Factors affecting cost performance: evidence from Indian construction projects

Iyer, K.C.; Jha, Kumar Neeraj

doi:10.1016/j.ijproman.2004.10.003

Cited by 363 publications

(247 citation statements)

References 10 publications

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“…At the same time, coordination reduces the error and discrepancy throughout the overall process, thereby mitigating the likely time delays and incurred cost of rework. Lyer and Jha (2005) agree that coordination between project participants is the most significant factor with the greatest impact on cost performance.…”

Section: Journal Of Organizational Management Studiesmentioning

confidence: 95%

A Conceptual Study of Key Barriers in Construction Project Coordination

Hai¹,

Yusof²,

Ismail³

et al. 2012

JOMS

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The complexity of the nature of construction makes it one of the most adverse businesses that has ever existed. Construction projects have often suffered from high fragmentation, large waste, poor productivity, cost and time overruns, and conflicts and disputes for a long time. Thus, many new and innovative management and procurement systems in construction are introduced such as partnering, joint venture, alliances, supply chain management, enterprise resource planning (ERP), just in time (JIT), and total quality management (TQM) to meet these challenges. However, these construction management and procurement systems are meaningless without coordination, a vital managerial principle and activity, which provides the best cooperation among team members. Although coordination plays crucial functions throughout the building process especially during the design and construction stages, some failures in construction projects adopting coordination principles are still observed. Hence, a study is carried out to investigate the key barriers of coordination in construction project. Through the literature review, five groups of key barriers are established in this paper, including the nature of construction, traditional contractual arrangement, construction participants, characteristic of organization and construction management approach. The investigation of these key barriers is expected to assist the construction players in coordinating their projects towards a better implementation of the innovative management and procurement systems. Lastly, worthwhile new research topics are suggested by this paper in developing the coordination key performance indicator (KPI) and critical success factor on construction project for further studies.

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Section: Journal Of Organizational Management Studiesmentioning

confidence: 95%

A Conceptual Study of Key Barriers in Construction Project Coordination

Hai¹,

Yusof²,

Ismail³

et al. 2012

JOMS

View full text Add to dashboard Cite

show abstract

“…This four-point scale was converted to a Relative Importance Index (RII) for each individual factor. This was calculated using the following formula, as adopted by Chan and Kumaraswamy (1997), Assaf et al (1995) and Iyer and Jha (2005):…”

Section: Questionnaire Surveymentioning

confidence: 99%

PCIM: Project Control and Inhibiting-Factors Management Model

Olawale

Sun

2013

J. Manage. Eng.

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In construction projects, the aim of project control is to ensure projects finish on time, within budget and achieve other project objectives. During the last few decades, numerous project control methods have been developed and adopted by project managers in practice. However, many of the existing methods focus on describing what the processes and tasks of project control are; not on how these tasks should be carried out. There is also a potential gap between principles that underlies these methods and project control practice. As a result, time and cost overruns are still common in construction projects partly due to deficiencies of the existing project control methods and difficulties in implementing them. This paper describes a new project cost and time control model, developed through a study involving extensive interaction with construction practitioners in the UK, which better reflects the real needs of project managers. A set of good practice checklist is also developed to facilitate the implementation of the model.

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“…For example, Dissanayaka and Kumaraswamy (1999) found that project time and cost performances get influenced by project characteristics, procurement system, project team performance, client representation's characteristics, contractor characteristics, design team characteristics, and external conditions. Similarly, Iyer and Jha (2005) identified many factors as having influence on project cost performance, these include: project manager's competence, top management support, project manager's coordinating and leadership skills, monitoring and feedback by the participants, decision-making, coordination among project participants, owners' competence, social condition, economic condition, and climatic condition. Coordination among project participants, however, was identified as the most significant of all the factors, having maximum influence on cost performance.…”

Section: Introductionmentioning

confidence: 99%

Factors Affecting the Performance of Construction Projects in the Gaza Strip

Enshassi

Mohamed

Abushaban

2009

Journal of Civil Engineering and Management

281

221

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Abstract. Construction projects located in the Gaza Strip, Palestine suffer from many problems and complex issues. Consequently, the objective of this paper is to identify the factors affecting the performance of local construction projects; and to elicit perceptions of their relative importance. A comprehensive literature review was deployed to generate a set of factors believed to affect project performance. A total of 120 questionnaires were distributed to 3 key groups of project participants; namely owners, consultants and contractors. The survey findings indicate that all 3 groups agree that the most important factors affecting project performance are: delays because of borders/roads closure leading to materials shortage; unavailability of resources; low level of project leadership skills; escalation of material prices; unavailability of highly experienced and qualified personnel; and poor quality of available equipment and raw materials. Based on these findings, the paper recommends that: 1) project owners must work collaboratively with contractors and facilitate regular payments in order to overcome delays, disputes and claims; 2) project participants should actively have their input in the process of decision-making; and 3) continuous coordination and relationship between project participants are required through the project life cycle in order to solve problems and develop project performance.

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Factors affecting cost performance: evidence from Indian construction projects

Cited by 363 publications

References 10 publications

A Conceptual Study of Key Barriers in Construction Project Coordination

A Conceptual Study of Key Barriers in Construction Project Coordination

PCIM: Project Control and Inhibiting-Factors Management Model

Factors Affecting the Performance of Construction Projects in the Gaza Strip

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