Development of a Program Definition Rating Index for the Performance Prediction of Construction Programs

Program management is the structured and strategic process of managing multiple projects at a high level to maximize benefits. The essentials of programs include high costs and long implementation periods, and thus, the negative impacts caused by the failure of program management are more significant and greater than that of a project. Therefore, to achieve high program performance, it is essential for program management to be well defined during the early stages. However, the existing research is mainly focused on the performance prediction methodologies for projects, while the research pertaining to programs has concentrated on identifying the qualitative critical success factors (CSFs). Thus, this study developed a methodology for predicting the program performance. Forty-five CSFs were identified herein from literature review and expert interviews, then grouped through factor analysis. In addition, the Program Definition Rating Index (PgDRI) was developed by calculating the weights of the proposed CSFs through structured equation modeling in order to evaluate the quantitative program performance. For validation, the PgDRI was applied to three in-progress cases, and the PgDRI scores were compared with the actual performance of each case. The PgDRI developed in this study can contribute to the body of knowledge pertaining to program management by quantifying the performance management of a program. In addition, the PgDRI can be utilized in the performance management of a program in terms of the cost and schedule by allowing practitioners to apply the PgDRI repeatedly to the major decision-making processes during the early stages of a program.

[1]  TaeHoon Hong,et al.  Effect of project characteristics on project performance in construction projects based on structural equation model , 2009, Expert Syst. Appl..

[2]  Paul C. van Fenema,et al.  A typology of project management: emergence and evolution of new forms , 1999 .

[3]  Guangdong Wu,et al.  Critical Success Factors for Project Planning and Control in Prefabrication Housing Production: A China Study , 2018 .

[4]  D. Milosevic,et al.  The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria , 2009 .

[5]  J. Rockart The changing role of the information systems executive : a critical success factors perspective , 1982 .

[6]  Bon-Gang Hwang,et al.  Identifying Critical Success Factors for Green Business Parks: Case Study of Singapore , 2017 .

[7]  Changmin Kim,et al.  Hybrid principal component analysis and support vector machine model for predicting the cost performance of commercial building projects using pre-project planning variables , 2012 .

[8]  D. Partington,et al.  Attributes and levels of programme management competence: an interpretive study , 2005 .

[9]  Christopher J. Hemingway,et al.  The importance of context in programme management: An empirical review of programme practices , 2007 .

[10]  H. Chong,et al.  Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects , 2016 .

[11]  Evan Bingham,et al.  Infrastructure Project Scope Definition Using Project Definition Rating Index , 2017 .

[12]  Miroslaw J. Skibniewski,et al.  Perceiving Interactions on Construction Safety Behaviors: Workers’ Perspective , 2016 .

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

[14]  Michel Thiry,et al.  “For DAD”: a programme management life-cycle process , 2004 .

[15]  Jung-Ho Yu,et al.  Critical success factors for urban regeneration projects in Korea , 2011 .

[16]  Mark Lycett,et al.  Programme management: a critical review , 2004 .

[17]  D. Ferns,et al.  Developments in programme management , 1991 .

[18]  H. Kaiser An index of factorial simplicity , 1974 .

[19]  Sha Liu,et al.  Study on factors that inhibit the promotion of SI housing system in China , 2015 .

[20]  Zayyana Shehu,et al.  Construction programme management theory and practice: Contextual and pragmatic approach , 2009 .

[21]  Zayyana Shehu,et al.  Major challenges to the successful implementation and practice of programme management in the construction environment: A critical analysis , 2010 .

[22]  Roderic J. Gray Alternative approaches to programme management , 1997 .

[23]  Yong-Woo Kim,et al.  Stakeholder Management in Long-Term Complex Megaconstruction Projects: The Saemangeum Project , 2017 .

[24]  Wyckham D. Seelig,et al.  Experience as a factor in the selection and performance of project managers , 1967 .

[25]  Wilderich Heising The integration of ideation and project portfolio management — A key factor for sustainable success ☆ , 2012 .

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

[27]  Lan Luo,et al.  Investigating the Relationship between Project Complexity and Success in Complex Construction Projects , 2017 .

[28]  Stephen O. Ogunlana,et al.  Construction professionals' perception of critical success factors for large‐scale construction projects , 2009 .

[29]  Bent Flyvbjerg,et al.  Do classics exist in megaproject management , 2018 .