Critical Success Criteria for Programs in China: Construction Companies’ Perspectives

Yan, Hongyan; Elzarka, Hazem; Ce, Gao; Zhang, Feilian; Tang, Wenbin

doi:10.1061/(asce)me.1943-5479.0000659

Cited by 47 publications

(49 citation statements)

References 60 publications

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“…The project performance was measured in terms of 11 criteria or indicators. These criteria were based on the study of Yan et al (2018), which identified five dimensions of project success criteria based on a literature review: iron triangle, commercial success, stakeholders' satisfaction, organizational benefits, and system view. Iron triangle criteria are the most commonly used measures, which assess the project in terms of meeting time, budget, and quality constraints (Ellis et al 2007;Field 2009).…”

Section: Perspective 4 (Preparing For Opportunities)mentioning

confidence: 99%

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Extending the View on Project Performance

Molaei

Bosch‐Rekveldt

Bakker

2019

Administrative Sciences

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The main aim of this study is to gain insights into project management professionals’ perception of how project success can be achieved. The Q-methodology was followed in this research. Based on an extensive literature review and validation through expert judgment, a framework consisting of 33 factors increasing the likelihood of success was developed. A total of 34 practitioners in three different sectors (real estate, urban development, and infrastructure) in the Netherlands were asked to rank the statements contributing to the success of their projects. Four different perspectives of how project success can be achieved were distinguished in this study: “seeking the best match”, “being adaptive and open”, “keeping the team focused”, and “preparing for opportunities”. The perception of different practitioners of how success can be obtained may stem from factors of project context rather than sector and complexity. This highlights further research opportunities in taking a contingent approach when investigating project performance. The study helps to grasp the subjectivity of practitioners’ viewpoints regarding the potential ways to enhance project performance by understanding the similarity and differences of these viewpoints.

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Section: Perspective 4 (Preparing For Opportunities)mentioning

confidence: 99%

“…The organizational benefits dimension addresses the impact which the project may have on the organization (Shenhar et al 2001). The system approach finds a balance across the dimensions by considering each dimension in relationship to other success dimensions (Yan et al 2018).…”

Section: Perspective 4 (Preparing For Opportunities)mentioning

confidence: 99%

Extending the View on Project Performance

Molaei

Bosch‐Rekveldt

Bakker

2019

Administrative Sciences

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“…The internal consistency of questionnaire items was tested using Cronbach's α to ensure metric reliability. The computed α coefficient values were 0.863 for perceptions towards rework (5 items), 0.769 for impacts of rework (7 items), 0.886 for rework causes (20 items) and 0.854 for potential rework minimisation approaches (9 items); all were found to be greater than 0.70 whereby the data can be regarded as reliable (Yan et. al., 2019;.…”

Section: B Data Reliabilitymentioning

confidence: 99%

Investigating Rework: Insights from the Malaysian Construction Industry

Yap¹,

Tan²

2021

ASMScJ

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Construction practitioners recognise that rework is undesirable due to the detrimental effects. While rework literature has examined rework causation factors in construction projects, the problem continues to plague the industry resulting in poor delivery performance. To better understand this phenomenon and given the scarcity of Malaysian-based rework study, a questionnaire survey involving 130 Malaysian construction practitioners (consultants, contractors and clients) were undertaken to obtain feedback about nature, implications, causes and solutions for rework. Data were analysed using descriptive statistical techniques to prioritise the variables studied. From the analyses, rework is a causal factor for delays and cost overruns, higher wastage and productivity inhibitor. The findings revealed the leading causes of rework are poor quality management, improper planning, lack of communication, design changes and poor subcontractor management. Some practical rework minimisation approaches are also suggested to better manage and prevent rework towards enhanced project performance.

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“…The construction industry is undergoing significant changes that bring into question the effectiveness of this traditional vertical approach. Chief among these is the increasing social and technical complexity of projects (Yan et al 2019).…”

Section: Emerging Challenges To Construction Leadershipmentioning

confidence: 99%

“…Such a research agenda can guide future research on leadership in construction towards extending existing frameworks and models to better align leadership research with different contexts and changing requirements of work. In addition, with this agenda, further research can support practitioners in facing emerging challenges, such as increasing pressure for programmatic engagement of stakeholders (Adapa 2018;Yan et al 2019) or the need to rapidly share cutting-edge technical knowledge across teams (Ni et al 2018;Zhang et al 2018c). This could help practitioners better address the ever-increasing social and technical complexity of leading construction projects.…”

Section: Leadership Manifests Throughmentioning

confidence: 99%

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

2020

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In the literature on construction projects, the role of project managers in maintaining control over tasks and activities has been theorised comprehensively, placing a firm focus on vertical forms of leadership. Increasingly, construction firms are challenged with unprecedented operational uncertainty, brought about by changes to project environments, technology and labour. Similar challenges in other contexts have led to growing research on shared or horizontal approaches to leadership, which have been particularly effective in making organisations more agile in uncertain environments. Through a systematic review of 289 peerreviewed articles on leadership in construction, this paper considers the extent to which traditional vertical approaches to leadership are supplemented with horizontal and emerging balanced approaches to leadership across six bodies of construction leadership research. It contends that despite evidence for the increasing implementation of horizontal leadership practices on construction projects, vertical leadership theory dominates construction leadership research. In comparison, there is a dearth of research addressing horizontal leadership and 2 scarce consideration of balanced leadership. Based on the review, stronger integration of the balanced leadership archetype in research on leadership in construction is proposed as a logical means of advancing leadership theory in relation to six research vectors.

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Critical Success Criteria for Programs in China: Construction Companies’ Perspectives

Cited by 47 publications

References 60 publications

Extending the View on Project Performance

Extending the View on Project Performance

Investigating Rework: Insights from the Malaysian Construction Industry

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

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