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- Genre: Doctoral Dissertation
- Creators: Arizona State University
- Member of: Theses and Dissertations
- Status: Published
Description
The construction industry is performing poorly regarding project management and service delivery. On average, global projects are over-budget, delayed, and met with unsatisfactory results according to buyers. To mitigate poor performance, the project management career path has been heavily researched and continually developed over the last century. Despite the published advances in project management approaches and tools, project performance continues to suffer. This research seeks to conduct an exploratory analysis of current project management and other approaches and determine how they affect project performance. Through a detailed literature search, the researcher identified a procurement model that is more heavily documented as high performing than all other approaches. The researcher proposed that this model may be a solution to assist project managers with the delivery of high performing services. The model is called the Best Value Approach (BVA). The BVA focuses on leadership, non-technical communication, quality assurance, and transparent project execution. To test the effectiveness of its practices, the researcher modified and adapted the BVA into a project management approach and tested it on a large-scale government project. During the case study test, the researcher observed that there were two primary project management roles in the supply chain; the buyer’s and vendor’s project managers. The case study resulted in the large government organization receiving more work and increased their satisfaction of the work received by 22 percent from the previous year. To further test the project management adapted BVA, the researcher conducted a classroom case-study in which students learned and implemented the BVA practices on real-time, small-scale industry projects. Results include cost savings of $100,000 for 10 companies over 24 projects, cost avoidance of over $4.5M, and a 9.8/10 customer satisfaction [in terms of the companies’ satisfaction with the deliverables produced on each project]. These results suggest that the BVA practices may effectively improve the performance of project delivery, and may be a viable new project management approach to train future project managers. Out of the two project manager roles, it is proposed that the buyer’s project manager may receive the most benefit. Additional research is needed on the other approaches to compare quantitative project performance, and run repeated testing on the potential new project management approach.
ContributorsRivera, Alfredo Octavio (Author) / Badger, William (Thesis advisor) / Sullivan, Kenneth (Thesis advisor) / Kashiwagi, Jacob S (Committee member) / Arizona State University (Publisher)
Created2017
Description
The Vietnam Construction Industry (VCI) has been facing risks that cause delays, budget overrun, and low customer satisfaction that required continuously research efforts to manage them. This research assesses the current conditions of the VCI in terms of performance, common risks, and success factors; and explores the potential of using the Best Value Approach (BVA), an innovative procurement and project management technology, to improve overall VCI performance. VCI risk factors were presented in an analysis of the data collected from a survey that include the 23 common risk factors that cause non-performance in construction projects in developing countries. The factors were consolidated from an extensive literature reviews, and inputs were solicited from 103 construction practitioners in Vietnam. The study reveals the top five risk factors as the bureaucratic administrative system, financial difficulties of owner, slow payment of completed works, poor contractor performance, financial difficulties of contractor. Factor analysis explored the correlations among the risks and yielded four outcomes – Lack of Site and Legal Information, Lack of Capable Managers, Poor Deliverables Quality, and Owner’s Financial Incapability. VCI success factors were revealed from a survey that is adopted from 23 Critical Success Factors (CSFs) related to common construction risks, found through extensive literature reviews, and inputs were solicited from 101 VCI participants. The experts ranked those CSFs with respect to impact to project success. The study reveals the top impactful CSFs such as all project parties clearly understand their responsibilities, more serious consideration during contractor selection stage, test contractors’ experience and competency through successful projects in the past. Factor analysis was conducted to explore the principal success factor groupings and yielded four outcomes – Improving Management Capability, Adequate Pre-Planning, Stakeholders’ Management, and Performance-based Procurement. An analysis from six industry experts determined how current VCI conditions, namely risk and success factors, are related to BVA. Sixteen BVA success principles were identified and ranked based on their perceived impact to project performance by an industry survey with 98 VCI practitioners. The results show high agreement rate with all sixteen BVA principles. The majority of participants agreed that BVA would improve project performance and were interested in learning more about BVA. The results encourage further BVA testing and education in the VCI.
ContributorsLe, Nguyen Tran Khoi (Author) / Chong, Oswald W.K. (Thesis advisor) / Sullivan, Kenneth T. (Committee member) / Kashiwagi, Dean T. (Committee member) / Arizona State University (Publisher)
Created2019