This document discusses a study on critical success factors for stakeholder management in construction projects in Pakistan. It begins with an introduction to stakeholders and stakeholder management. The literature review covers identifying stakeholders and types of stakeholders. The objectives of the study are then outlined. The methodology section describes using questionnaires to collect data from contractors, clients, and consultants. Results of the relative importance index and factor analysis are presented, ranking identification and management of different stakeholder groups. Key findings include clients, contractors, and previous experience being among the most important success factors.
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
This document provides an overview of tools used for project analysis and design, including stakeholder analysis, logical framework analysis, SWOT analysis, and social impact assessment. It discusses how each tool is used to analyze different aspects of a project such as identifying key stakeholders, defining objectives and outcomes, assessing strengths/weaknesses/opportunities/threats, and evaluating social impacts. The presentation is intended to teach project planning and evaluation techniques.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
This document provides an overview of development project planning and management. It discusses key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Planning tools covered include logical framework analysis, stakeholder analysis and Gantt charts. Effective project planning requires defining objectives, indicators, assumptions and engaging stakeholders. However, too much planning can also limit flexibility and involvement of intended beneficiaries.
This document discusses development project planning and management. It covers key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Logical framework analysis uses a matrix to define objectives, indicators, assumptions and risks. Stakeholder analysis identifies those impacted and how to engage them. Monitoring tracks inputs, outputs and outcomes against indicators. Evaluation assesses efficiency, effectiveness, impact and lessons learned to improve future projects. Thorough planning is important but too much can limit flexibility and involvement of intended beneficiaries.
importance of monitoring and evaluation of development project is critical for success of any project. Donor organisations, implementing agencies and government departments are now looking forward to consume scientifically designed M&E plans.
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
This document provides an overview of tools used for project analysis and design, including stakeholder analysis, logical framework analysis, SWOT analysis, and social impact assessment. It discusses how each tool is used to analyze different aspects of a project such as identifying key stakeholders, defining objectives and outcomes, assessing strengths/weaknesses/opportunities/threats, and evaluating social impacts. The presentation is intended to teach project planning and evaluation techniques.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
This document provides an overview of development project planning and management. It discusses key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Planning tools covered include logical framework analysis, stakeholder analysis and Gantt charts. Effective project planning requires defining objectives, indicators, assumptions and engaging stakeholders. However, too much planning can also limit flexibility and involvement of intended beneficiaries.
This document discusses development project planning and management. It covers key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Logical framework analysis uses a matrix to define objectives, indicators, assumptions and risks. Stakeholder analysis identifies those impacted and how to engage them. Monitoring tracks inputs, outputs and outcomes against indicators. Evaluation assesses efficiency, effectiveness, impact and lessons learned to improve future projects. Thorough planning is important but too much can limit flexibility and involvement of intended beneficiaries.
importance of monitoring and evaluation of development project is critical for success of any project. Donor organisations, implementing agencies and government departments are now looking forward to consume scientifically designed M&E plans.
PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.
Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
This document provides an overview of project monitoring and evaluation (M&E). It defines what a project is and discusses project management and examples. It then covers key aspects of planning an M&E system, including developing an M&E framework, logical frameworks, and an M&E matrix. The document also describes the components and objectives of an effective M&E system and the steps involved in designing an M&E plan.
This lecture tries to demonstrate how to plan and undertake a comprehensive audit of a project, thereby providing that assurance and to explain the role of an auditor, how it could be planned and undertaken, the degrees of assurance that can be given, and how project audits can be aligned to organizational governance.
This document provides an overview of monitoring and evaluation concepts, processes, methods, and reporting. It defines key terms like monitoring, evaluation, logical framework, and indicators. It describes monitoring and evaluation cycles and steps in designing an M&E system including developing an M&E matrix. It discusses data collection methods, types of reports, and outlines for technical, popular, monitoring and evaluation reports. The goal is to develop a common understanding of monitoring and evaluation.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
Collaborative 2 ingrid margarita and sandraSandra Guevara
This document provides guidance on project evaluation. It discusses what project evaluation is, its importance in project design and implementation, additional benefits like project improvement and capacity building. It outlines the planning, data collection, analysis, and reporting process for evaluations. Key steps include examining issues and objectives, establishing a team, identifying the purpose, focusing on improvement, assessing outcomes and impacts, and creating a report to synthesize findings. The goal is to help determine what is and is not working to improve the project.
This document discusses project stakeholder management. It covers identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. Stakeholders are identified using stakeholder analysis and expert judgement. A stakeholder register is created. The stakeholder management plan involves assessing current and desired engagement levels to identify gaps. Managing engagement involves communicating with stakeholders and working to meet their needs using various communication methods and interpersonal/management skills. Controlling engagement monitors relationships and makes adjustments to plans.
A fresh look on projects: An introductory overview of project circle planning...ramsey20
Before venturing in planning and executing a project, one needs to get introduced to project planning and management circle . This will enable the person to be equiped with skills and knowledge that will enable him/her nevigate the complex and challenging journey of project planning and management.
This document provides an overview of development project planning and management. It discusses the project cycle which includes identification, appraisal, implementation, monitoring and evaluation. Key planning tools covered are stakeholder analysis, problem trees, logical frameworks and Gantt charts. The document also outlines the stages of the ZOPP (Goal Oriented Project Planning) approach including pre-project planning, partner negotiation, plan finalization and implementation/monitoring.
This document provides an overview of development project planning and management. It discusses various planning tools like stakeholder analysis, logical framework analysis, and monitoring and evaluation. It also outlines the typical stages of a project cycle including identification, appraisal, implementation, monitoring, and evaluation. Key aspects at each stage like needs assessment, baseline studies, work plans, budgets, and lessons learned are reviewed. Limitations of the rational planning approach are also acknowledged.
Monitoring involves continuous assessment of project implementation to provide feedback and identify successes and problems. It focuses on schedules, inputs, and services. Evaluation assesses outcomes, impacts, effectiveness, and sustainability. The document discusses the importance of monitoring and evaluation for improving decision-making, achieving outcomes, and organizational learning. It provides definitions and comparisons of monitoring and evaluation. Participatory approaches are emphasized to empower stakeholders. Clear objectives and indicators are needed to measure progress.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
This document summarizes a study examining factors that affect the success of construction projects. 63 factors were identified from literature and grouped into 10 categories: cost, time, quality, productivity, client satisfaction, regular/community satisfaction, people, health/safety, innovation/learning, and environment. A questionnaire survey of owners, consultants, and contractors was conducted to determine their perceptions of the importance of each factor using a relative importance index. The top-ranked factors across the three groups included on-time delivery, quality conformance, leadership skills, and minimizing delays from closures/shortages. Understanding critical success factors can help construction organizations improve project effectiveness.
Proposal Development: Logical framework and project proposalnooone
This document provides an overview of the logical framework approach for writing project proposals. It discusses:
1. What a proposal is and why it is important to plan proposals thoughtfully.
2. The key steps in developing a logical framework including problem analysis, objectives analysis, strategy analysis, and developing the logframe matrix.
3. The components of the logframe matrix including objectives, indicators, sources of verification, assumptions, and activities.
4. Recommendations for using a participatory approach and adapting proposals to targeted donors.
5. Examples of international organizations that use the logical framework approach.
This document discusses various tools and techniques used in project feasibility studies, decision making, and investment analysis. It provides information on:
1) Feasibility studies, which are undertaken early in a project to analyze technical, financial, legal, and risk factors. Cost-benefit analysis tools like net present value and internal rate of return are used to evaluate project feasibility.
2) Project appraisal involves evaluating feasibility studies to determine a project's likelihood of success based on social, technical, economic, financial, and environmental considerations.
3) Decision making in project management requires choosing between options using tools like decision trees, matrices, SWOT analysis, and voting. Cost-benefit analysis compares costs and benefits to aid decision
This document discusses Monitoring and Evaluation (M&E) systems. It defines monitoring as the systematic collection of data during a project to determine if the project is progressing toward its goals. There are different types of monitoring, including process, technical, assumption, financial, and impact monitoring. Evaluation assesses the overall performance of projects and programs. The document outlines 10 steps to design an M&E system, including defining the purpose and scope, identifying evaluation and monitoring questions, determining indicators and data sources, and assigning roles and responsibilities. It emphasizes the importance of integrating the system both horizontally and vertically within an organization.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
This document provides an overview and schedule for a Lean Six Sigma Black Belt Certification Program. The program is divided into nine parts that cover topics including organization-wide planning, process management, team management, the DMAIC approach (Define, Measure, Analyze, Improve, Control), and Design for Six Sigma. The schedule outlines the topics to be covered over 14 weekly Saturday sessions from October 2021 to April 2022. It also lists assignments that will be completed as part of the program, including tools used in the Define through Control phases of projects.
Project presentation for the completion of the MBASUMANGAL VIDWANS
This document summarizes a project presentation on a study of Six Sigma methodology used by LUPIN India Limited. The project aims to analyze how Six Sigma has improved LUPIN's profitability, processes, creativity, and customer relationships. The methodology involves a literature review and survey of LUPIN employees. Results found that Six Sigma training and projects increased, and employees felt it improved profitability, processes, and customer satisfaction. In conclusions, the study found Six Sigma an important quality improvement technique that LUPIN relies on through its use of statistical tools to make evidence-based decisions.
PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.
Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
This document provides an overview of project monitoring and evaluation (M&E). It defines what a project is and discusses project management and examples. It then covers key aspects of planning an M&E system, including developing an M&E framework, logical frameworks, and an M&E matrix. The document also describes the components and objectives of an effective M&E system and the steps involved in designing an M&E plan.
This lecture tries to demonstrate how to plan and undertake a comprehensive audit of a project, thereby providing that assurance and to explain the role of an auditor, how it could be planned and undertaken, the degrees of assurance that can be given, and how project audits can be aligned to organizational governance.
This document provides an overview of monitoring and evaluation concepts, processes, methods, and reporting. It defines key terms like monitoring, evaluation, logical framework, and indicators. It describes monitoring and evaluation cycles and steps in designing an M&E system including developing an M&E matrix. It discusses data collection methods, types of reports, and outlines for technical, popular, monitoring and evaluation reports. The goal is to develop a common understanding of monitoring and evaluation.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
This document provides an overview of various tools, methods, and approaches for monitoring and evaluation (M&E) used by the World Bank. It discusses performance indicators, the logical framework approach, theory-based evaluation, formal surveys, rapid appraisal methods, participatory methods, public expenditure tracking surveys, cost-benefit and cost-effectiveness analysis, and impact evaluation. For each method, it provides a brief description, intended uses, advantages and disadvantages, typical costs and skills required, and references for more information. The document aims to strengthen understanding of M&E and clarify what activities and processes are involved.
Collaborative 2 ingrid margarita and sandraSandra Guevara
This document provides guidance on project evaluation. It discusses what project evaluation is, its importance in project design and implementation, additional benefits like project improvement and capacity building. It outlines the planning, data collection, analysis, and reporting process for evaluations. Key steps include examining issues and objectives, establishing a team, identifying the purpose, focusing on improvement, assessing outcomes and impacts, and creating a report to synthesize findings. The goal is to help determine what is and is not working to improve the project.
This document discusses project stakeholder management. It covers identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. Stakeholders are identified using stakeholder analysis and expert judgement. A stakeholder register is created. The stakeholder management plan involves assessing current and desired engagement levels to identify gaps. Managing engagement involves communicating with stakeholders and working to meet their needs using various communication methods and interpersonal/management skills. Controlling engagement monitors relationships and makes adjustments to plans.
A fresh look on projects: An introductory overview of project circle planning...ramsey20
Before venturing in planning and executing a project, one needs to get introduced to project planning and management circle . This will enable the person to be equiped with skills and knowledge that will enable him/her nevigate the complex and challenging journey of project planning and management.
This document provides an overview of development project planning and management. It discusses the project cycle which includes identification, appraisal, implementation, monitoring and evaluation. Key planning tools covered are stakeholder analysis, problem trees, logical frameworks and Gantt charts. The document also outlines the stages of the ZOPP (Goal Oriented Project Planning) approach including pre-project planning, partner negotiation, plan finalization and implementation/monitoring.
This document provides an overview of development project planning and management. It discusses various planning tools like stakeholder analysis, logical framework analysis, and monitoring and evaluation. It also outlines the typical stages of a project cycle including identification, appraisal, implementation, monitoring, and evaluation. Key aspects at each stage like needs assessment, baseline studies, work plans, budgets, and lessons learned are reviewed. Limitations of the rational planning approach are also acknowledged.
Monitoring involves continuous assessment of project implementation to provide feedback and identify successes and problems. It focuses on schedules, inputs, and services. Evaluation assesses outcomes, impacts, effectiveness, and sustainability. The document discusses the importance of monitoring and evaluation for improving decision-making, achieving outcomes, and organizational learning. It provides definitions and comparisons of monitoring and evaluation. Participatory approaches are emphasized to empower stakeholders. Clear objectives and indicators are needed to measure progress.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
This document summarizes a study examining factors that affect the success of construction projects. 63 factors were identified from literature and grouped into 10 categories: cost, time, quality, productivity, client satisfaction, regular/community satisfaction, people, health/safety, innovation/learning, and environment. A questionnaire survey of owners, consultants, and contractors was conducted to determine their perceptions of the importance of each factor using a relative importance index. The top-ranked factors across the three groups included on-time delivery, quality conformance, leadership skills, and minimizing delays from closures/shortages. Understanding critical success factors can help construction organizations improve project effectiveness.
Proposal Development: Logical framework and project proposalnooone
This document provides an overview of the logical framework approach for writing project proposals. It discusses:
1. What a proposal is and why it is important to plan proposals thoughtfully.
2. The key steps in developing a logical framework including problem analysis, objectives analysis, strategy analysis, and developing the logframe matrix.
3. The components of the logframe matrix including objectives, indicators, sources of verification, assumptions, and activities.
4. Recommendations for using a participatory approach and adapting proposals to targeted donors.
5. Examples of international organizations that use the logical framework approach.
This document discusses various tools and techniques used in project feasibility studies, decision making, and investment analysis. It provides information on:
1) Feasibility studies, which are undertaken early in a project to analyze technical, financial, legal, and risk factors. Cost-benefit analysis tools like net present value and internal rate of return are used to evaluate project feasibility.
2) Project appraisal involves evaluating feasibility studies to determine a project's likelihood of success based on social, technical, economic, financial, and environmental considerations.
3) Decision making in project management requires choosing between options using tools like decision trees, matrices, SWOT analysis, and voting. Cost-benefit analysis compares costs and benefits to aid decision
This document discusses Monitoring and Evaluation (M&E) systems. It defines monitoring as the systematic collection of data during a project to determine if the project is progressing toward its goals. There are different types of monitoring, including process, technical, assumption, financial, and impact monitoring. Evaluation assesses the overall performance of projects and programs. The document outlines 10 steps to design an M&E system, including defining the purpose and scope, identifying evaluation and monitoring questions, determining indicators and data sources, and assigning roles and responsibilities. It emphasizes the importance of integrating the system both horizontally and vertically within an organization.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
This document provides an overview and schedule for a Lean Six Sigma Black Belt Certification Program. The program is divided into nine parts that cover topics including organization-wide planning, process management, team management, the DMAIC approach (Define, Measure, Analyze, Improve, Control), and Design for Six Sigma. The schedule outlines the topics to be covered over 14 weekly Saturday sessions from October 2021 to April 2022. It also lists assignments that will be completed as part of the program, including tools used in the Define through Control phases of projects.
Project presentation for the completion of the MBASUMANGAL VIDWANS
This document summarizes a project presentation on a study of Six Sigma methodology used by LUPIN India Limited. The project aims to analyze how Six Sigma has improved LUPIN's profitability, processes, creativity, and customer relationships. The methodology involves a literature review and survey of LUPIN employees. Results found that Six Sigma training and projects increased, and employees felt it improved profitability, processes, and customer satisfaction. In conclusions, the study found Six Sigma an important quality improvement technique that LUPIN relies on through its use of statistical tools to make evidence-based decisions.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
1. Critical Success Factors for Stakeholder Management
in Construction Projects of Pakistan
Project Advisor: Prof Dr Asif Hameed
Civil Engineering Department University of Engineering and Technology, Lahore
Abdul Rafeh 2018-CIV-16
Mughanim Rehman 2018-CIV-18
M. Umar Arshad 2018-CIV-26
M. Burhan Mirza 2018-CIV-22
2. 4
CONTENTS 1/35
Introduction
Literature Review
Objective
Problem Statement
Research Methodology
Results and Discussion
Factor Analysis
Conclusion & Recommendation
References
3. 4
INTRODUCTION 2/35
• Stakeholder
An individual, group or an organization who is directly or
indirectly affected by the project.
• Stakeholder Management
The process of maintaining good relationship among the
stakeholders.
• Critical Success Factors
Aspects of the project considered most essential to its
success or failure.
6. 4
OBJECTIVES 5/35
1. To investigate the importance of different stakeholders in the
construction projects of Pakistan
2. To identify and rank the different success factors for
stakeholder management.
3. To evaluate the perceptions of different stakeholders regarding
the critical success factors.
4. To determine the relationship and grouping of different
success factors by factor analysis.
7. 7
PROBLEM STATEMENT 6/35
Stakeholder management in construction projects has been getting
attention in the past and found to have a lot of problems (gaps).
These problems include a lack of consistency in the stakeholder
management process, a lack of connection between stakeholders
and a lack of clear definition etc. It's very important to look into the
existing practices of stakeholder management in the construction
industry of Pakistan for the evaluation of critical success factors.
8. 8
RESEARCH METHODLOGY 7/35
Types of Research
Qualitative Research
Quantitative Research
Qualitative
Research
Quantitative
Research
9. 9
RESEARCH METHODLOGY 8/35
Develop a
research plan
Define the
Problem
Establish
Objectives
Topic Selection
Thesis Proposal
Literature Review
Questionnaire
Design
Survey & Data
Collection
Results &
Discussion
Conclusions &
Recommendations
10. 10
RESEARCH METHODLOGY 9/35
Questionnaire Design
SECTION A
• General information of different
stakeholders
SECTION B
• Organizational culture and support of
Stakeholders
SECTION C • Identification of the stakeholders
SECTION D • Identification of the critical success factors
12. 12
RESEARCH METHODLOGY 11/35
Relative Importance Index:
• The relative importance index indicates the relative significance of the
elements analyzed.
It is determined by the following formula
𝑅𝐼𝐼 =
𝑊
𝐴 × 𝑁
Where
N = the total number of respondents,
A = the greatest weight;
• The Relative Importance Index was employed to determine the relative
importance of critical success factors of stakeholder management.
13. 13
RESEARCH METHODLOGY 12/35
• Hypothesis testing is the process of figuring out how likely
the hypothesis is to be accepted or rejected, based on the
sample data from the questionnaire.
• According to our hypothesis, the responses were classified
into three stakeholder-based groups:
Contractor
Client
Consultant
Hypothesis Testing:
14. 14
RESEARCH METHODLOGY 13/35
Alternative and Null Hypothesis:
• Hypothesis 1 (Perception towards Identification of Stakeholders)
o H0 : There is no significant variation between the perceptions of the three
groups regarding Identification of Stakeholders.
• Hypothesis 2 (Perception towards Identification of Critical Success Factors)
o H0 : There is no significant difference between the perceptions of the three
groups for the Identification of Critical Success Factors.
• Hypothesis 3 (Perception towards Client related Critical Success Factors)
o H0 : In terms of impression of Client-Related Critical Success Factors, there
is no substantial variation between the three groups.
• Hypothesis 4 (Perception towards Design Team related- Critical Success
Factors)
o H0 : In terms of impression of Design Team related- Critical Success Factors,
there is no significant variation between the three groups.
15. 15
RESEARCH METHODLOGY 14/35
• Hypothesis 5: (Perception towards Contractor related- Critical Success
Factors)
o H0 : There is no substantial variation between the perceptions of the three
groups for contractor-related Critical Success Factors.
• Hypothesis 6: (Perception towards Project Manager Related- Critical
Success Factors)
o H0 : Perceptions of Project Manager-Related-Critical Success Factors don't
differ significantly among the three categories.
• Hypothesis 7 (Perception towards Supplier Related- Critical Success Factors)
o H0 : Supplier-related-critical success factors are perceived similarly by all
three groups, with no discernible differences.
• Hypothesis 8 (Perception towards Sub-Contractor Related- Critical Success
Factors)
o H0 : When it comes to the view of Sub-Contractor-Related Critical Success
Factors, there is no substantial variation across the three groups
16. 16
RESEARCH METHODLOGY 15/35
One-Way ANOVA Test:
A one-way ANOVA (“analysis of variance”) compares the means
of three or more independent groups to determine if there is a
statistically significant difference between the corresponding
population means.
A one-way ANOVA uses the following null and alternative
hypotheses:
• H0 (null hypothesis): μ1 = μ2 = μ3 = … = μk (all the
population means are equal)
• H1 (alternative hypothesis): at least one population mean is
different from the rest
17. 17
RESEARCH METHODLOGY 16/35
Factor Analysis:
• Factor analysis is a method of data reduction. A statistical
approach that can be used to analyze interrelationship
among a large number of factors.
• Factor analysis has three stages: Based on the correlation
coefficients of each variable, a correlation matrix is created;
next, factors are identified and rotated to optimize the
correlation between a certain variable and a particular factor
18. 18
RESULTS AND DISCUSSION 17/35
Relative Importance Charts
Identification of Stakeholders
Code Factor RI Mean Standard Deviation Rank
C1 Client 0.961797753 4.81 0.52 1st
C4 Contractor 0.940229885 4.6 0.616 2nd
C3 Consultant and designing team 0.905747126 4.43 0.672 3rd
C7 Employees 0.891954023 4.36 0.727 4th
C2 Project management team 0.874157303 4.37 0.646 5th
C6 Supplier 0.871264368 4.26 0.747 6th
C5 Sub-Contractor 0.868965517 4.25 0.758 7th
C8 Government Authorities 0.855172414 4.18 0.791 8th
0.96
0.87
0.91
0.94
0.87 0.87
0.89
0.86
0.8
0.85
0.9
0.95
1
C1 C2 C3 C4 C5 C6 C7 C8
Relative
Importance
Index
Factor code
19. 19
RESULTS AND DISCUSSION 18/35
Factors Influencing Stakeholders Management
Code Factor RI Mean
Standard
Deviation
Rank
D1#1 Formulating the project mission 0.965517241 4.72 0.5 1st
D1#6 Communicating with stakeholders properly and frequently 0.908045977 4.44 0.656 2nd
D1#3 Carefully identifying and listing the project stakeholders 0.905747126 4.43 0.705 3rd
D1#8 Resolving conflicts among stakeholders effectively 0.896551724 4.38 0.666 4th
D1#13 Predicting and mapping stakeholders’ behaviors 0.885057471 4.33 0.687 5th
D1#4
Identifying and understanding stakeholders’ areas of interest in the
project
0.88045977 4.3 0.714 6th
D1#14 Exploring stakeholder needs and constraints to projects 0.88045977 4.3 0.681 7th
D1#9 Predicting stakeholders’ potential influence on the project 0.87816092 4.29 0.801 8th
D1#17 Managing the change of stakeholders’ interests 0.87816092 4.29 0.757 9th
D1#7
Identifying and analyzing possible conflicts and coalitions among
stakeholders
0.873563218 4.27 0.67 10th
D1#5 Involving relevant stakeholders to redefine (refine) project mission. 0.866666667 4.24 0.769 11th
D1#10 Keeping and promoting positive relationships among the stakeholders 0.866666667 4.24 0.658 12th
D1#16 Ensuring the use of a favorable procurement method 0.866666667 4.24 0.769 13th
D1#18 Managing change of stakeholders’ attributes 0.866666667 4.24 0.739 14th
D1#11 Formulating appropriate strategies to engage different stakeholders 0.864367816 4.22 0.67 15th
D1#15 Predicting stakeholders’ reactions for implementing project decisions 0.859770115 4.2 0.694 16th
D1#2 Considering corporate social responsibilities 0.855172414 4.18 0.614 17th
D1#12 Managing the change of stakeholders’ influence 0.848275862 4.15 0.762 18th
0.75
0.8
0.85
0.9
0.95
1
D1#1
D1#2
D1#3
D1#4
D1#5
D1#6
D1#7
D1#8
D1#9
D1#10
D1#11
D1#12
D1#13
D1#14
D1#15
D1#16
D1#17
D1#18
Relative
Importance
Index
Factor code
20. 20
RESULTS AND DISCUSSION 19/35
Client Related-Critical Success Factors
Code Factor RI Mean
Standard
Deviation
Rank
D2#1 Regular monitory by visits and reports 0.935632184 4.57 0.582 1st
D2#3 In time decisions made by client 0.896551724 4.38 0.683 2nd
D2#4
Clients’ emphasis on high-Quality
Construction
0.889655172 4.35 0.77 3rd
D2#6 Client Emphasis on Quick Construction 0.873563218 4.27 0.765 4th
D2#7 Risk attitude/willing to take the risks 0.864367816 4.22 0.78 5th
D2#8 Clients’ ability to brief 0.859770115 4.2 0.71 6th
D2#5
Clients’ emphasis on low-cost
construction
0.836781609 4.09 0.861 7th
D2#2 Client’ knowledge about the project 0.834482759 4.08 0.742 8th
0.75
0.8
0.85
0.9
0.95
Relative
Importance
Index
Factor Code
21. 21
RESULTS AND DISCUSSION 20/35
Design Team Related-Critical Success Factors
Code Factor RI Mean
Standard
Deviation
Rank
D3#1 Previous experience of similar projects 0.947126437 4.63 0.53 1st
D3#3 Delay in sorting out Design Error 0.896551724 4.38 0.666 2nd
D3#6
Contribution in construction (Reviews,
Visits)
0.887356322 4.34 0.639 3rd
D3#4 Complexities of design 0.885057471 4.33 0.703 4th
D3#5
Following the specified codes and
standards
0.852873563 4.17 0.727 5th
D3#2 Error in Design 0.816091954 3.99 0.731 6th
0.75
0.8
0.85
0.9
0.95
1
D3#1 D3#3 D3#6 D3#4 D3#5 D3#2
Relative
Importance
Index
Factor Code
22. 22
RESULTS AND DISCUSSION 21/35
Contractor Related -Critical Success Factors
Code Factor RI Mean
Standard
Deviation
Rank
D4#1 Experience of related projects 0.937931034 4.58 0.618 1st
D4#4 Supervision 0.910344828 4.45 0.691 2nd
D4#3 Check and balance by timely inspections 0.891954023 4.36 0.644 3rd
D4#5 Site management 0.88045977 4.3 0.729 4th
D4#6
The extent of subcontracting/ links with
small contractors
0.871264368 4.26 0.631 5th
D4#2 Effective use of economy 0.820689655 4.01 0.699 6th
D4#7 Links with Suppliers 0.754022989 4.22 0.75 7th
0
0.2
0.4
0.6
0.8
1
D4#1 D4#4 D4#3 D4#5 D4#6 D4#2 D4#7
Relative
Index
Importance
Factor Code
23. 23
RESULTS AND DISCUSSION 22/35
Project Manager Related-Critical Success Factors
Code Factor RI Mean
Standard
Deviation
Rank
D5#1 Experience of similar projects 0.92183908 4.51 0.605 1st
D5#4 Ability to take timely decisions 0.917241379 4.48 0.676 2nd
D5#3 Leadership abilities of the manager 0.905747126 4.43 0.638 3rd
D5#10 Risk identification and allocation 0.882758621 4.31 0.763 4th
D5#9 Planning / proactive approach 0.88045977 4.3 0.803 5th
D5#12 Feedback capabilities and methods 0.87816092 4.29 0.742 6th
D5#11 Project monitoring 0.871264368 4.26 0.762 7th
D5#6
Selection of the key members/ assigning roles
according to respective skills
0.868965517 4.25 0.816 8th
D5#8
Ability to deal with the subcontractors and
suppliers
0.866666667 4.24 0.784 9th
D5#7 Managing cost without compromising the quality 0.859770115 4.2 0.771 10th
D5#5 Ability to motivate the team 0.850574713 4.16 0.767 11th
D5#2 Technical qualification 0.827586207 4.04 0.737 12th
0.78
0.8
0.82
0.84
0.86
0.88
0.9
0.92
0.94
Relative
Index
Importance
Factor Code
24. 24
RESULTS AND DISCUSSION 22/35
Supplier Related-Critical Success Factors
Code Factor RI Mean
Standard
Deviation
Rank
D6#1 Previous records of quality 0.917241379 4.48 0.676 1st
D6#3 Material according to the specifications 0.905747126 4.43 0.672 2nd
D6#4 Rate of the materials 0.898850575 4.39 0.748 3rd
D6#6
Transportation charges/distance from the
site
0.88045977 4.3 0.714 4th
D6#5 Availability of stock 0.866666667 4.24 0.723 5th
D6#7 Nature of suppliers 0.864367816 4.22 0.794 6th
D6#2 In time delivery of the materials 0.829885057 4.06 0.759 7th
0.78
0.8
0.82
0.84
0.86
0.88
0.9
0.92
0.94
D6#1 D6#3 D6#4 D6#6 D6#5 D6#7 D6#2
Relative
Index
Importance
Factor Code
25. 25
RESULTS AND DISCUSSION 24/35
Sub-Contractor Related-Critical Success Factors
0.76
0.78
0.8
0.82
0.84
0.86
0.88
0.9
0.92
0.94
D7#1 D7#4 D7#3 D7#2
Relative
Index
Importance
Factor Code
Code Factor RI Mean
Standard
Deviation
Rank
D7#1 Experience of related Projects 0.926436782 4.53 0.605 1st
D7#4 Timely completion of the project 0.917241379 4.48 0.642 2nd
D7#3 Response to alteration of design 0.882758621 4.31 0.667 3rd
D7#2 Competency of the sub-contractor 0.825287356 4.03 0.775 4th
26. 26
RESULTS AND DISCUSSION 25/35
Factors N df1 df2 F P value Sig. Decision
Client 89 2 86 0.596 0.553 NS Accept H0
Project Management Team 89 2 86 2.053 0.135 NS Accept H0
Consultant and designing team 89 2 86 3.070 0.052 NS Accept H0
Contractor 89 2 86 0.233 0.792 NS Accept H0
Sub-Contractor 89 2 86 1.910 0.154 NS Accept H0
Supplier 89 2 86 0.688 0.505 NS Accept H0
Employees 89 2 86 0.868 0.423 NS Accept H0
Government Authorities 89 2 86 0.275 0.761 NS Accept H0
ONE WAY ANOVA TEST RESULTS
F(Tabulated) = 3.10 (for all the hypothesis testing)
Identification of Stakeholders
27. 27
RESULTS AND DISCUSSION 26/35
Factors N df1 df2 F P value Sig. Decision
Formulating the project mission 89 2 86 1.106 0.335 NS Accept H0
Considering corporate social responsibilities 89 2 86 1.542 0.220 NS Accept H0
Carefully identifying and listing the project stakeholders 89 2 86 7.161 0.001 S Reject H0
Identifying and understanding stakeholders’ areas of interest in the
project
89 2 86 0.942 0.394 NS Accept H0
Involving relevant stakeholders to redefine (refine) project mission. 89 2 86 4.875 0.010 S Reject H0
Communicating with stakeholders properly and frequently 89 2 86 3.493 0.035 S Reject H0
Identifying and analyzing possible conflicts and coalitions among
stakeholders
89 2 86 3.142 0.048 S Reject H0
Resolving conflicts among stakeholders effectively 89 2 86 2.318 0.105 NS Accept H0
Predicting stakeholders’ potential influence on the project 89 2 86 7.713 0.001 S Reject H0
Keeping and promoting positive relationships among the stakeholders 89 2 86 0.633 0.533 NS Accept H0
Formulating appropriate strategies to engage different stakeholders 89 2 86 2.812 0.066 NS Accept H0
Managing the change of stakeholders’ influence 89 2 86 5.313 0.007 S Reject H0
Predicting and mapping stakeholders’ behaviors 89 2 86 3.088 0.051 NS Accept H0
Exploring stakeholder needs and constraints to projects 89 2 86 1.621 0.204 NS Accept H0
Predicting stakeholders’ reactions for implementing project decisions 89 2 86 3.900 0.024 S Reject H0
Ensuring the use of a favorable procurement method 89 2 86 3.120 0.049 S Reject H0
Managing the change of stakeholders’ interests 89 2 86 0.556 0.576 NS Accept H0
Managing change of stakeholders’ attributes 89 2 86 2.788 0.067 NS Accept H0
Identification of Critical Success Factors
28. 28
RESULTS AND DISCUSSION 27/35
Factors N df1 df2 F P value Sig. Decision
Regular Monitory by visits and reports 89 2 86 2.730 0.071 NS Accept H0
Client’ knowledge about the project 89 2 86 5.236 0.007 S Reject H0
In time decisions made by Client 89 2 86 6.248 0.003 S Reject H0
Clients Emphasis on high-Quality Construction 89 2 86 4.563 0.013 S Reject H0
Clients Emphasis on Low-Cost Construction 89 2 86 0.943 0.393 NS Accept H0
Client Emphasis on Quick Construction 89 2 86 3.670 0.030 S Reject H0
Risk Attitude / Willing to take the risks 89 2 86 2.963 0.057 NS Accept H0
Clients Ability to brief 89 2 86 4.625 0.012 S Reject H0
Factors N df1 df2 F P value Sig. Decision
Previous experience of similar projects 89 2 86 19.629 0.000 S Reject H0
Error in Design 89 2 86 7.291 0.001 S Reject H0
Delay in sorting out Design Error 89 2 86 6.030 0.004 S Reject H0
Complexities of design 89 2 86 1.549 0.218 NS Accept H0
Following the specified codes and standards 89 2 86 5.412 0.006 S Reject H0
Contribution in construction (Reviews, Visits) 89 2 86 4.764 0.011 S Reject H0
Client Related-Critical Success Factors
Design Team Related-Critical Success Factors
29. 29
RESULTS AND DISCUSSION 28/35
Factors N df1 df2 F P value Sig. Decision
Experience of related Projects 89 2 86 12.158 0.000 S Reject H0
Effective use of economy 89 2 86 3.977 0.022 S Reject H0
Check and Balance by timely inspections 89 2 86 1.677 0.193 NS Accept H0
Supervision 89 2 86 3.482 0.035 S Reject H0
Site Management 89 2 86 12.091 0.000 S Reject H0
The extent of subcontracting / Links with small
contractors
89 2 86 1.171 0.315 NS Accept H0
Links with Suppliers 89 2 86 6.153 0.003 S Reject H0
Contractor Related -Critical Success Factors
30. 30
RESULTS AND DISCUSSION 29/35
Factors N df1 df2 F P value Sig. Decision
Experience of similar projects 89 2 86 14.002 0.000 S Reject H0
Technical Qualification 89 2 86 6.809 0.002 S Reject H0
Leadership abilities of the Manager 89 2 86 9.275 0.000 S Reject H0
Ability to take timely decisions 89 2 86 8.134 0.001 S Reject H0
Ability to motivate the team 89 2 86 11.578 0.000 S Reject H0
Selection of the key members 89 2 86 5.642 0.005 S Reject H0
Managing cost without compromising the quality 89 2 86 4.073 0.020 S Reject H0
Ability to deal with the subcontractors and suppliers 89 2 86 6.462 0.002 S Reject H0
Planning / Proactive Approach 89 2 86 6.703 0.002 S Reject H0
Risk Identification and allocation 89 2 86 6.636 0.002 S Reject H0
Project Monitoring 89 2 86 7.022 0.001 S Reject H0
Feedback Capabilities and Methods 89 2 86 6.151 0.003 S Reject H0
Project Manager Related-Critical Success Factors
31. 31
RESULTS AND DISCUSSION 30/35
Factors N df1 df2 F P value Sig. Decision
Previous Records of quality 89 2 86 11.311 0.000 S Reject H0
In time Delivery of the materials 89 2 86 8.357 0.000 S Reject H0
Material according to the specifications 89 2 86 14.599 0.000 S Reject H0
Rate of the materials 89 2 86 4.053 0.021 S Reject H0
Availability of Stock 89 2 86 8.379 0.000 S Reject H0
Transportation Charges/ Distance from the Site 89 2 86 10.961 0.000 S Reject H0
Nature of Suppliers 89 2 86 13.103 0.000 S Reject H0
Factors N df1 df2 F P value Sig. Decision
Experience of related Projects 89 2 86 13.243 0.000 S Reject H0
Competency of the sub-contractor 89 2 86 11.609 0.000 S Reject H0
Response to alteration of design 89 2 86 9.504 0.000 S Reject H0
Timely completion of the project 89 2 86 15.693 0.000 S Reject H0
Supplier Related -Critical Success Factors
Sub-contractor Related-Critical Success Factors
33. 33
RESULTS AND DISCUSSION 32/35
Component
Extraction Sums of
Squared Loadings
Rotation Sums of Squared
Loadings
Total
% Of
Variance
Cumulat
ive %
Total
% Of
Variance
Cumulati
ve %
1: Stakeholder’s Interests and Relationships `7.591 42.174 42.174 3.630 20.166 20.166
2: Refining goals and Managing
Stakeholder’s Needs
1.266 7.032 49.206 3.487 19.370 39.536
3: Identifying and Engaging Stakeholders 1.200 6.669 55.876 2.601 14.449 53.985
4: Stakeholder’s Social Responsibilities 1.020 5.664 61.540 1.360 7.555 61.540
34. 34
RESULTS AND DISCUSSION 33/35
Rotated Component Matrix
Component
Factors 1 2 3 4
Predicting stakeholders’ likely reactions for implementing project decisions 0.746
Identifying and analyzing possible conflicts and coalitions among stakeholders 0.695
Predicting and mapping stakeholders’ behaviors 0.661
Managing change of stakeholders’ attributes 0.619
Keeping and promoting positive relationships among the stakeholders 0.579
Identifying and understanding stakeholders’ areas of interest in the project 0.508
Managing the change of stakeholders’ interests 0.758
Exploring stakeholder needs and constraints to projects 0.704
Managing the change of stakeholders’ influence 0.663
Resolving conflicts among stakeholders effectively 0.624
Involving relevant stakeholders to redefine (refine) project mission. 0.503
Formulating the project mission 0.773
Communicating with stakeholders properly and frequently 0.726
Formulating appropriate strategies to manage/engage different stakeholders 0.614
Carefully identifying and listing the project stakeholders 0.573
Considering corporate social responsibilities 0.915
35. 4
CONCLUSIONS 34/35
1. Based on the results of the Relative Importance Index, Clients,
Consultants, and Contractors are the most important stakeholders.
2. Seventy (70) critical success factors were identified for the
stakeholder management.
3. Seven (7) factors had RII values less than 0.85, while 63 factors had
RII values more than 0.85. This shows that they are all quite
important, but only 63 of them are very important..
4. For the majority of critical success factors, the null hypothesis was
rejected due to variations in stakeholder perceptions.
5. After reducing data through factor analysis and determining the
correlations between factors, four components were generated.