EXPLORING CRITICAL SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT IN CONSTRUCTION PROJECTS

With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were “managing stakeholders with social responsibilities”, “assessing the stakeholders’ needs and constraints to the project”, and “communicating with stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų šalių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti šiuos veiksnius ir nustatyti jų santykinį reikšmingumą. Šio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų šalių valdymu statybos projektuose, išnagrinėti jų prioritetus ir pagrindinius tarpusavio ryšius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos šakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge išsiųstas klausimynas ir gauti 183 atsakymai. Trys aukščiausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų šalių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis šalimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reikšmingas, 15 KSV suskirstyti į 5 grupes: išankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos šios grupės bei jų ryšiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų šalių valdymui statybos projektuose. Šie duomenys padeda paaiškinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų šalių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti.

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Critical success factors for implementing design-build: analysing Malaysian public projects

Journal of Engineering Design and Technology ◽

10.1108/jedt-08-2020-0321 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Zheng Ping Lee ◽

Rahimi A. Rahman ◽

Shu Ing Doh

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Test Analysis ◽

Content Type ◽

Public Projects ◽

Critical Success ◽

Design Build ◽

Survey Responses

Purpose The success rate of design-build (D-B) implementation in Malaysia’s private construction projects is low compared to the nation’s public projects. Thus, the purpose of this paper is to investigate the critical success factors (CSFs) for D-B implementation in Malaysian public construction projects. Design/methodology/approach To achieve the research objectives, 111 questionnaire survey responses from construction-related professionals were collected and analysed using multivariate analysis, including t-test, analysis of variance (ANOVA) and factor analysis. Findings The results indicate that while the client’s briefing effectiveness remained the top CSF among many nations, the other top CSFs in Malaysia D-B construction projects vastly differed compared to those countries. Moreover, the underlying components for successful D-B projects in Malaysia include the project management team, leader competency and “stakeholder” management. Originality/value This is one of the first studies that identify the CSFs for D-B implementation in the Malaysian construction industry. The outcomes provide a valuable reference and resource for academic scholars and construction practitioners to increase D-B implementation in the Malaysian private sector.

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Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development

Lex localis - Journal of Local Self-Government ◽

10.4335/16.2.337-359(2018) ◽

2018 ◽

Vol 16 (2) ◽

pp. 337-359

Author(s):

Helmut Wanivenhaus ◽

Jure Kovač ◽

Anja Žnidaršič ◽

Igor Vrečko

Keyword(s):

Project Management ◽

Public Sector ◽

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Soft Skills ◽

Project Managers ◽

The Public ◽

Business Environments ◽

Critical Success

Although research interest in project management is increasingly directed at analyzing development trends in different business environments, the public sector in this respect has received surprisingly little intention. This paper analyzes the perception of the relevance of particular project management critical success factors among project managers and other project stakeholders in the public sector with relatively high organizational project management maturity. The main focus of research is the city of Vienna and its construction projects. An extensive quantitative survey showed the changing perceptions of the key projects’ success factors—namely, strengthening the importance of developing soft skills and stakeholders’ management.

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Knowledge integration challenges and critical success factors within construction traditional procurement system

Knowledge and Performance Management ◽

10.21511/kpm.02(1).2018.03 ◽

2018 ◽

Vol 2 (1) ◽

pp. 24-37 ◽

Cited By ~ 1

Author(s):

Mohammad Takhtravanchi ◽

Chaminda Pathirage

Keyword(s):

Case Studies ◽

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Knowledge Integration ◽

Project Managers ◽

Critical Success ◽

Multiple Case ◽

Multiple Case Studies ◽

Procurement System

The purpose of this study is to explore and identify the challenges and Critical Success Factors (CSFs) of Knowledge Integration (KI) in terms of capturing, sharing and transferring knowledge within construction projects based on the Traditional Procurement System (TPS). On the basis of available studies on KI and TPS within the industry investigated, multiple case studies were developed to reach the aforementioned objective, involving two case studies to reflect the building sector within construction industry. Furthermore, an Interpretive Structural Modelling (ISM) approach was used to summarize and identify the relationships between the identified challenges. ‘Culture of Organization, ‘Contractual Boundaries’ and ‘Knowledge Management System’ (policies and strategies of organization) are identified as the main challenges. Having an ‘open environment’ and ‘clear liability of project members for sharing knowledge at different phases of project’ are two of identified CSFs, which will assist project managers to enhance the KI process within construction projects undertaken through the TPS.

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MANAGEMENT RELATED CRITICAL SUCCESS FACTORS FOR THE ADMINISTRATION OF BUILDING PROJECTS

Proceedings of International Structural Engineering and Construction ◽

10.14455/isec.res.2018.108 ◽

2018 ◽

Vol 5 (2) ◽

Author(s):

Osei Yaw Safo-Kantanka ◽

Clinton Ohis Aigbavboa ◽

Wellington Didibhuku Thwala

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Sampling Technique ◽

Project Managers ◽

Project Manager ◽

Quality Cost ◽

Building Projects ◽

Time Commitment ◽

Critical Success

The failure of building projects or works is becoming endemic in the global stage, of which Ghana is of no exception. This study identified project manager related critical success factors that affect the success of building projects in Technical Universities in Ghana. Five technical universities were randomly selected for the study. The study selected 120 respondents using a purposive sampling technique. A self-administered questionnaire was used to collect data from the respondents. Descriptive data analysis methods such as mean, standard deviation, standard error was used to analyze the data. The analysis revealed that the project manager related critical success factors for construction projects in technical universities in Ghana included: the competence of the project manager; the experience of the project manager; the quality, cost and time commitment of the project manager; the project manager's authority to take decisions; and the leadership skills of the project manager. The conclusion from the study is that project managers play a very crucial role towards the success of building projects in the technical universities in Ghana.

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Critical Success Factors of Project Management in Nepalese Hydropower Projects

Journal of Advanced College of Engineering and Management ◽

10.3126/jacem.v4i0.23199 ◽

2018 ◽

Vol 4 ◽

pp. 105-109

Author(s):

Raju Thapa ◽

Santosh Kumar Shrestha

Keyword(s):

Project Management ◽

Construction Industry ◽

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Project Managers ◽

Project Team ◽

Success Factor ◽

Team Members ◽

Critical Success

The delay in the construction industry is a global phenomenon and the construction industry in Nepal can!t be the exception. To deliver the project product on time, within the budget, of quality in the safest manner is the goal of project management. Even potentially good projects are failing because of the weak project management performance in Nepalese construction projects. Due to the lack of research based findings in these areas, the new project managers are facing problems about in which areas they need to focus for successful delivery of the project. The purpose of this research is to find out the critical success factors of project management that help the project parties reach their goal as planned in Nepalese hydropower projects. In this study, general success factors of project management were collected from various literatures and the pilot survey, rank them based on relative importance index (RII), and found top seven success factors as critical success factor. Based on the 85 responses from project managers and experts working in hydropower projects in the first stage study, top seven success factors of project management were Effective communication between project team members (S1), Job satisfaction of project team members (S2), Timely decision by client (S3), Competence of the project manager (S4), Effective coordination between stakeholders, public institutions (S5), Competence of the project team members (S6), Proper and timely supervision (S7).

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The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

International Journal of Building Pathology and Adaptation ◽

10.1108/ijbpa-07-2017-0030 ◽

2017 ◽

Vol 35 (4) ◽

pp. 304-331 ◽

Cited By ~ 4

Author(s):

Chijindu V. Nwachukwu ◽

Chika Udeaja ◽

Nicholas Chileshe ◽

Chimene E. Okere

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Cultural Significance ◽

Content Type ◽

Built Heritage ◽

Critical Success ◽

Road Map ◽

The Uk

Purpose Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instill cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn toward restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholders affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects’ objectives. Design/methodology/approach This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the UK using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners. Findings The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst over 50 percent of the practitioners on the rankings of the CSFs. Practical implications The identified CSFs could be used by the restoration practitioners as a “road map” for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets. Originality/value Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects.

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An Integrated Sustainable Construction Project’s Critical Success Factors (ISCSFs)

Sustainability ◽

10.3390/su13158629 ◽

2021 ◽

Vol 13 (15) ◽

pp. 8629

Author(s):

Ahmed S. El Touny ◽

Ahmed H. Ibrahim ◽

Hossam H. Mohamed

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Project Managers ◽

Project Team ◽

Sustainable Construction ◽

Related Factors ◽

Critical Success ◽

Complex Process ◽

The Individual

A construction project is a dynamic and complex process that involves the identification and accurate fulfillment of the predetermined needs and requirements of the clients by the project team. There are many challenges and constraints that prevent the achievement of these predetermined and various requirements effectively and successfully, so the project team must face and overcome these challenges by identifying all the factors that help the project’s success. However, it is still unclear how to measure success for Egyptian construction projects. Despite the fact that several lists of literature-based factors have been compiled, the individual factors appear to be tabulated rather than grouped according to some criteria to aid in the analysis of their interactions and potential consequences. As such, the objective presented in this paper was to identify and prioritize integrated sustainable critical success factors (ISCSFs) that influence the performance of Egyptian construction projects to ensure successful construction projects. Critical success factors were identified and grouped into 2 major categories—(1) internal related factors and (2) external related factors—and 10 subcategories—(1) company-related factors; (2) project-related factors; (3) project management related factors; (4) resource/procurement-related factors (labors, materials, equipment and subcontractors); (5) human capital-related factors; (6) support-related factors (financial, human resources, security and legal and administration); (7) stakeholder-related factors (clients, consultants, project managers and end-users); (8) innovation, learning and growth-related factors; (9) country-related factors; and (10) industry-related factors in three distinct stages. In total, 140 factors were gathered from the literature review in the first stage. In the second stage, a brainstorming session was held in order to reduce the number of those factors and focus on the most important ones that influence project success; thus, 100 factors were identified, filtered and developed. In the third stage, a questionnaire was created based on the significant factors identified. As a result, the 40 most important factors influencing the success of performance of construction projects have been identified, which are integrated between all factors (internal and external) and take into account the three pillars of sustainability (economic, social and environmental) as a decision-making tool to evaluate and improve project performance.

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Using structural equation modelling (SEM) to understand the relationships among critical success factors (CSFs) for stakeholder management in construction

Engineering Construction & Architectural Management ◽

10.1108/ecam-10-2015-0161 ◽

2017 ◽

Vol 24 (3) ◽

pp. 426-450 ◽

Cited By ~ 15

Author(s):

Jurbe Joseph Molwus ◽

Bilge Erdogan ◽

Stephen Ogunlana

Keyword(s):

Latent Variables ◽

Structural Equation ◽

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Content Type ◽

Critical Success ◽

Best Fitting ◽

The Uk

Purpose Stakeholder management plays a significant role in successfully delivering construction projects. However, being able to carry out effective stakeholder management in construction is contingent upon understanding the interrelationships among critical success factors (CSFs) for stakeholder management in construction and how they are related to project success (PS). This would enable the persons responsible for stakeholder management to know the logical process for addressing the CSFs in order to get stakeholder management right. The understanding of this relationship has not been addressed. The purpose of this paper is to investigate the interrelationships between the CSFs for stakeholder management and PS in construction. Design/methodology/approach From an extensive literature review, 23 CSFs for stakeholder management in construction were identified. A conceptual structural equation model (SEM) of the relationships between CSFs was developed (including measurement and structural models) using the groupings of the CSFs for stakeholder management in construction. A questionnaire survey was used to collect data from construction industry practitioners. The data so collected were analysed using SEM in analysis of moment structures (AMOS). Findings The SEM analysis of data collected resulted in the best fitting measurement model comprising 16 CSFs as indicators of four latent variables, namely, stakeholder characteristics and project characteristics (SCPC); stakeholder analysis (SA); stakeholder dynamics (SD); and stakeholder engagement/empowerment (SE). Furthermore, it was found that only SE has a direct positive impact on PS. The other three constructs SCPC, SA and understanding SD collectively impact on PS through the construct, SE. Research limitations/implications The research reported in this paper was carried out in the UK; hence, the findings may have portrayed the UK construction professionals’ opinion. However, the theoretical principles on which the research was based are general and similar research could be replicated in different countries whose construction procurement processes and industries are structured like those of the UK or otherwise. Practical implications The main contribution of this study to existing knowledge is an empirical evidence of the interrelationships among the CSFs for stakeholder management in construction through their latent variables which is portrayed in the best fitting structural model showing the relationships between the constructs of CSFs for stakeholder management and PS. This should serve as a guide to construction project management team or responsible professionals for undertaking stakeholder management in construction projects. Originality/value The paper contributes to theory by empirically identifying the interrelationships among the CSFs for stakeholder management linking to PS which will serve as a guide to construction professionals.

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