CRITICAL SUCCESS FACTORS FOR ENHANCED STAKEHOLDER MANAGEMENT IN GHANA

2016 ◽  
Vol 5 (10) ◽  
pp. 153-170 ◽  
Author(s):  
Eyiah-Botwe E. ◽  
◽  
Aigbavboa C.O. ◽  
Thwala W.D. ◽  
◽  
...  
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Critical Success

Critical success factors for implementing design-build: analysing Malaysian public projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zheng Ping Lee ◽  
Rahimi A. Rahman ◽  
Shu Ing Doh
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Test Analysis ◽  
Content Type ◽  
Public Projects ◽  
Critical Success ◽  
Design Build ◽  
Survey Responses

Purpose The success rate of design-build (D-B) implementation in Malaysia’s private construction projects is low compared to the nation’s public projects. Thus, the purpose of this paper is to investigate the critical success factors (CSFs) for D-B implementation in Malaysian public construction projects. Design/methodology/approach To achieve the research objectives, 111 questionnaire survey responses from construction-related professionals were collected and analysed using multivariate analysis, including t-test, analysis of variance (ANOVA) and factor analysis. Findings The results indicate that while the client’s briefing effectiveness remained the top CSF among many nations, the other top CSFs in Malaysia D-B construction projects vastly differed compared to those countries. Moreover, the underlying components for successful D-B projects in Malaysia include the project management team, leader competency and “stakeholder” management. Originality/value This is one of the first studies that identify the CSFs for D-B implementation in the Malaysian construction industry. The outcomes provide a valuable reference and resource for academic scholars and construction practitioners to increase D-B implementation in the Malaysian private sector.

scholarly journals EXPLORING CRITICAL SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT IN CONSTRUCTION PROJECTS

2009 ◽  
Vol 15 (4) ◽  
pp. 337-348 ◽  
Author(s):  
Jing Yang ◽  
Geoffrey Qiping Shen ◽  
Manfong Ho ◽  
Derek S. Drew ◽  
Albert P. C. Chan
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Assessment Tool ◽  
Stakeholder Management ◽  
Project Managers ◽  
Pilot Studies ◽  
Five Dimensions ◽  
Social Responsibilities ◽  
Critical Success

With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were “managing stakeholders with social responsibilities”, “assessing the stakeholders’ needs and constraints to the project”, and “communicating with stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų šalių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti šiuos veiksnius ir nustatyti jų santykinį reikšmingumą. Šio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų šalių valdymu statybos projektuose, išnagrinėti jų prioritetus ir pagrindinius tarpusavio ryšius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos šakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge išsiųstas klausimynas ir gauti 183 atsakymai. Trys aukščiausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų šalių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis šalimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reikšmingas, 15 KSV suskirstyti į 5 grupes: išankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos šios grupės bei jų ryšiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų šalių valdymui statybos projektuose. Šie duomenys padeda paaiškinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų šalių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti.

scholarly journals Influence of Critical Success Factors over the Performance of Infrastructure Projects in Qatar

2021 ◽  
Author(s):  
Maryam Hussain Abal-Seqan ◽  
Shaligram Pokharel ◽  
Khalid Kamal Naji
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Project Performance ◽  
Project Delivery ◽  
Management Support ◽  
Design Development ◽  
Top Management Support ◽  
Critical Success ◽  
Project Success Criteria

This thesis focuses on developing an understanding of factors that can help in increasing the project performance in Qatar and elsewhere. The understanding leads to focus on factors in the design, development and operation of the project. This research identifies 23 critical success factors in four different groups: top management support, project manager’s skills, project team’s skills, and stakeholder management knowledge. The work also identifies four main project success criteria: project delivery on time, within the budget, with the expected quality, and meeting stakeholder's satisfaction.

scholarly journals The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

2017 ◽  
Vol 35 (4) ◽  
pp. 304-331 ◽  
Author(s):  
Chijindu V. Nwachukwu ◽  
Chika Udeaja ◽  
Nicholas Chileshe ◽  
Chimene E. Okere
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Cultural Significance ◽  
Content Type ◽  
Built Heritage ◽  
Critical Success ◽  
Road Map ◽  
The Uk

Purpose Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instill cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn toward restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholders affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects’ objectives. Design/methodology/approach This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the UK using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners. Findings The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst over 50 percent of the practitioners on the rankings of the CSFs. Practical implications The identified CSFs could be used by the restoration practitioners as a “road map” for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets. Originality/value Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects.

Critical success factors for local government project stakeholder management

2017 ◽  
Vol 7 (2) ◽  
pp. 143-156 ◽  
Author(s):  
Charles Amoatey ◽  
Mawuena Vincent Kodzo Hayibor
Keyword(s):  
Local Government ◽  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Local Level ◽  
Future Research ◽  
Content Type ◽  
Critical Success ◽  
Local Government Level ◽  
Government Level

Purpose The purpose of this paper is to investigate the critical success factors (CSFs) for effective project stakeholder management at the local government level in Ghana. Design/methodology/approach The study used data from questionnaires administered to project stakeholders for identifying and ranking CSFs. Findings The study identified the top five CSFs for stakeholder management at the local government level in Ghana to be: communicating with and engaging stakeholders; identifying stakeholders properly; formulating a clear project mission statement; keeping and promoting good relationships; and analyzing stakeholder conflicts and coalitions. Research limitations/implications Generalization of the findings should be done with caution since the scope of data collection was limited to district assemblies in the Greater Accra region of Ghana. Nevertheless the results of the study are, however, useful and indicative and can lend direction to future research. Practical implications This paper has contributed to the growing body of knowledge related to CSFs for local government projects. The results should help understand factors which are of priority to stakeholders when assessing their involvement in projects. Further, the findings could form the basis for competency development of local government personnel in specific areas where improvements are required. Originality/value The paper identified CSFs for effective project stakeholder management at the local level. Most studies on critical factors in project environments have focused on CSFs and project success and thus this study delves into an area which has not received much attention in the literature.

Using structural equation modelling (SEM) to understand the relationships among critical success factors (CSFs) for stakeholder management in construction

2017 ◽  
Vol 24 (3) ◽  
pp. 426-450 ◽  
Author(s):  
Jurbe Joseph Molwus ◽  
Bilge Erdogan ◽  
Stephen Ogunlana
Keyword(s):  
Latent Variables ◽  
Structural Equation ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Content Type ◽  
Critical Success ◽  
Best Fitting ◽  
The Uk

Purpose Stakeholder management plays a significant role in successfully delivering construction projects. However, being able to carry out effective stakeholder management in construction is contingent upon understanding the interrelationships among critical success factors (CSFs) for stakeholder management in construction and how they are related to project success (PS). This would enable the persons responsible for stakeholder management to know the logical process for addressing the CSFs in order to get stakeholder management right. The understanding of this relationship has not been addressed. The purpose of this paper is to investigate the interrelationships between the CSFs for stakeholder management and PS in construction. Design/methodology/approach From an extensive literature review, 23 CSFs for stakeholder management in construction were identified. A conceptual structural equation model (SEM) of the relationships between CSFs was developed (including measurement and structural models) using the groupings of the CSFs for stakeholder management in construction. A questionnaire survey was used to collect data from construction industry practitioners. The data so collected were analysed using SEM in analysis of moment structures (AMOS). Findings The SEM analysis of data collected resulted in the best fitting measurement model comprising 16 CSFs as indicators of four latent variables, namely, stakeholder characteristics and project characteristics (SCPC); stakeholder analysis (SA); stakeholder dynamics (SD); and stakeholder engagement/empowerment (SE). Furthermore, it was found that only SE has a direct positive impact on PS. The other three constructs SCPC, SA and understanding SD collectively impact on PS through the construct, SE. Research limitations/implications The research reported in this paper was carried out in the UK; hence, the findings may have portrayed the UK construction professionals’ opinion. However, the theoretical principles on which the research was based are general and similar research could be replicated in different countries whose construction procurement processes and industries are structured like those of the UK or otherwise. Practical implications The main contribution of this study to existing knowledge is an empirical evidence of the interrelationships among the CSFs for stakeholder management in construction through their latent variables which is portrayed in the best fitting structural model showing the relationships between the constructs of CSFs for stakeholder management and PS. This should serve as a guide to construction project management team or responsible professionals for undertaking stakeholder management in construction projects. Originality/value The paper contributes to theory by empirically identifying the interrelationships among the CSFs for stakeholder management linking to PS which will serve as a guide to construction professionals.

Critical Success Factors for Twinning Measure

2018 ◽  
Author(s):  
Franka Cadée ◽  
Marianne J. Nieuwenhuijze ◽  
Antoine L. M. Lagro-Janssen ◽  
Raymond de Vries
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success
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