scholarly journals Risk-Informed Performance Assessment of Construction Projects

2020 ◽  
Vol 12 (13) ◽  
pp. 5321 ◽  
Author(s):  
Merkourios Papanikolaou ◽  
Yiannis Xenidis
Keyword(s):  
Performance Assessment ◽  
Performance Management ◽  
Construction Projects ◽  
Fuzzy Numbers ◽  
Research Work ◽  
Project Performance ◽  
Whole Process ◽  
Satisfactory Performance ◽  
Performance Dimensions ◽  
And Performance

Construction projects are struggling to reach satisfactory performance in a context full of various and many risks. Despite the long-lasting study of performance in construction no universal approaches have emerged from numerous proposals. A mainstream in dealing with this issue is benchmarking methods with the use of appropriate indicators. This research work adopts such a group of indicators that address more aspects than the usual cost, schedule, and quality considerations. Following suggestions for proper adjustments and clarifications for the appropriate use of this group of indicators, this research proceeds by introducing the risk aspect to the calculation of project performance. Identified risks are modeled through fuzzy numbers to deal with data incompleteness and then they are appropriately added to compose risk coefficients for the performance dimensions expressed through the respective indicators. Then, the overall project’s performance is calculated addressing a risk-informed performance assessment of construction projects. The whole process is tested for verification with a theoretical example. The development of a simple yet inclusive and adjustable methodological framework for risk-informed performance assessment is expected to provide practitioners with a relatively easy approach for integrating both the risk and performance management in construction.

scholarly journals SIX STEPS IMPLEMENTATION FRAMEWORK FOR CORPORATE SUSTAINABILITY PERFORMANCE MANAGEMENT

2017 ◽  
Vol 8 (3) ◽  
pp. 3 ◽  
Author(s):  
Muhammad Tasleem ◽  
Nawar Khan ◽  
Syed Tasweer Hussain Shah ◽  
Muhammad Saleem ◽  
Asim Nisar
Keyword(s):  
Performance Management ◽  
Corporate Sustainability ◽  
Corporate Management ◽  
Implementation Framework ◽  
Sustainability Performance ◽  
Sustainable Improvement ◽  
Sustainable Performance ◽  
Corporate Sustainability Performance ◽  
Performance Dimensions ◽  
And Performance

Managing sustainability practices holistically within firms is challenging and requires a sound and effective management framework that integrates all associated practices and performance dimensions to act for excellence. Corporate management is keen to adopt roadmap or a framework that can be useful in the identification, management and measurement of the drivers and can lead to desired outcomes relating to sustainable performance. This paper develops and presents a six-steps implementation framework for corporate sustainability performance and related practices keeping in account multifaceted managerial dimensions. These six steps include; identifying stakeholder’s requirements, establishing enterprise vision and sustainability goals, adopting strategies, systems and standardization, aligning technologies, core capabilities and culture, excelling sustainability performance, and progressing sustainable improvement with review and feedback. It also projects the perspective, theme and action items with regard to its effective.

scholarly journals Developing a cost normalization framework for phase-based performance assessment of construction projects

2016 ◽  
Vol 43 (12) ◽  
pp. 1075-1086 ◽  
Author(s):  
Jiyong Choi ◽  
Sungmin Yun ◽  
Daniel P. de Oliveira
Keyword(s):  
Performance Assessment ◽  
Cost Estimation ◽  
Construction Projects ◽  
Capital Projects ◽  
Ex Post ◽  
Ex Post Facto ◽  
Effective Cost ◽  
And Performance ◽  
Normalization Process ◽  
Currency Conversion

Capital project benchmarking requires an effective cost normalization process to achieve reasonable comparisons of cost-related performance for projects that are executed at different times and locations. Traditionally, cost normalization approaches were developed for ex post facto analysis of project performance and assume that all required information is fully available from a completed project. However, practitioners have expressed the need for cost normalization techniques to evaluate phase-level outcomes during ongoing projects. This paper aims to provide a cost normalization framework tailored to phase-based performance assessment. The framework involves three main steps: currency conversion, location adjustment, and time adjustment with considerations for various scenarios where the required information is not fully available. Case studies are conducted to demonstrate how the proposed cost normalization framework has been applied to phase-based performance assessment for capital projects. The proposed framework can benefit both researchers and industrial professionals interested in cost estimation, feasibility analysis, and performance assessment.

Effects of team diversity on project performance in construction projects

2019 ◽  
Vol 26 (3) ◽  
pp. 408-423 ◽  
Author(s):  
Guangdong Wu ◽  
Xianbo Zhao ◽  
Jian Zuo ◽  
George Zillante
Keyword(s):  
Construction Projects ◽  
Project Performance ◽  
Project Teams ◽  
Mediating Effects ◽  
Negative Effects ◽  
Content Type ◽  
Team Diversity ◽  
Different Types ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is fourfold: first, to investigate the effect of team diversity on different types of conflicts; second, to determine if team diversity is significantly correlated with project performance; third, to investigate the mediating effect of project conflicts on the relationship between team diversity and project performance and fourth, to examine the relationship between different types of conflicts and project performance in construction projects. Design/methodology/approach A theoretical model was developed and a questionnaire survey was conducted with 246 professionals. The structural equation modeling technique was applied to analyze the data. Findings The results showed that: team diversity was positively associated with project performance; the introduction of conflicts significantly weakened the effect of diversity on performance; conflicts have both constructive and destructive effects on project performance; and team diversity affected project performance through the mediating effects of task conflict and relationship conflict, thus adding both positive and negative effects on performance. Research limitations/implications There are other factors which may affect conflicts and project performance such as communication, trust and contract. Future research could be conducted to determine the role of these variables in determining the effects of team diversity on performance. Practical implications It is necessary to reduce the relationship conflict whereas maintaining a “healthy” level of task conflict. In light of this, the conclusions of this study highlight practical implications as follows: project teams should attach importance to diverse partner selection and select cooperative partners whose value orientations are similar; when implementing a construction project, the structure of diverse project teams should keep relatively stable, avoiding too many teams entering or exiting the project in a short period; project teams should make greater efforts to deal with destructive conflicts via relational governance such as trust and communication. Originality/value This study contributes to the literature in three areas. First, this study investigated the dynamic mechanism between team diversity, conflicts and performance in construction projects. Second, this study contributes to the body of knowledge on validating the mediating effects of conflicts on the relationship between team diversity and performance. Third, this study validated the positive and negative effects of team diversity on performance with different types of conflicts as mediation variables in construction projects.

Determining the relationship between conflict factors and performance of international construction projects

2014 ◽  
Vol 21 (4) ◽  
pp. 369-382 ◽  
Author(s):  
Eyad Zouher Al-Sibaie ◽  
Ali Mohammed Alashwal ◽  
Hamzah Abdul-Rahman ◽  
Umi Kalsum Zolkafli
Keyword(s):  
Internal Control ◽  
Construction Projects ◽  
Project Performance ◽  
Project Managers ◽  
Path Modeling ◽  
Content Type ◽  
Team Members ◽  
International Construction ◽  
Two Factors ◽  
And Performance

Purpose – Conflict was recognized as a major cause of inefficiency and limited performance of construction projects. Factors pertaining to conflict in construction are vast; however, there have been less recognition of these factors in international construction projects. The purpose of this paper is to provide in-depth understanding of conflict in this context and analyze how it influences project performance. Design/methodology/approach – A questionnaire survey was used to collect data from 161 professionals working in Malaysian companies, which are undertaking construction projects overseas. Findings – Analyzing the data using factor analysis revealed six new factors of conflict: external, internal, control-related, knowledge-related, mismanagement, and social conflicts. Further analysis of the data using partial least squares-path modeling (PLS-PM) affirmed a significant relationship between project performance and two factors of conflict only: internal and social. The results also showed that conflict contributes to about 27 percent of the variance in project performance. Originality/value – This paper provided a clear picture for project managers and team members about specific aspects of conflict and how to mitigate them to attain better performance of international construction projects.

scholarly journals The Mediating Effect of Knowledge Transfer in Construction Project

2019 ◽  
Vol 8 (10) ◽  
pp. 2412-2416
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Construction Projects ◽  
Management Practices ◽  
Project Performance ◽  
Mediating Effect ◽  
Public Project ◽  
Factors Affecting ◽  
Public Projects ◽  
And Performance

The construction industry is a competitive high-risk industry with an unprecedented uncertainties in technology, budget, and development processes. It has become more dynamic in nature and the execution of projects have become more complex and difficult to manage. The need then evolved to develop a framework for project performance. This study investigates the factors affecting the project success and performance using a knowledge and resource-based approach. Data was collected from project managers, civil engineers, site managers, and architects. A total of 221 responses were collected. The data analysis was conducted using SPSS and Smart PLS. This results from this investigation revealed that knowledge transfer does not mediate the effect of strategic factors or employee factors on the project performance of Iraqi public construction projects. This finding indicated that the role of knowledge practices in Iraqi public project is still not matured. Top management are advised to effectively implement the knowledge management practices in public projects. Implementing knowledge management will avoid the organization the cost of repeating the same mistakes. Thus, it was concluded in this study that knowledge transfer is still in its infancy and currently it has no mediating effect between the variables of this study.

scholarly journals Assigning Weights for Modified Project Quarter Back Rating Based Construction Project Performance Model

2019 ◽  
Vol 4 (4) ◽  
pp. 895-904
Author(s):  
Prachi Vinod Ingle ◽  
Gangadhar Mahesh
Keyword(s):  
Performance Assessment ◽  
Construction Industry ◽  
Construction Projects ◽  
Performance Metrics ◽  
Project Success ◽  
Construction Project ◽  
Project Performance ◽  
Performance Model ◽  
Assessment Model ◽  
Stakeholder Satisfaction

The Indian construction industry is facing challenges due to performance shortfalls. The construction projects are highly complex, distinctive, fragmented and do not have of well-established performance assessment models to evaluate their project success. Assessing overall project success is not possible to measure by single factor. To address this limitation, the Modified Project Quarter Back Rating (PQR) model was developed for the Indian construction industry. Modified PQR model’s output is a project score based on performance areas affecting project success and outcome. The model integrates ten performance areas that have identified through literature review. Performance areas included in the model are; (i) Cost (ii) Schedule (iii) Stakeholder satisfaction (iv) Safety (v) Quality (vi) Finance (vii) Environment (viii) Communication and collaboration (ix) Customer relation and (x) Productivity. These performance areas are measured through different performance metrics; i.e. performance metrics scores are aggregated to compute performance area scores. The model gives a single score that will help in comparing overall performance for different projects. This paper attempted to highlight the importance of performance metrics in modified Project Quarter Back Rating (PQR) based construction project performance assessment model for the Indian construction industry. The validity of the model needs assigning appropriate weights to the performance metrics as the weightage determines the relevance. Appropriate weights were determined using two round Delphi survey with 12 experts. Findings reveal that two performance metrics; return business from customer relation and OSHA recordable from safety have high weights. This modified PQR model will help key participants of the industry to compare the performance of various projects and to monitor performance areas that impact project performance rating.

Impact of Risk Attitude on Risk, Opportunity, and Performance Assessment of Construction Projects

2021 ◽  
pp. 875697282098567
Author(s):  
Abroon Qazi ◽  
Abdelkader Daghfous ◽  
M. Sajid Khan
Keyword(s):  
Construction Industry ◽  
Construction Projects ◽  
Risk Attitude ◽  
Project Performance ◽  
Performance Assessments ◽  
Multiple Dimensions ◽  
Expected Performance ◽  
Project Uncertainty ◽  
And Performance ◽  
The Impact

This article explores the impact of risk attitude on the assessment of project uncertainty encompassing both risk and opportunity and expected project performance. A survey was conducted involving project risk management experts from the construction industry, and the data collected were analyzed using various statistical techniques. The findings reveal that the impact of risk attitude significantly varies across multiple dimensions of project uncertainty and project performance. To the best of the authors’ knowledge, the association between risk attitude and project uncertainty and expected performance assessments has never been explored while capturing multiple dimensions of project uncertainty and performance.

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