This document is an assignment submission for a student named Sameh Kandil Mohammed Ibrahim. It discusses 5 key directions or factors for project success: 1) Building Information Modeling (BIM) to reduce errors and clashes, 2) Community involvement to address stakeholder needs, 3) Project management staff motivation through training and rewards, 4) Stakeholder liaison to understand requirements, and 5) Key performance indicators (KPIs) to monitor performance. The submission analyzes each factor, discusses their effects on a past project (CPCT), and recommends their implementation on future projects.

1. ASSIGNMENT /
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Sameh Kandil Mohammed Ibrahim
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Rethinking project Management

2. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 2 of 9

3. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
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Contents
1.0
Executive Summary ..................................................................................................................... 3
2.0
Debate about Porject Success Factors ...................................................................................... 4
3.0
Importance of Proposed Directions ........................................................................................... 3
3.1
Building Information Modelling (BIM) .......................................................................................... 4
3.2
Community Involvement ............................................................................................................ 5
3.3
Project Management Staff Motivation ........................................................................................ 5
3.4
Stakeholders’ Liaison .................................................................................................................. 6
3.5
Key Performance Indicator (KPI) ................................................................................................ 7
4.0
References .................................................................................................................................... 8
List of Figure
Figure 1 Proposed Directions…..………………………………………………………………………………………………….3
Figure 2 Belassi and Tukel framework.…………………………………………………………………………………..……….4
Figure 3 The Editions of the PMBOK.…….……………………………………………………………………………..……….6

4. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 4 of 9
1.0 Executive Summary
The project management in form of controlling time, cost, quality and safety are essential tool for delivering a
successful project; however, these factors can’t guarantee alone the success of any project. There are other
factors/directions can contribute in that success and CPM Ltd. has to implement them in the future projects. These
factors/directions are; -
Figure 1
1. BIM (Building Information Modelling); CPM has to advice the client to force into project contract the use of
BIM technology, which has the ability to build the project virtually before it gets build out in the site and thus BIM
gives a chance to discover early the design errors and clashes and that enable the client to gain the benefits of
minimizing the cost and time impacts resulted from the design errors and lack of design coordination, which are
always being discovered during the construction stage.
2. Community involvement; CPM has to make sure that the needs and concerns of the community will be
addressed in the project design.
3. CPM’s staff motivation; CPM has to recruit the best quality staff and then it is necessary to keep them
motivated through training, financial rewards and empowerment.
4. Stakeholder’s liaison; CPM has to make sure the designers contact all the project stakeholders to get their
needs and expectations in order to be addressed in the project design.
However, still time, cost and quality factors are so important so a proposed mechanism for controlling them will be
shown below (5th direction);
5. Key performance indicators (KPIs); CPM has to use KPIs, an incentive mechanism, to monitor the
design/supervision performance and advice the client to force this mechanism into the contract. This
mechanism revolves around the four of safety, quality, budget and schedule.
Finally, this report recommends CPM Ltd to implement the aforementioned five factors/directions in the future in order
to ensure that CPM is capable of taking the largest and most complex projects globally. The proposed directions have
major contribution in project success and some of them were already implemented in CPCT project and proved its
efficiency for delivering a successful project.

5. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
2.0 Debate about Project Success Factors
There is a debate about if providing project control system including schedule, cost plan and quality plan is the
gateway for project success or there are additional factors contributing in getting a successful project.
According to Belassi and Tukel (1996:141), there are many factors outside the control of project management team,
which could also determine the project success.
Belassi and Tukel (1996:143-144) provided a framework (figure 2) for all factors that determine the project success;
Figure 2 Belassi and Tukel (1996:144)
In section 3 of this report, an analysis for the importance of the colour marked factors/directions will be performed and
then the effects of these factors/directions on CPCT project and for future projects will be described.
3.0 Analysis and Effects of Proposed Directions
3.1 BIM (Building Information Modelling)
3.1.1 Direction/factor Analysis
According to BIM taskforce members (2009:21), BIM is an important revolution in the construction industry. BIM can
reduce cost/time, reduce rework and increase efficiency.
BIM is ‘’ a digital representation of physical and functional characteristics of a facility. As such it serves as a shared
knowledge resources for information about facility forming a reliable basis for decisions during its life cycle from inception
onward’’, BIM taskforce members (2009:3).
The benefits of BIM introduced by BIM taskforce members (2009:7-10);
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• Revealing problems
BIM allows the designer to view the building from all angels and thus discover the problem at earlier stages
and that will enable the client avoiding design errors claims and the changes orders, which are always costly
and cause delays to the project completion date.
• Improving coordination
BIM improves coordination among different design team members (civil, architectural, etc.) to discover the
clashes and make all the required design changes during the design stage only.
• Client satisfaction
Visualizing the design makes the clients more satisfied and confident that their requirement will be addressed.

6. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.1.2 Direction/factor Effect on CPCT Project
BIM wasn’t used in the project.
3.1.3 Direction/factor Effect on Future Projects
The use of BIM has to be forced by the contract. BIM can reduce change orders and secure fewer claims and disputes
resulted from lack of coordination, design errors and omissions, which always have severe time and cost impacts.
Dubai Municipality has instructed officially all the designers to use BIM for architectural and MEP works, Dubai
Municipality (2013).
3.2 Community Involvement
3.2.1 Direction Analysis
As stated by Belassi and Tukel (1996:145), public attitudes towards the project are one of the external factors to the
organization but have an impact on project success. Hancock (2008:10-17) confirmed the importance of community
involvement otherwise groups advocating greater social and environmental awareness may target the project. The
Twyford Down project caused in massive protests in mid of 1990.These protests let to cancelling the project and the
bankrupt of the main contractor, Hancock (2008:10-17).
The community can be involved through many methods such as;
• Community and environmental group representative have to be considered as one of the project stakeholders
so they can address t the design team the community and environmental needs and requirements, De Wit
(1988:167).
• Establish project web site to let the community members and environmental groups members know about
project aspects, updates and to get their queries answered online.
3.2.2 Direction/factor Effect on CPCT Project
Community residents were part of the project stakeholders so all their requirements were addressed.
3.2.3 Direction/factor Effect on future Projects
PMC has to ensure the involvement of the community representative who can inform about the community needs and
expectations. Also PMC has to ensure that communication channels will be produced on the web to keep the community
informed about the project.
3.3 Project Management Staff motivation
3.3.1 Direction/factor Analysis
Project management staff is an important factor contributing towards project success. It is people who deliver the
projects especially when it comes to the project management; it is the PM team members that count, Davies (2001:189).
As confirmed by Mir and Pinnington (2013:212), motivation of CPM team members through the best HRM practises
enhances the project management success and thus the project success. Motivation can be done as advised by
Hancock (2007:5-3) through;
• Offering development and training programmes to develop PM staff skills.
• Offering competitive salaries packages.
• Increasing PM staff’s remuneration annually by using the staff appraisals.
• Allowing for employees’ empowerment, which has an effect in increasing their commitment towards the firm,
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Hancock (2007:9-9).
Despite the importance of staff motivation, yet the recruiting of the best quality staff is the first step to enhance the
Project management firm, Hancock (2007:4-3). In particular the project manager, who has to possess technical and
administrative skills, as confirmed by Belassi and Tukel (1996:145).
3.3.2 Direction/factor Effect on CPCT Project
The staff led the project to be successful because PMC had recruited the best staff and had paid competitive salaries to
them. Also PMC had kept the staff motivated by awarding annual pay increase.
3.3.3 Direction/factor Effect on Future Projects
PMC has to ensure that the training will be provided for the staff. Also PMC has to activate the empowerment in order to
increase the staff motivation.

7. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
3.4 Stakeholders Liaison
3.4.1 Direction/factor Analysis
Stakeholder’s liaison is an important step towards project success. Project stakeholders have to be contacted officially
to understand their needs and expectations in order to be reflected in the project design, Burke (2013:92). Sometimes
the project can be considered successful for the project teams such as; contractor, client, different authorities but still
can be unsuccessful for the operator so that it is recommended to liaise with all project stakeholders of all the project
life cycles.
Due to the importance of stakeholder management for project success, it has been added to PMBOK in its latest
edition (version 5) as published by Human Performance Consulting Company (2012).
Figure 3
3.4.2 Direction/factor Effect on CPCT Project
A stakeholder management team was on board and they liaised with all the project stakeholders.
3.4.3 Direction/factor Effect on Future Projects
PMC has to continue ensuring that all stakeholders’ needs and expectations will be addressed during the design
stage.
3.5 Key Performance Indicators (KPIs)
3.5.1 Direction/factor Analysis
According to Mir and Pinnington (2013:210), KPIs is a factor contributing towards the success of any project. The design
consultant’s performance can be formally monitored by CPM Ltd. during the delivery life cycle (design/supervision).
The performance will be reviewed against key performance indicators (KPIs) across the following four key
performance areas;
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• Safety, health and environment.
• Cost and budget management.
• Schedule management.
• Quality.
KPIs are an incentive mechanism that is retaining 5% of the consultant agreed fees. The retaining amount will be
released to the design consultant annually according to his recorded performance in the four performance areas. The
performance will be calculated as shown below;
Firstly, the retaining amount (5 %**) will be distributed over the fours areas as shown in the below payment linked
KPIs table;

8. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
KPI
Type
KPI
Significant Injury Frequency Rate (SIFR) Rolling 22% 14,850
Project Predictability of Cost 34% 22,950
Schedule
Project Commencement on Site from Completion of Tender
Documents
Deliverables Defects 22% 14,850
**Designer fees = 1,350,000 £.
**Retaining amount = 1,350,000 £ * 5% = 67,500 £.
Distribution
%
Safety
Budget
Quality
Total
Secondly, the KPI score will be calculated as shown below;
a) Formula:
Performance % = total of actual construction cost / total of assigned budget * 100
b) Thresholds:
KPI Type KPI Distrib.% KPI
Significant Injury Frequency Rate (SIFR)
Rolling
22% 14,850
Project Predictability of Cost 34% 22,950 102.45% 100 22,950
22% 14,850
Deliverables Defects 22% 14,850
100% 67,500 22,950
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Warning
zone
Lower Threshold limits Ideal
Threshold
Limits
KPI
Value
22% 14,850
100% 67,500
Lower Threshold limits Warning
zone
Performance
% 0-79% 80-84% 85-89% 90-110% 111-115% 116-120% 121%
KPI score as
% 50 90 95 100 95 90 50
c) Calculations:
If the actual cost is 31.7 million and budget cost was 31 million so Performance % = 31.7/31 = 102.25% which means
according to the threshold table, the KPI score=100.
Finally, in the below table the consultant entitlement will be determined;
Value
(a)
Performance KPI
Score
% (b)
Achieved
KPI
Amount
(c)=(a)*(b)
Safety
Budget
Schedule
Project Commencement on Site from
Completion of Tender Documents
Quality
Total
3.5.2 Direction/factor Effect on CPCT Project
KPI was used in CPCT project and it was a useful tool to motivate the designers to achieve cost, time and quality
targets with taking into consideration the workforce safety.
3.5.3 Direction/factor Effect on Future Projects;
The use of KPI has to be forced by the contract. KPI is a monitoring / incentive tool for delivering a successful project.

9. AR50383 Assignment
Name: (Sameh Kandil Mohammed Ibrahim)
Page 9 of 9
4.0
References
1- A Human Performance Consulting Company, 2012 (viewed 2014-02-04). The Project Box (online). United States of
America. Available from: http://www.theprojectbox.us/2012/09/pmbok-5-and-the-new-knowledge-area/
2- Burke Rory, Rodney. (2013). Project Management Techniques. 2nd ed. London: Burke Publishing. ISBN 978-0-
9876683-0-1.
3- BIM Taskforce Members, 2009 (viewed 2014-02-04). Building Information Modelling (online). United States of
America: infoComm International. Available from:
http://www.infocomm.org/cps/rde/xbcr/infocomm/BIM_Brochure.pdf
4- Belassi Walid and Tukel Oya, 1996. A new framework for determining critical success/failure factors in projects.
International Journal of Project Management, 14, 141-151. ISSN 0263-7863(95) 00064-X.
5- Dubai Municipality, 2013 (viewed on 2014-02-04). BIM Implementation announced by Dubai Municipality (online).
Dubai. Available from: https://docs.google.com/file/d/0B_SL34eJydTpY3hHNnQxMTlhRGM/edit?pli=1
6- Davies Terry. (2001). The real success factors on projects. International Journal of Project Management, 185-190. ISSN
S0263-7863 (01) 00067-9.
7- De Wit Anton. (1988). Measurement of project success. 164-170. ISSN 0263-7863/88/030164-07.
8- Hancock, M. R. (2008). Unit6 – AR50126: Strategy in Construction. United Kingdom: Distance Learning Unit,
University of Bath.
9- Hancock M R. (2007). Unit4 – AR50124: Managing Human Resources. United Kingdom: Distance Learning Unit,
University of Bath.
10- Mir Farzana and Pinnington Ahsly, 2013. Exploring the value of project management: Linking Project Performance and
Project Success. International Journal of Project Management, 202-217. ISSN 0263-7863.