Open Collections

Measuring strengths, weaknesses, and the value of project management in construction projects : a project management assessment tool

University of British Columbia

The objective of this research is to develop a project management (PM) assessment tool that incorporates the following characteristics: 1) the unit of study is an individual construction project, it measures the degree to which various PM practices were implemented on a specific project; 2) project outcomes are also assessed, allowing the relationship between PM practices and project outcomes—and thereby the value of PM—to be explored; 3) project context is also assessed, allowing relevant comparisons between different projects and the opportunity for benchmarking and identification of best practices, 4) it is not tied into one particular PM standard, but draws content from a range of several leading PM standards; and 5) it uses an evidence-based approach to rate the relative importance of different PM practices to aggregate each individual PM practice into an overall PM performance indicator. This research implemented a combination of qualitative and quantitative research methods using multiple project cases, interviews, and archival methods. One of the most important contributions was to find a different way to measure the value of PM, which was from the perspective of the actual PM implementations in a project and the respective project outcomes. A second contribution is that the PM assessment tool can be used to benchmark PM best practices in construction organizations, based on the fact that the assessment tool is built on the foundation of the most accepted and used international standards in North America and in the construction industry. A third contribution of this study is that an integrated framework of PM best practices was created. The new framework was built based on the mapping and integration of four international PM standards. Following a process and a methodology, the assessment tool used the critical success factors (CSFs) to weight the survey questions. One final relevant contribution of this study was that the results corroborated the general assumption that PM practices are strongly positively correlated with the outcomes of the projects of cost, time, and client satisfaction, among others.

Text

2018-08-29

Attribution-NonCommercial-NoDerivatives 4.0 International

http://hdl.handle.net/2429/66981

Civil Engineering

University of British Columbia

UBCV

http://creativecommons.org/licenses/by-nc-nd/4.0/