Investigating the Relationship between Project Complexity and Success in Complex Construction Projects

Luo, Lan; He, Qigai; Xie, Jianxun; Yang, Dingcheng; Wu, Guangdong

doi:10.1061/(asce)me.1943-5479.0000471

Cited by 165 publications

(127 citation statements)

References 34 publications

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“…Complexity is a term often used in the literature and among practitioners to describe one of the causes of cost overruns, schedule delays, and poor project performance (Remington & Pollack, 2007;Thomas & Mengel, 2008;Ahn, Shokri, Lee, & Haas, 2017;Luo, He, Xie, Yang, & Wu, 2017;Safapour, Kermanshachi, Habibi, & Shane, 2018). A thorough understanding of project complexity is essential for effective management; therefore, many researchers have focused on this subject (Brockmann & Girmscheid, 2007;Maylor, Vidgen, & Carver, 2008;Remington, Zolin, & Turner, 2009;Vidal, Marle, & Bocquet, 2011a;Bosch-Rekveldt, 2011;Gransberg, Shane, Strong, & Puerto, 2013;He, Luo, Wang, Li, & Zhao, 2012;Dao, Kermanshachi, Shane, & Anderson, 2017;Ahn et al, 2017;Kian Manesh Rad, Sun, & Bosche, 2017).…”

Section: Introductionmentioning

confidence: 99%

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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Construction experts believe that complexity could adversely affect construction projects’ performance. Several studies have been focused on identifying leading complexity indicators; however, the complexity indicators from the perspective of primary stakeholders (owners, contractors, and consultants) have been rarely studied. Therefore, the aim of this study is to utilize the systematic Delphi method to identify, rank and weight the complexity indicators based on the primary stakeholders’ perspectives associated with US construction projects. Additionally, the shared entity-based complexity indicators (ECIs), as well as the weighting of entity-based complexity categories were determined and analyzed. Therefore, 101 potential ECIs were identified through a comprehensive literature review. Then, thirteen senior subject matter experts (SMEs), and three academic advisors were selected and invited to participate in a workshop to determine significant ECIs and then rank and weight them. The results reveal that the ECIs associated with complexity categories “scope definition” and “project resources” received the highest aggregated complexity weights in the aspect of the primary stakeholders. Although this study has been conducted based on US construction projects, the results would provide helpful guidance for international construction projects. Moreover, this study would assist the primary stakeholders in allocating resources properly in order to manage project complexity worldwide.

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Section: Introductionmentioning

confidence: 99%

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Kermanshachi

Safapour

2019

Journal of Civil Engineering and Management

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“…Scholars and practitioners frequently encounter the challenges of schedule delays and cost overruns in construction projects [4] which negatively affect the cost of the projects and the growth of the economy. Since LCH is designed to help low-income earners, it is critical that the projects are completed on time.…”

Section: Introductionmentioning

confidence: 99%

“…This is particularly detrimental to LCH projects. This research addressed the problem by formulating the 2 of 13 following objectives: (1) identify the root causes of schedule delays in low-cost housing (LCH) projects, (2) classify the schedule-delay indicators (SDIs), (3) rank and prioritize the significant SDIs in LCH projects, (4) investigate constructive strategies to improve schedule performance in the these type of projects, and (5) investigate the relationships between the proposed recommendations and schedule categories. The outcomes of this study will help practitioners identify the root causes of schedule delays in the early stages of LCH projects and will help them develop a mitigation plan to improve their projects' performance.…”

Section: Introductionmentioning

confidence: 99%

Identification of Schedule-Performance Indicators and Delay-Recovery Strategies for Low-Cost Housing Projects

et al. 2019

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Many construction projects suffer from schedule delays that ultimately lead to considerable cost overruns and defeat the purpose of low-cost housing (LCH), which is to support low-income earners. It is, therefore, vital that the schedule delays and cost overruns be minimized. The objectives of this research were to investigate, identify, and classify the schedule-delay indicators (SDIs), prioritize them based on their level of impact, and formulate constructive strategies to improve the schedule performance. To achieve the objectives set forth, 68 interviews were conducted with professionals who are active in LCH projects, and a structured survey was developed and distributed to other experts involved in LCH projects to validate the result of the interviews and collect additional data. Survey responses were collected from 101 individuals and were analyzed. The significant SDIs were identified and classified by the research team and were ranked and prioritized, using the Relative Importance Index (RII) method. The results demonstrated that the identified SDIs could be classified into the following eight main categories: legal, design and technology, project characteristic, project management, material resource, human resource, location, and finance. The outcomes of this study will help project managers and stakeholders identify the causes of schedule delays early in the project and implement effective strategies for improving project performance in low-cost housing projects.

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“…Therefore, the definition of a program during the early stages is more important than the early definition of a project, and the effects of successful management are greater in a program. In response, several studies have attempted to identify the CSFs from the perspective of a program [16][17][18][19][20][21][22][23][24]. Despite the significant achievements of such previous studies, there are limitations to the applications of the CSFs in the performance management of a program because the identified CSFs are qualitative.…”

Section: Introductionmentioning

confidence: 99%

Development of a Program Definition Rating Index for the Performance Prediction of Construction Programs

Cha

Kim²,

Hyun

et al. 2018

Sustainability

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Abstract:Program management is the structured and strategic process of managing multiple projects at a high level to maximize benefits. The essentials of programs include high costs and long implementation periods, and thus, the negative impacts caused by the failure of program management are more significant and greater than that of a project. Therefore, to achieve high program performance, it is essential for program management to be well defined during the early stages. However, the existing research is mainly focused on the performance prediction methodologies for projects, while the research pertaining to programs has concentrated on identifying the qualitative critical success factors (CSFs). Thus, this study developed a methodology for predicting the program performance. Forty-five CSFs were identified herein from literature review and expert interviews, then grouped through factor analysis. In addition, the Program Definition Rating Index (PgDRI) was developed by calculating the weights of the proposed CSFs through structured equation modeling in order to evaluate the quantitative program performance. For validation, the PgDRI was applied to three in-progress cases, and the PgDRI scores were compared with the actual performance of each case. The PgDRI developed in this study can contribute to the body of knowledge pertaining to program management by quantifying the performance management of a program. In addition, the PgDRI can be utilized in the performance management of a program in terms of the cost and schedule by allowing practitioners to apply the PgDRI repeatedly to the major decision-making processes during the early stages of a program.

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Investigating the Relationship between Project Complexity and Success in Complex Construction Projects

Cited by 165 publications

References 34 publications

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Identification and Quantification of Project Complexity From Perspective of Primary Stakeholders in Us Construction Projects

Identification of Schedule-Performance Indicators and Delay-Recovery Strategies for Low-Cost Housing Projects

Development of a Program Definition Rating Index for the Performance Prediction of Construction Programs

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