8Successful subway construction projects involve many socio-economic, cultural and environmental 9 challenges. These projects enhance public convenience, and are complex and uncertain, involving 10 multiple governmental organisations. The critical success factors (CSFs) of these projects have been 11 identified and prioritised from a main contractors' perspective, to enable project managers to prioritise 12 their efforts and concerns. This study sheds light on critical success factors (CSFs) in subway 13 construction projects and contributes to the project delivery success literature with an overarching focus 14 on the contractors' perspectives. Our investigation revealed that, for subway construction projects in Iran, 15 goal setting through clear and realistic project goals, project management competency, competent project 16 team, good cultural fit, top management support, and adequate funding throughout the project are the top-17 ranking CSFs. An extensive body of literature is reviewed, and 140 potential success factors are 18 identified. Then a focus group has been conducted in which the potential CSFs reduced to 39 success 19 factors. The priorities and ranking of the success factors were evaluated according to the views of 63 20 project managers of subway projects. The Correlation coefficients analysis was used to analyse the 21 * Corresponding author's email: aghanbar@bond.edu.au results, and it revealed that 23 success factors such as goal setting, top management support and PM 22 competency were perceived to be critical by the respondents. No other research has, until now, found the 23 critical factors leading to success in subway construction industry in Iran. The results have been verified 24 against other research done in other countries. 25 using the subway daily (Bagheri 2017). "Almost 60% of Tehranies use the metro on a regular basis, and 41 over half of the trips are either for shopping (28%), work (19%), or going to Tehran's CBD (15%). 42Worldwide, Tehran's subway ranks 15 th in terms of the number of passengers per day and 20th 43 regarding network length which was 128 km in 2012" (Bagheri 2017, p.7). Looking at these figures, the 44 economic benefits of subway construction are clear. Thus, subway construction projects are essential in 45 Tehran given the city's traffic congestion. The success of such projects is vital for sustainable economic 46 growth and social well-being (Ghanbaripour et al., 2015). 47Through the years, the Iranian government has made considerable investments in transportation systems 48 and expended substantial effort in expanding its network. According to Jin et al. (2012), infrastructure is 49 vital for the development of the country. These projects play a crucial role in the construction industry of 50 the country. It acts as a key to attracting foreign capital to developing countries (Jin et al., 2012). In this 51 regard, public transportation in Tehran (population over 9 million) should mitigate the problems arising 52 from the lack of an adequate transportation syst...
9The means for assessing what constitutes successful project delivery is a controversial topic in the 10 literature, with many approaches and frameworks in play. This paper extends Langston's existing 11 3D Integration Model to include an assessment of triple bottom line (TBL) performance and applies 12 it, for the first time, to a real-life case study. A subway station mega-project in Tehran, one of the 13 busiest cities in the world, is retrospectively tested to evaluate its success. The new subway system 14 is an important infrastructure project in Iran, and no research to date has evaluated its delivery from 15 a project management perspective. This paper provides governmental and private sector agencies 16 with a procedure to calculate the project delivery success (PDS) score for the construction of this 17 subway or similar infrastructure projects, enabling a unique means to compare performance with 18 other developments in Iran or elsewhere. From field data, it is shown by the researchers and verified 19 by both the site project manager and client's representative that the subway's construction is an 20 unsuccessful project. The findings quantify what could have been done, based on advice generated 21 from the model, to deliver a successful outcome. The benefit of Langston's 3D Integration Model is 22 its applicability to any project type or context, enabling them to be effectively compared and ranked 23 by the percentage change between planned and actual PDS score. Given the introduction of TBL as 24 a fifth core project constraint, an optimum solution can be found via the application of several 25 heuristics (or rules) that define the boundaries within which a successful solution lies. The extended 26 ManuscriptClick here to download Manuscript Revised JCME Paper_REV5.0_for submission.docx 2 model contributes to knowledge through its ability to quantify success and optimize performance, 27 ideally during the delivery of the project rather than as a post-mortem exercise. 28
Background/Objectives: One of the major issues for project management in a project environment such as subway construction project in Tehran, is the poor project management performance analysis. PM's performance plays a major role in the success of construction projects and the identification of proper Key Performance Indicators (KPIs) can lead the project to success. Methods/Statistical analysis: In spite of advances in project management, these indicators have not yet been identified for subway construction projects. This paper reports a research study that identifies the KPIs in Tehran subway construction projects and investigates their use as a tool for evaluating the project manager's performance. Findings: Statistical analysis of the success factors and use of key performance indicators has revealed that 3 of the indicators have the greatest impact on PM success. These indicators include: human resource management, communication management and procurement management. This suggests that PMs who work in Tehran Metro construction projects, and have been successful in managing projects have taken more account of these performance indicators than other factors. Applications/Improvements: It can be stated that the subway construction PMs studied can improve their performance by focusing more on human resource, communication, and procurement management and increase the chances of project success. These three factors can be very helpful making success in subway construction projects.
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