Relationship between Project Interaction and Performance Indicators

Pocock, James B.; Hyun, Chang Taek; Liu, Liang Y.; Kim, Michael Kyong-il

doi:10.1061/(asce)0733-9364(1996)122:2(165)

Cited by 116 publications

(51 citation statements)

References 13 publications

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“…Kubicki et al (2007) claim that the success of construction project is characterized by relations between participants. Pocock et al (1996Pocock et al ( , 1997 have the same opinion that a sufficient level of interaction between designers and constructors brings success to the overall project performance. Hence, coordination is more needed for such environment to build up teamwork and integration working environment, and it is fundamentally necessary for ensuring the success of a construction project.…”

Section: Journal Of Organizational Management Studiesmentioning

confidence: 99%

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: 99%

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

“…Project team integration, through more 26 interaction and collaboration early in the design process, has led to success in mitigating 27 industry fragmentation on a project-by-project basis (El Asmar et al 2013; Konchar and Sanvido 28 1998). Along these lines, Pocock et al (1996) acknowledged that projects with low degree of 29 interaction had a wide range of cost and schedule growth and number of modifications, while 30 projects with high degree of interaction tended to have better and more consistent 31 performance indicators. Konchar and Sanvido (1998) concluded that more integrated delivery 32 methods (design-build, construction manager at risk, and design-bid-build in descending order 33 of integration) provided better results in terms of cost and schedule.…”

mentioning

confidence: 99%

Exploration of Team Integration in Spanish Multifamily Residential Building Construction

et al. 2016

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“…Since that time, safety is expressed a success factor [7]. Pocock et al (1996), explained legal claims of the project as another indicator of the success of the project [8].…”

Section: Definitions Of Project Successmentioning

confidence: 99%

“…Since that time, safety is expressed a success factor [7]. Pocock et al (1996), explained legal claims of the project as another indicator of the success of the project [8]. Wuellner (1990) claimed that a project is successful when it is performed on time and on budget with a reasonable profit margin [8].…”

Section: Definitions Of Project Successmentioning

confidence: 99%

A Proposal Model for Estimation of Project Success in Terms of Radial Based Neural Networks: A Case Study in Iran

2017

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For improving the conditions of project intended purpose and reaching high score in the project success, project Stakeholders (including employer, contractor, consultant and its users) try to comply with the implementation of project Critical Success Factors(CSFs) at the beginning of each project. This implementation is in two terms: economic and executive. Artificial neural networks are one of the new methods which have been developed to estimate and predict parameters by using inherent relationship among data. In this research, it tried to propose a model to determine the project success score by using radial basis neural networks. For reaching this purpose, firstly, the key indicators of project success (employer, contractor and consultant) among the main elements involved in the industry of macro-civil construction projects in Iran reviewed. Secondly, ten CSFs key project success indicators were recognized in five categories: (i) financial, (ii) interaction processes, (iii) manpower, (iv) contract settings and (v) characteristic nature of the project (based on conditions of the present research in Iran). Then, some projects were selected by random sampling of projects operated during the last 5 years in the country's Ministry of Energy. Among those projects, project information was collected by managers of large projects. After training the designed neural network, the project success model was provided based on an assessment of project objectives including factors of Scope, Time, Cost, and Quality of the projects. For facilitating other researches' use, the applied equation of the model was presented as well. Outputs, calculated by the proposed model, were in good agreement with the actual number of projects assessed in Iran. The results of this study may be used as a tool in implementing projects for the rapid assessment of achieving project goals' facilities.

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Relationship between Project Interaction and Performance Indicators

Cited by 116 publications

References 13 publications

A Conceptual Study of Key Barriers in Construction Project Coordination

A Conceptual Study of Key Barriers in Construction Project Coordination

Exploration of Team Integration in Spanish Multifamily Residential Building Construction

A Proposal Model for Estimation of Project Success in Terms of Radial Based Neural Networks: A Case Study in Iran

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