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Integration within project delivery teams can improve project outcomes in the building construction industry. However, integration across multiple firms and disciplines can be more challenging to manage, when compared to functionally organized, or siloed, teams. Given that resources to manage integration are limited and that most teams are only partially integrated in practice, this research seeks to explore pathways for their success. Using data collected from ten completed projects in the U.S., a fuzzy-set qualitative comparative analysis was performed to identify which combinations of six dimensions of integration were sufficient for improved project performance. The analysis revealed six distinct and highly consistent pathways to success, as evaluated by the criteria of being on-budget, on-time, or achieving the planned sustainable certification. Across all pathways, having a single team focus and equitable team relationships were the only dimensions consistently found in pathways leading to desirable project outcomes. Other dimensions, such as co-location, seamless operation across organizational boundaries, and a no-blame culture were found in pathways to both desirable and undesirable project outcomes, depending on their combination with other dimensions. These results contribute to theories on implementing team integration, suggesting that fully integrated teams are not always necessary for success. Instead, integrated teams that can work collaboratively, while still maintaining organizational separation or autonomy, can be as effective. While the study does not enable the identification of all possible pathways to success, it provides guidance to practitioners by highlighting a small subset of pathways, giving greater flexibility in managing integration within their teams. [ABSTRACT FROM AUTHOR]

This article addresses a gap in construction project performance measurement research from the perspective of small-medium-sized construction contractors in developing countries. Focussing on small-medium-sized contractors in the Jordanian construction industry, a survey of 231 Jordanian construction professionals was undertaken to investigate how different project stakeholders, intra and extra-organisational relationships and financial and non-financial measures support or hinder the delivery of project outcomes. Using exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and Partial Least Squares Structural Equation Modelling (PLS-SEM) an integrated theoretical performance measurement model was developed and tested which contributes to the advancement of construction project performance measurement research in a number of ways. First, it shows that small-medium-sized contractor project performance is a multi-dimensional, dynamic and contested construct which is bounded by environmental and organisational constraints, and inseparable from mainstream business performance. Second, it shows that performance is measured by six project-related constructs (project cost, time, quality, health and safety, environmental sustainability, and socio-economic performance) and three business-related constructs (profitability, client satisfaction and consultant satisfaction). Third, it shows that four intra-organisational groups of variables (leadership, management capabilities, human resource management and technical capabilities, resources and processes) have a significant impact on the overall project and business performance. Fourth, it shows that four extra-organisational groups of variables (client performance, consultant performance, supplier performance and external attributes) have a significant direct impact on project performance, but no moderating impact was found. [ABSTRACT FROM AUTHOR]

Cost overrun and schedule delay are pervasive in large public infrastructure projects in Canada and there is an ongoing debate over the root causes of these delivery risks and how best to mitigate them. Since public-private partnerships (P3s) have been long touted as an effective mitigating measure, this study aimed to provide comparative empirical evidence to explore this claim. By collecting cost and schedule data at three key milestones (decision to build, contract awarding and substantial completion) from 39 traditional projects and 27 P3 projects across Canada between 2004 and 2016, the study develops an innovative longitudinal profiling approach to inform the debate about the causes of cost overruns in large public projects. Statistical analyses of the collected data unambiguously demonstrate that P3s outperform non-P3 traditional delivery models during the construction stage in both cost overrun and schedule delay. However, substantial budget underestimation is found in the strategic decision-making process of both models of project delivery. Results from the study also provide solid objective grounds for the development of advanced value-for-money assessment methodology. [ABSTRACT FROM AUTHOR]

Individual-level constructs are seldom taken into consideration in construction management research relating to project performance. This is antithetical to the objectives of properly conceptualizing and contextualizing the research we do because many project performance outcomes, such as the extent of cooperation and level of communication or teamwork are influenced and moderated by individuals' perceptions, values and behaviour. A brief review of the literature in organizational studies centred on culture, identity, empowerment and trust is offered. These constructs are then explored in relation to project performance issues and outcomes, and it is noted that they are predominantly studied at the project and industry levels. We argue that focusing these constructs at the individual unit of analysis has significant implications for project performance and therefore their effects need to be systematically accounted for in explanations of the success and failure of projects. Far from being prescriptive, the aim is to generate interest and awareness for more focused research at the individual level of analysis in order to add new insights and perspectives to critical performance questions in construction management. To this end, a research agenda is outlined, arguing that construction management research integrating individual-level constructs and broader, macro-contextual issues will help define and enhance the legitimacy of the field. [ABSTRACT FROM PUBLISHER]

Public owners and private contractors and consultants are expected to maintain arm’s length relationships with each other to avoid any accusation of corruption. In the context of public construction projects in Vietnam, this study examines: the relational contracting (RC) related behavioural patterns that lead to better interpersonal relations during the construction stage and at the end of the project among public project owners, and private contractors and consultants; and the extent to which better interpersonal relations affect project performance. Using a questionnaire survey, data were collected from public owners and private contractors and consultants in Vietnam. Correlation analysis shows that there exist several behavioural patterns that significantly affect interpersonal relations among project team members during the construction stage and at the end of the project, and the general harmony during the construction stage. It was also found that cost performance is significantly correlated with project harmony level. Schedule performance is significantly correlated with interpersonal relations between project team members during the construction stage, and at the end of the project. The findings indicate the important role that interpersonal relations play in project outcomes and vice versa. The behavioural patterns that are found to be significantly correlated with harmony during the construction stage and/or relationships among project team members suggest that concrete actions may be taken by owners, consultants and contractors to improve relationships, and thereby improve cost and schedule outcomes. It is recommended that owners, consultants and contractors adopt some of the behavioural patterns identified. [ABSTRACT FROM AUTHOR]

The assumption that forms of collaborative working (for example, partnering) can have a substantial beneficial impact on project performance underlies many of the proposed reform agendas in the UK construction sector. The majority of supporting evidence is, however, either anecdotal or limited to individual cases. This shortfall is addressed and aspects of project performance are evaluated relative to different degrees of collaborative working. To achieve this, project performance and collaborative working were first analysed into identified constituents. For clarity, these were referred to as attributes (of collaborative working) and indicators (in the case of project performance). This permitted the operationalization of the two concepts into a more measurable format. Data from 44 projects were evaluated. The results indicate a positive linear relationship between collaborative working and project performance. Further, by seeking associations between these disaggregated attributes (of collaborative working) and indicators (of project performance) a richer picture emerged of how the association between the two headline concepts might possibly be explained. Aside from its theoretical contribution, the work has a practical implication in terms of how project performance might be improved. [ABSTRACT FROM AUTHOR]

Transaction cost economics deals with costs incurred at the pre-contract phase such as the costs of conducting market research, exploring financial opportunities, conducting a feasibility study, organizing a bidding/negotiation and managing design; and with costs incurred in the post-contract phase such as the costs of administering the contract, administering change orders and claims, resolving disputes and managing incentives. Many researchers have investigated the factors that affect project performance over the years, but neglected to consider transaction-related issues. The effects of transaction-related issues on project performance are investigated in this study. Project performance is measured on the basis of completion within budget and on schedule, compliance with quality standards, and satisfaction of the owner. Transaction-related issues include the magnitude of transaction costs, the uncertainty in the transaction environment, and the owner’s and the contractor’s roles in the transaction. Hypotheses are tested by using a structural equation model using data collected from a survey administered to construction owners. The findings indicate that project performance can be stronger if the uncertainty in the transaction environment is minimized, transaction costs are kept low, and owners and contractors are sensitive to transaction-related issues. [ABSTRACT FROM PUBLISHER]

Construction supply chains encompass the flows of materials, labour, information, plant, equipment and temporary works that originate from a variety of different parties. The impact of various supply chain management practices on project performance has been measured, through a combination of a survey and the development of simulation models. Preliminary investigations were carried out by visiting two medium-sized building projects regularly over a period of six months to gain an understanding of the ways in which delays on supply chains impact on project performance. This was followed by the main survey which was designed to collect data required for developing the simulation models. These models were developed using Pertmaster Risk Expert™ software and incorporated supply chain delays applied to a CPM network of a typical medium-sized building project of 300 days' duration. The results of the simulation showed that the project's median delay was 67 days (22% of the project duration). The use of subcontractors in the project reduced this delay by approximately 45%. It was also learned that delays in material flow caused the biggest impact on the project, followed by labour flow, information flow and 'plant, equipment and temporary work' flow. These findings are an important measure of how much supply chain delays impact on project performance. [ABSTRACT FROM AUTHOR]

While construction industry practices are reasonably well developed, construction projects still witness widespread failures of many contractors due to varied reasons such as financial problems, poor management, over-commitment and or conflicts and disputes associated with construction activities. Pre-qualification of contractors is a common practice across projects, yet the investigation on the ability of the selected contractors in successful delivery of projects is not widespread. In an attempt to understand these pre-emptive qualification criteria and their links in contractors' performance in projects, a total of 43 influencing technical attributes were identified through a systematic research approach. The relative significance and impacts of the attributes have been determined based on a structured questionnaire survey in selected construction projects. By performing the factor analysis, a total of seven factors significant to contractors' performance were extracted, namely (1) soundness of business and workforce; (2) planning and control; (3) quality management; (4) past performance; (5) risk management; (6) organizational capability; and (7) commitment and dedication. Multiple linear regression models reveal that technical expertise, past success, time in business, work methods and working capital significantly impact on contractors' performance across time, cost and quality success. With a clear understanding of a contractor's performance, these findings could potentially contribute to development of a company's procedures or enhance existing knowledge in relation to the pre-qualification practices in contractor selection in projects. [ABSTRACT FROM AUTHOR]

Although the buildability of building designs has not been commonly taken as an important parameter in design quality assessment, previous studies have linked buildability to time, cost, quality and safety performance in many ways. Based on this observation, the question arises of how buildability can be benchmarked and which aspects of project performance can be improved. After identifying available benchmarking tools, the relative correlations are investigated between different buildability attributes and construction performance in terms of time, cost, quality and safety. Based on a questionnaire survey, it was found that construction time performance has strong positive correlations with buildability in the design of external wall elements, simplicity of assembly and installation considerations, while other design attributes affect cost, quality and safety performance to varying degrees. With this understanding, it is postulated that best practice can be promoted among design teams for enhancing buildability, which would in turn raise project performance. Three experienced practitioners have been interviewed for verifying the practicality of buildability benchmarking. As an incentive to improve buildability, benchmarking would help construction stakeholders reap their desired benefits by focusing on the related design attributes in the pre-construction stage, particularly for functionally oriented buildings. [ABSTRACT FROM AUTHOR]

Although poor project management (PM) performance on construction projects and limitations in PM practices continue to be reported, there has been little research specifically focused on comparing perceptions of PM performance and practices of the construction business sector with other sectors and of construction projects with other types of project. This gap is addressed by a survey of 238 UK organizations, incorporating a sub-sample from the construction business sector. A questionnaire was used to obtain data relating to perceived levels of PM performance and of levels of maturity in certain PM practices. Those involved in projects in the construction business sector perceived their PM performance to be higher than did those involved in projects from other business sectors. However, there was no difference in perceptions of PM performance on specific construction projects among participants drawn from all business sectors, i.e. owner/clients from other business sectors. In terms of practices the construction business sector reported higher levels of maturity in the management of programmes and organizational support for PM than other sectors. However, in the areas of sponsorship and benefit management the construction sector practices were no more evolved than those in other business sectors. [ABSTRACT FROM AUTHOR]

Benchmarking is a proven technique for improving project performance and, as such, is a critical component of any mature project delivery system. Competitive benchmarking requires industry-specific metrics in absolute terms since processes vary by industry, and any metrics used within a single industry must be attuned to its particular processes. A framework is developed for evaluating pharmaceutical capital facility projects using metrics specific to the characteristics of these unique projects. Establishment of the framework made possible the development of a set of industry-specific metrics and a flexible data collection and reporting system for measuring project performance. Preliminary findings from an initial sample of 40 pharmaceutical projects confirm that meaningful industry-specific metrics can be produced for pharmaceutical capital facilities benchmarking. Developing such a framework enables the industry to measure project performance more accurately, get meaningful project performance comparisons, and ultimately establish credible norms for project performance. [ABSTRACT FROM AUTHOR]

The efforts of contractors, consultants and owners need to be appropriately coordinated in large civil engineering projects, whose success can be defined in terms of compliance to schedule, economy in cost, adherence to quality, and non-occurrence of disputes. Based on the hypothesis that coordination activities affect the different dimensions of project success differently, and that different stakeholders prioritize the activities differently, a questionnaire survey covering senior Indian construction professionals was carried out. For this a list of 59 coordination activities influencing successful completion of a construction project was drawn up. These coordination activities were ranked for the four success dimensions using statistical tools on the responses received. 'Regular monitoring of critical path activities'; 'monitoring the budget on all activities and taking corrective action'; 'application of sound technical practices'; 'implementation of all contractual commitments' are the most important coordination activities corresponding to schedule, cost, quality and no-dispute performance criteria, respectively. Results show that project coordination issues can be addressed by attending to essentially the four broad groups of coordination activities - resource handling, planning, team building and contract implementation. Findings presented in the paper could interest construction professionals and help them identify and concentrate on important coordination activities. [ABSTRACT FROM AUTHOR]

The aim of this paper is to investigate the relationship-based factors that affect performance of general building projects in China. Eight performance metrics that may be used to measure the success level of construction projects are defined and categorized into two groups namely 'hard' and 'soft' performance. Eight indicators of risks inherent in relationships and seven indicators of tools expected to facilitate relationship building that may affect project success are identified. Data of different projects were collected in China via a self-administered postal survey. By using structural equation modelling techniques, a structural model is developed to help explain the relationship among different variables. It has been found that relational risk has negative influence on project performance. It is recommended that firms in the Chinese construction industry manage the relationship-based factors that are significant in the model so as to achieve project success. [ABSTRACT FROM AUTHOR]

The concept of constructability in the US evolved from studies into how improvement can be achieved to increase cost efficiency and quality in the construction industry. It is an approach that links the design and construction processes. Studies in the US, UK and Australia have demonstrated that improved constructability has led to significant savings in both cost and time required for completing construction projects. Improving projects' constructability is the responsibility of all project stakeholders. As design activities dominate the early project phases, design consultants play an important role in improving project constructability. Information has been collected on construction project designers in Indonesia in regard to constructability practice and its impact on the project performance. A questionnaire survey was carried out to collect the data, which were then analysed using descriptive and inferential statistics. The results show that project designers in Indonesia have some understanding of the importance of constructability. However, they were concerned more about preparing the design than interfacing with construction personnel. [ABSTRACT FROM AUTHOR]

A construction project is unique, specific and dynamic, and therefore projects have different levels and combinations of risks, different responses are taken to minimise those risks and different consequences affect project performance. The primary aim of this study was to analyse the impacts of perceived project risk on project performance. A path model was developed and path analysis was used to determine the relationships between risk and performance. The main survey was predominantly based on a series of interviews with project managers. A total of 22 building projects under construction were surveyed; however, only 13 projects used an ‘S’ curve to monitor their project performance. The study focused on these 13 projects and found that perceived project risk had a direct negative effect on monthly progress achievement, while monthly progress had a direct positive impact on schedule performance. Although project risk had no direct effect on schedule performance, this was influenced indirectly with monthly progress as the mediator between them. These findings indicate that the higher the project risk in a project, the greater the negative impact on monthly progress, and consequently the worse the schedule performance will be. [ABSTRACT FROM AUTHOR]

Construction firms, under the influence of different dynamic institutional and task environment forces, are likely to have differing perceptions about the determinants of project performance. To test this proposition, this study uses institutional and task environment frameworks to investigate specifically the relationship between fee structure and project performance across different construction firms. Despite anecdotal evidence suggesting that such a relationship exists, empirical results based on data collected from 398 construction firms in Hong Kong did not support this assertion. However, by further modelling the differences across firms, the results indicate that firms on the whole regard other task environment factors as more important to project performance compared to institutional factors. Based on follow-up interviews, suggestions as to why this may be the case point to the fact that firms feel they can exercise greater business control on the capitalization, enhancement, and management of various task environment resources than they can on institutional ones. The paper concludes by highlighting the need for researchers to be cognizant of the benefits of integrating both task environment and institutional factors and understand how they affect project performance. [ABSTRACT FROM AUTHOR]

Constructability is an approach that links the design and construction processes, which can lead to significant savings in both cost and time required for completing construction projects. Improving constructability of construction projects is the responsibility of all project stakeholders: owners, designers and contractors. As the owners have the most authority in enforcing the implementation of constructability, the owners' awareness of the benefit of improved constructability is the most important. Project owners must be aware that the decisions that are made in the initial stages of planning and design are difficult and costly to change once construction begins. A questionnaire survey was used to gain information on the Indonesian construction project owners' understanding of constructability by assessing the current constructability practices and their impact on project performance. The study shows that project owners in Indonesia do have some understanding of the importance of constructability. However, the traditional approach to project delivery, which is the preferred method by most of them, limits their option for involving construction personnel in the pre-construction phases. [ABSTRACT FROM AUTHOR]

The concept of constructability emerged in the late 1970s, evolved from studies into how improvement can be achieved to increase cost efficiency and quality in the construction industry. It is an approach that links the design and construction processes. The studies in the USA, UK and, later, in Australia have demonstrated that improved constructability has lead to significant savings in both cost and time required for completing construction projects. However, in implementing constructability improvement, it is important to consider the uniqueness of the construction industry in a specific country. To improve constructability in Indonesian construction projects, two main questions need to be answered: how is construction integrated into planning and design in existing practice and how can constructability be improved. Case studies indicate that the contractual relationships between the project team members determine the options for early involvement of construction personnel, and that the current constructability practices have had some positive impacts on project performance. In addition to a reduction in constructability problems, current constructability practices have enabled significant economic savings. [ABSTRACT FROM AUTHOR]

The construction industry is plagued by risk and often has suffered poor performance as a result. There are a number of risk management techniques available to help alleviate this, but usually these are based on operational research techniques developed in the 1 960s, and for the most part have failed to meet the needs of project managers. In this paper, a hierarchical risk breakdown structure representation is used to develop a formal model for qualitative risk assessment. A common language for describing risks is presented which includes terms for quantifying likelihoods and impacts so as to achieve consistent quantification. The relationships between risk factors, risks and their consequences are represented on cause and effect diagrams. These diagrams and the concepts of fuzzy association and fuzzy composition are applied to identify relationships between risk sources and the consequences for project performance measures. A methodology for evaluating the risk exposure, considering the consequences in terms of time, cost, quality, and safety performance measures of a project based on fuzzy estimates of the risk components is presented. [ABSTRACT FROM AUTHOR]

Despite numerous efforts to understand construction clients and their priorities, evidence abounds to suggest that they are largely misunderstood and dissatisfied with the performance of their consultants and contractors. The perception of poor performance may not be attributed to the consultants alone. Perhaps the clients themselves do not possess the necessary attributes to secure a successful project performance. This paper describes a survey which set out to establish the relative importance of the attributes of clients' organizations which may influence project consultants' performance using the 'relative index ranking technique'. Project consultants were surveyed using a structured questionnaire as the main research tool and this was augmented by interviews. The most important attributes are financial stability of client (creditworthiness, current liabilities and current assets), feasibility of the project (project priorities, feasibility study and site conditions), past performance of client (cost overrun, quality achieved and time overrun), project characteristics (time for completion, type of project, cost of project and objectives/subobjectives) and client's duties (project definition/formulation, planning and design and project finance). More successful projects may result if clients cultivate some of the attributes identified in this study. In summary, these findings signify the following. 1. Client performance is not a single attribute issue, it depends on a number of closely interrelated but very important attributes. 2. Financial stability is paramount, but obviously not a dominant client attribute. Its ranking index was only 0.1 less than the next attribute which is project feasibility. 3. Each main attribute consists of importance-contributing subattributes. If the importance contributing subattributes of a main attribute changes its overall relative importance will also be affected. Future work will be directed at evaluating client... [ABSTRACT FROM AUTHOR]

Even though an estimated 80% of all building projects are procured by some form of the traditional building process, the project to project variations in performance are still subjectively and individually explained. The present paper addresses this particular domain. Using interorganizational conflict among the project's task-organizations as a yardstick, the impact of a number of conflict-inducing organizational variables upon project cost, time and quality is measured and significant determinants of performance at these three levels are identified. [ABSTRACT FROM AUTHOR]

This paper considers the problems associated with the identification and use of project-related objectives held by a project-owning, client organization. It is argued that the evaluation of projects, contractors, professionals or procurement methods solely on the extent to which client objectives are achieved is problematic. Difficulties include setting objectives at an appropriate level, allowing for uncertainty and interdependencies between objectives, and measuring the achievement of objectives. Proper evaluation and improvements in performance require an examination not just of project objectives but also of the processes involved in pursuing them. [ABSTRACT FROM AUTHOR]

Construction projects follow a life-cycle that is dynamic and goal oriented. They are managed by a project team, each phase of the project life-cycle is different in nature demanding different skills, roles and responsibilities from the team. This paper explores the dynamic and changing focus of the management of construction projects and the ingredients of performance drawing on case studies of major projects in Australia. [ABSTRACT FROM AUTHOR]