Implementation of critical success factors in construction research and development process

Abstract

Construction research and development (R&D) process has a number of issues that affect its success. These issues imply that Critical Success Factors (CSFs) of construction R&D process are not properly addressed. Not knowing CSFs could lead to not implementing them and not paying proper attention for them. The study investigates CSFs of construction R&D process and their implementation/consideration during the R&D process. A comprehensive literature review was used first to develop construction R&D process. CSFs and their implementation/consideration were evaluated by a questionnaire survey. Construction R&D process was derived with four phases namely Initiation, Conceptualizing, Development and Launch and Management activities that support coordination and resourcing of R&D process. Study revealed that, as a whole there is a gap between the importance of success factors against their implementation/consideration as majority of CSFs are not properly implemented compared to the importance attached to them.

Integration of Cost and Work Breakdown Structures in the Management of Construction Projects

“…The analysis of critical success factors has also been a source to improve the efficiency of the companies' work processes [133]. This research will allow companies to increase their competitiveness [134] by facilitating that the stakeholders' expectations are more easily meet [135]. As described earlier, the first step of the planning stage of a construction project consists of managing the scope [136], establishing objectives, setting boundaries, specifying deliverables, and ensuring the understanding of staff roles [137].…”

The Influence of Knowledge on Managing Risk for the Success in Complex Construction Projects: The IPMA Approach

“…The search was carried out using the terms "literature review", "critical success factors" and "construction industry", discarding references older than 10 years but selecting those with the greatest impact [197], as summarized in Table 3. Dealing with these factors involves an organizational strategy to face their challenges [198], improving their efficiency (management performance) and effectiveness (usability of results) [199], ensuring their competitiveness (impact on the organization) [200] and ensuring that expectations of the main stakeholders are duly satisfied and that future demands are properly considered (replicability of success) [6].…”