Identification and Evaluation of the Critical Success Factors for Construction Projects in Lithuania: Ahp Approach

Abstract

This paper proposes the Analytic Hierarchy Process (AHP) as a tool to rank different critical success factors (CSFs) for construction projects in Lithuania. Considering the current lack of understanding of CSFs within the local context, this study is one of the first attempts to gain an understanding of the CSFs in the local industry. Our study revealed that, for construction projects in Lithuania, clear and realistic project goals, project planning, the project manager's competence, relevant past experience of the project management/team, the competence of the project management/team, clear and precise goals/objectives of the client, the project's value, the project's complexity and uniqueness, the project manager's experience, and the client's ability to make timely decisions are the top-ranking CSFs. In view of these findings, the study highlighted the key areas for successful implementation of construction projects in Lithuania.

Analysis of Critical Success Factors Influence on Critical Delays for Water Infrastructure Construction Projects in the Abu Dhabi emirate Using PLS-SEM Method

“…Several researchers underpin 'environment' factors influencing the construction project success (Ahsan & Gunawan, 2010;Tan and Ghazali, 2011;Zawawi, Kamaruzzaman, Ithnin & Zulkarnain,, 2011;Windapo and Cattell, 2013;Gudienė et al, 2013;Gudienė et al, 2014;Ihuah et al, 2014;Shehu et al, 2014;Marzouk & El-Rasas, 2014;Wibowo and Alfen, 2014). Further, Jin, Tan, Zuo and Feng (2012) described 'environment' as all external issues effects on the construction project process, including and not limited to social, political, and technical systems.…”

“…However, according to Jin et al (2012), some of these externals influence the construction project at all phases of the project life cycle, such as weather conditions or the social environment. According to some researchers, these factors sometimes, have a considerable impact that they resulted in project termination at the construction stage (Jin et al, 2012;Yong and Mustaffa, 2013;Zhao et al, 2013;Gudienė et al, 2014).…”

“…In addition to the critical success factors that have been identified in the literature, the impact of two other moderate factors has been investigated, Project Benchmark Characteristics (PBC) and Project External Environments (PEE), which are believed to affect the relationship between the critical success factors and project critical delays (Park, 2009;Tan & Ghazali, 2011;Yang, Huang & Wu, 2011;LI, Arditi & Wang, 2012;Gudienė et al, 2013;Yong & Mustaffa, 2013;Gudienė et al, 2014). In the available literature, project Benchmark characteristics and project external environments have long been disregarded as being critical success factors; however, many construction projects witnessed status of failure due to problems within projects (Thi and Swierczek, 2010).…”

“…Some researchers studied the project management techniques and the effect of team members, team motivation and personnel selection and training (Banihashemi, Hosseini, Golizadeh & Sankaran, 2017;Amade, Ubani, Omajeh & Njoku, 2015;Gunduz & Yahya, 2015;Zou, Kumaraswamy, Chung & Wong, 2014;Wibowo & Alfen, 2014). Others investigated the impact of so skills such as communication between different stakeholders, or external factors that might affect the project success, such as political conflict and corruption, rough climate characters and environment, unexpected conditions (Babu, 2015;Zavadskas, Vilutiene, Turskis & Saparauskas, 2014;Ihuah, Tippett & Eaton, 2014;Shehu, Endut, Akintoye and Holt, 2014;Marzouk & El -Rasas, 2014;Wibowo and Alfen, 2014;Gudienė, Banaitisa, Banaitienėa & Lopesb, 2013;Yong & Mustaffa, 2013;Gudienė et al, 2014).…”

A system for the management of old building retrofit projects in historical centres: the case of Portugal

“…there are many other institutional factors namely, construction regulations, products and services certification, construction permits and standards. Besides, Gudienė et al (2013Gudienė et al ( , 2014 describes a set of critical success factors for construction management, divided in five different groups, such as: Project; Project managers; Project management/team members; contractor (construction companies); Client. Each group of factors is connected between themselves and could influence several variables from another group.…”