contracting Method , 1994 .

[10]  Ewe Chye Lim Influence of management and labour on construction productivity in Singapore , 1993 .

[11]  Peter Jeffery Project managers and major projects , 1985 .

[12]  R. A. Mohsini,et al.  Determinants of performance in the traditional building process , 1992 .

[13]  Fatemeh Zahedi,et al.  The Analytic Hierarchy Process—A Survey of the Method and its Applications , 1986 .

[14]  Luis G. Vargas,et al.  Prediction, Projection And Forecasting , 1990 .

[15]  Fabian C. Hadipriono,et al.  Knowledge base development for international construction operations , 1988 .

[16]  S. Ward,et al.  Objectives and performance in construction projects , 1991 .

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

[18]  Erik Larson,et al.  Project Partnering: Results of Study of 280 Construction Projects , 1995 .

[19]  James E. Diekmann,et al.  Are contract disputes predictable , 1995 .

[20]  David K. H. Chua,et al.  Model for Construction Budget Performance—Neural Network Approach , 1997 .

[21]  Mohan M. Kumaraswamy,et al.  A comparative study of causes of time overruns in Hong Kong construction projects , 1997 .

[22]  Liang Y Liu,et al.  Relationship between Project Interaction and Performance Indicators , 1996 .

[23]  Aviad Shapira,et al.  Process of Planning During Construction , 1994 .

[24]  David K. H. Chua,et al.  Key determinants for construction schedule performance , 1999 .