This document discusses the iron triangle as the triple constraints in project management. It provides background on how time, cost, and quality have traditionally been seen as the key criteria for measuring project success over the last 50 years. The iron triangle comprises these three criteria - time, cost, and quality - against which project success is typically measured. The document reviews literature that has predominantly used these three factors as the principal criteria for defining project success. However, some research has also argued that a broader set of factors should be considered, including customer satisfaction and strategic contribution.
Assignment 1. Project Success And How It Is DefinedJeff Brooks
1) The document discusses how project success is defined, examining factors like initial planning, adherence to schedules and budgets (the "Iron Triangle"), team structure, and the impact of the project manager.
2) While initial planning aims to reduce uncertainty, it is difficult to identify all necessary activities and constraints upfront, so plans should be revisited regularly.
3) The Iron Triangle criteria of time, cost and quality are commonly used but are subjective and do not fully capture success; different measures may be needed post-completion.
Strategic Cost Management for Construction Project Success : A Systematic Studycivej
Large construction projects are inherently complex and dynamic. Many projects start with good ideas,
huge investments and great efforts. However, most of them do not achieve much success. A major
contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage. The
objective of the research is to explicitly declare the scope of the research to by considering only the scope,
time, cost and quality as process success parameters and how specifically the cost element would influence
the project success when all other elements or factors other than cost are represented in terms of cost
factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on
applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of
project success when allowing to properly distributing the meaning of customer profitability to the project
providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects as powerful strategic weapons when initiated create economic value and competitive advantage. The objective of the research is to explicitly declare the scope of the research to by considering only the scope, time, cost and quality as process success parameters and how specifically the cost element would influence the project success when all other elements or factors other than cost are represented in terms of cost factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of project success when allowing to properly distributing the meaning of customer profitability to the project providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage.
Good a framework for building quality into construction projects part isoenarto soendjaja
The document discusses a framework for building quality into construction projects. It begins by noting that while total quality management (TQM) approaches have been applied in manufacturing, their use in construction has received less attention. The document then reviews existing quality improvement initiatives in construction and identifies limitations. It establishes requirements for an effective quality framework, including addressing the construction process and quality elements. The framework developed incorporates manufacturing improvement methods and includes quality policy, construction process, people/culture, and improvement methods. Guidelines have also been created for implementing quality improvement methods.
Towards Innovate Methods of Construction Cost Management and Controlcivejjour
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
Towards Innovate Methods of Construction Cost Management and Controlcivej
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
Assignment 1. Project Success And How It Is DefinedJeff Brooks
1) The document discusses how project success is defined, examining factors like initial planning, adherence to schedules and budgets (the "Iron Triangle"), team structure, and the impact of the project manager.
2) While initial planning aims to reduce uncertainty, it is difficult to identify all necessary activities and constraints upfront, so plans should be revisited regularly.
3) The Iron Triangle criteria of time, cost and quality are commonly used but are subjective and do not fully capture success; different measures may be needed post-completion.
Strategic Cost Management for Construction Project Success : A Systematic Studycivej
Large construction projects are inherently complex and dynamic. Many projects start with good ideas,
huge investments and great efforts. However, most of them do not achieve much success. A major
contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage. The
objective of the research is to explicitly declare the scope of the research to by considering only the scope,
time, cost and quality as process success parameters and how specifically the cost element would influence
the project success when all other elements or factors other than cost are represented in terms of cost
factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on
applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of
project success when allowing to properly distributing the meaning of customer profitability to the project
providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects as powerful strategic weapons when initiated create economic value and competitive advantage. The objective of the research is to explicitly declare the scope of the research to by considering only the scope, time, cost and quality as process success parameters and how specifically the cost element would influence the project success when all other elements or factors other than cost are represented in terms of cost factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of project success when allowing to properly distributing the meaning of customer profitability to the project providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage.
Good a framework for building quality into construction projects part isoenarto soendjaja
The document discusses a framework for building quality into construction projects. It begins by noting that while total quality management (TQM) approaches have been applied in manufacturing, their use in construction has received less attention. The document then reviews existing quality improvement initiatives in construction and identifies limitations. It establishes requirements for an effective quality framework, including addressing the construction process and quality elements. The framework developed incorporates manufacturing improvement methods and includes quality policy, construction process, people/culture, and improvement methods. Guidelines have also been created for implementing quality improvement methods.
Towards Innovate Methods of Construction Cost Management and Controlcivejjour
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
Towards Innovate Methods of Construction Cost Management and Controlcivej
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
A Study of Factors Caused for Time & Cost Overruns in Construction Project & ...IJERA Editor
The Construction industry is one of the key economic industry in India and is the main motivating force in Indian national economy. But, it suffers from a number of problems that affect time, cost and quality performances. Successful management of construction projects is based on three major factors i.e. time, cost and quality. The successful completion of construction projects within the specified time has become the most valuable and challenging task for the Managers, Architects, Engineers and Contractors. How to achieve this task is a problem, which should be solved. The overall objective of this study is to identify the factors resposinle for overruns in time and cost of the construction project and suggest the suitable remedial solutions. Poor planning, implementation and management are the main reasons for time and cost overruns in construction projects in India. Since most of the reasons are well known and can be controlled if a proper arrangement is made
Causes of delays on Construction Projects in Kuwait according to opinion of e...IJERA Editor
This document summarizes a study on the causes of delays in construction projects in Kuwait according to engineers working in Kuwait. The study identifies 40 potential causes of delays from literature. It then uses a questionnaire survey to collect views from key players in the Kuwait construction industry on the importance of each potential cause. The responses are analyzed using a relative importance index method to rank the causes. The top 10 causes of delays identified are related to issues like lowest price bidding, poor contractor/subcontractor performance, payment delays, labor shortages, and conflicts. The study aims to propose ways to prevent delays in future Kuwait construction projects based on the identified important causes.
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
A Review Of Time Management Factors In Construction Project DeliveryAudrey Britton
The document discusses time management factors that influence construction project delivery. It identifies 31 factors categorized as processes, principles, and practices of time management.
The key processes identified are plan schedule management, activity definition, task sequencing, resource estimation, duration estimation, schedule development, and schedule control. Principles include planning, prioritization, delegation, accountability, minimizing time wasters, monitoring, communication and stakeholder involvement. Practices discussed are availability of resources, commitment, goal setting, monitoring, team involvement, skilled labor, and recognition. The study aims to provide solutions to ensure effective construction project delivery and timely completion in Nigeria.
Delay Analysis in Industrial Projects by using Relative Importance Index MethodIRJET Journal
This document discusses delays in industrial construction projects in India. It aims to identify the key causes and effects of delays by conducting a literature review and survey of consultants and contractors. The top five causes of delay identified are: (1) local political interference, (2) inadequate fund allocation, (3) improper project planning and scheduling, (4) delay in progress payments by clients, and (5) escalation of material prices. The major effects of delays are time overruns, cost overruns, and disputes. The study uses a Relative Importance Index method to rank factors identified from the literature and survey responses on causes and effects of delays and their perspectives.
This document analyzes critical factors affecting construction project delays in the Pune region of India. A survey was conducted of construction companies to identify common reasons for delays. 82 potential factors were identified from literature review and categorized into project-level, owner, contractor, consultant, design, material, labor, equipment, and external factors. Respondents provided the frequency and severity of each factor on a scale of 1-5. The Relative Importance Index was calculated by multiplying the frequency and severity indices to rank factors. Legal disputes and ruling party issues in the locality were found to be the most critical factors based on their importance indices. The study aims to identify root causes of delays to help reduce unnecessary delays in future construction projects.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
An Investigation Into Project Team Dynamics And The Utilization Of Virtual En...Addison Coleman
This document summarizes a research study that investigated project team dynamics and the use of virtual environments. It reviewed literature related to factors that influence project team performance, such as clear goals, support from management, and effective communication. It also discussed challenges that virtual teams face related to communication, culture, technology, and project management. The study concluded that virtual teams require new skills and different management strategies compared to traditional colocated teams.
The document summarizes a study that analyzes the interactions between project planning quality, goal changes, plan changes, and project success using a sample of 448 projects. The main findings are that while project planning quality has a positive effect on success, this effect is overridden by the negative impact of goal changes. The combined negative effect of goal and plan changes is stronger than the positive effect of planning quality. The study aims to better understand how changes impact project management success.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
CHANGING TRENDS IN CONSTRUCTION PROJECT MANAGEMENTA REVIEW FROM THE HISTORY T...IAEME Publication
Construction of building and infrastructure development is a part of great
civilizations throughout the different time of development. The great examples of
buildings such as great pyramid, Great Wall of China and many more ancient
structures of historical importance, all are examples of marvellous Architecture. The
basic part of completion of these buildings are design, execution and closure. Design
is the foremost and important whereas the execution is the most important in order to
complete the project in timely manner and with quality. There is certainly some
excellent quality and construction management methodology was adopted during
those time and someone is present there to manage the resources and time scheduling.
In present time there are various mathematical tools and techniques are being used
such as Bar chart, CPM, PERT etc. in construction project management to handle the
construction projects. Various standalone and web-based packages are also in
practice to handle the multi-tasking and complex construction environment. This
paper aims to explore the start of management tools and techniques in historical era
to present day time, when we are handling very complex construction practices
This document summarizes a systematic literature review of 97 studies published between 1985 and 2018 on causes of delays on construction projects (CPDs). The review identified 149 total CPDs. The top 10 most commonly cited CPDs were weather/climate conditions, poor communication, lack of coordination, conflicts between stakeholders, ineffective planning, material shortages, financial problems, payment delays, equipment/plant shortage, and lack of experience/qualification among project stakeholders. The review provides insight into research trends on CPDs over time and identifies a comprehensive list of common CPDs reported across multiple studies and countries.
The document discusses perceptions of time, cost, and quality (TCQ) management on building projects based on a survey of clients, architects, quantity surveyors, engineers, project managers, and contractors in South Africa.
The key findings from the survey include:
1) Clients rated quality as more important than time, contrary to other project participants.
2) Most clients believed the procurement team matched their needs to appropriate procurement systems, but the procurement team did not generally see this as true.
3) Clients believed they rarely changed original project briefs after starting, but consultants saw brief changes occurring more often.
4) Perceptions varied on whether projects were completed within agreed budgets, with
IRJET- To Study the Causes and Effects of Delays in Construction ProjectIRJET Journal
This document summarizes several research papers that studied the causes and effects of delays in construction projects. It discusses how delays can negatively impact projects by increasing costs and damaging relationships. The literature review identifies common causes of delays including poor planning, lack of coordination between project participants, miscommunication, weather issues, material shortages, and equipment problems. The document examines research from India and other countries that analyzed major factors contributing to delays through surveys and analysis of construction stakeholders. The conclusion categorizes types of delays and reiterates that scheduling and quality management techniques can help minimize delays in construction projects.
This study analyzes 40 construction projects to compare the effectiveness of the traditional design-bid-build (D/B/B) project delivery method and the alternative design-build (D/B) method. The study finds that D/B provided timesaving benefits but the positive effects on cost changes were not conclusive. Statistical analysis showed that D/B/B projects experienced around 6.75% change in cost on average, while D/B projects saw around 11.66% change in cost on average. However, the impact of a contractor's project management expertise and experience may have a greater influence on project performance than the choice of delivery method alone.
Discrete Event Simulation Analysis of the Effect of Labor Absenteeism on the ...IJERA Editor
Labor absenteeism has been identified as one of the main factors delaying construction projects. This paper reports an approach to quantitatively estimate the effect of labor absenteeism on the duration of construction activities in housing projects, using discrete event simulation. Absenteeism and productivity data from fourteen housing projects were used to estimate the effect of absenteeism on four construction activities from three different projects. Moreover, four different absenteeism scenarios were analyzed with this methodology: no absences of skilled or unskilled workers; with absences of unskilled workers only; with absences of skilled workers only; and with absences of both skilled and unskilled workers at the same time. As expected, the results exposed that the absences of skilled workers have a greater impact on the runtime of construction activities than the absences of unskilled ones; while the scenario with simultaneous absences of skilled and unskilled workers caused the greatest delays and productivity losses in the activities. The methodology was proved effective to determine the effect of labor absenteeism on the duration and productivity of construction activities. Contractors could apply this approach in order to improve their scheduling procedures, as well as to increase certainty in the attainment of project goals.
Element of Cost overrun and Delay in Construction: A ReviewIRJET Journal
This document reviews factors that cause cost overruns and delays in construction projects. It begins with an abstract that identifies time and cost as the main elements of project completion and notes that cost and time overruns are common problems in the construction industry. It then provides a literature review that summarizes several previous studies examining factors like improper planning, inaccurate cost estimates, changes in material prices, lack of skilled labor, and weather conditions that can contribute to cost overruns and delays. The document aims to analyze the main causes of cost overruns and delays in Indian construction management through a questionnaire.
This document outlines a research proposal investigating the perception of value management in the Bruneian construction industry. The background provides context on value management, noting its introduction to Brunei in 1999-2000. The problem statement indicates that while value management offers benefits, its application is still limited in Brunei over 15 years later. The objectives are to investigate why value management is not widely used, explore solutions, and identify designers' perceptions. The research design and program involve literature reviews, questionnaires, and data analysis. The introduction concludes by emphasizing the importance of understanding perceptions to promote wider value management application in Brunei.
- Critical chain (CC) is a new project management approach introduced by Eliyahu Goldratt that is based on theory of constraints (TOC). It differs from the traditional critical path method (CPM) in several ways.
- At the philosophical level, CC's goal is to maximize throughput in multi-project environments, while CPM focuses on minimizing duration of single projects. CC takes a systems perspective while CPM takes a local perspective.
- Operationally, for single projects CC focuses on managing the critical chain rather than critical path. For multi-project situations, CC aims to maximize utilization of bottleneck resources through prioritization and avoidance of multitasking.
This document summarizes a study on construction sequence delays for road infrastructure projects. It begins with an abstract that outlines the objectives of studying delay causes and factors that contribute to construction sequence delays for road projects. It then reviews literature on previous studies related to construction delays, earned value management, and delay analysis methods. The document describes the methodology used, which was a questionnaire survey to identify and rank significant delay causes. It presents the results of the survey, identifying the top 10 delay causes. It then describes a case study analysis of a road project in India using earned value management to validate the questionnaire findings. The key delays identified for the case study project were related to land acquisition, environmental issues, and coordination challenges.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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The Construction industry is one of the key economic industry in India and is the main motivating force in Indian national economy. But, it suffers from a number of problems that affect time, cost and quality performances. Successful management of construction projects is based on three major factors i.e. time, cost and quality. The successful completion of construction projects within the specified time has become the most valuable and challenging task for the Managers, Architects, Engineers and Contractors. How to achieve this task is a problem, which should be solved. The overall objective of this study is to identify the factors resposinle for overruns in time and cost of the construction project and suggest the suitable remedial solutions. Poor planning, implementation and management are the main reasons for time and cost overruns in construction projects in India. Since most of the reasons are well known and can be controlled if a proper arrangement is made
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This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
A Review Of Time Management Factors In Construction Project DeliveryAudrey Britton
The document discusses time management factors that influence construction project delivery. It identifies 31 factors categorized as processes, principles, and practices of time management.
The key processes identified are plan schedule management, activity definition, task sequencing, resource estimation, duration estimation, schedule development, and schedule control. Principles include planning, prioritization, delegation, accountability, minimizing time wasters, monitoring, communication and stakeholder involvement. Practices discussed are availability of resources, commitment, goal setting, monitoring, team involvement, skilled labor, and recognition. The study aims to provide solutions to ensure effective construction project delivery and timely completion in Nigeria.
Delay Analysis in Industrial Projects by using Relative Importance Index MethodIRJET Journal
This document discusses delays in industrial construction projects in India. It aims to identify the key causes and effects of delays by conducting a literature review and survey of consultants and contractors. The top five causes of delay identified are: (1) local political interference, (2) inadequate fund allocation, (3) improper project planning and scheduling, (4) delay in progress payments by clients, and (5) escalation of material prices. The major effects of delays are time overruns, cost overruns, and disputes. The study uses a Relative Importance Index method to rank factors identified from the literature and survey responses on causes and effects of delays and their perspectives.
This document analyzes critical factors affecting construction project delays in the Pune region of India. A survey was conducted of construction companies to identify common reasons for delays. 82 potential factors were identified from literature review and categorized into project-level, owner, contractor, consultant, design, material, labor, equipment, and external factors. Respondents provided the frequency and severity of each factor on a scale of 1-5. The Relative Importance Index was calculated by multiplying the frequency and severity indices to rank factors. Legal disputes and ruling party issues in the locality were found to be the most critical factors based on their importance indices. The study aims to identify root causes of delays to help reduce unnecessary delays in future construction projects.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
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The document summarizes a study that analyzes the interactions between project planning quality, goal changes, plan changes, and project success using a sample of 448 projects. The main findings are that while project planning quality has a positive effect on success, this effect is overridden by the negative impact of goal changes. The combined negative effect of goal and plan changes is stronger than the positive effect of planning quality. The study aims to better understand how changes impact project management success.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
CHANGING TRENDS IN CONSTRUCTION PROJECT MANAGEMENTA REVIEW FROM THE HISTORY T...IAEME Publication
Construction of building and infrastructure development is a part of great
civilizations throughout the different time of development. The great examples of
buildings such as great pyramid, Great Wall of China and many more ancient
structures of historical importance, all are examples of marvellous Architecture. The
basic part of completion of these buildings are design, execution and closure. Design
is the foremost and important whereas the execution is the most important in order to
complete the project in timely manner and with quality. There is certainly some
excellent quality and construction management methodology was adopted during
those time and someone is present there to manage the resources and time scheduling.
In present time there are various mathematical tools and techniques are being used
such as Bar chart, CPM, PERT etc. in construction project management to handle the
construction projects. Various standalone and web-based packages are also in
practice to handle the multi-tasking and complex construction environment. This
paper aims to explore the start of management tools and techniques in historical era
to present day time, when we are handling very complex construction practices
This document summarizes a systematic literature review of 97 studies published between 1985 and 2018 on causes of delays on construction projects (CPDs). The review identified 149 total CPDs. The top 10 most commonly cited CPDs were weather/climate conditions, poor communication, lack of coordination, conflicts between stakeholders, ineffective planning, material shortages, financial problems, payment delays, equipment/plant shortage, and lack of experience/qualification among project stakeholders. The review provides insight into research trends on CPDs over time and identifies a comprehensive list of common CPDs reported across multiple studies and countries.
The document discusses perceptions of time, cost, and quality (TCQ) management on building projects based on a survey of clients, architects, quantity surveyors, engineers, project managers, and contractors in South Africa.
The key findings from the survey include:
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Discrete Event Simulation Analysis of the Effect of Labor Absenteeism on the ...IJERA Editor
Labor absenteeism has been identified as one of the main factors delaying construction projects. This paper reports an approach to quantitatively estimate the effect of labor absenteeism on the duration of construction activities in housing projects, using discrete event simulation. Absenteeism and productivity data from fourteen housing projects were used to estimate the effect of absenteeism on four construction activities from three different projects. Moreover, four different absenteeism scenarios were analyzed with this methodology: no absences of skilled or unskilled workers; with absences of unskilled workers only; with absences of skilled workers only; and with absences of both skilled and unskilled workers at the same time. As expected, the results exposed that the absences of skilled workers have a greater impact on the runtime of construction activities than the absences of unskilled ones; while the scenario with simultaneous absences of skilled and unskilled workers caused the greatest delays and productivity losses in the activities. The methodology was proved effective to determine the effect of labor absenteeism on the duration and productivity of construction activities. Contractors could apply this approach in order to improve their scheduling procedures, as well as to increase certainty in the attainment of project goals.
Element of Cost overrun and Delay in Construction: A ReviewIRJET Journal
This document reviews factors that cause cost overruns and delays in construction projects. It begins with an abstract that identifies time and cost as the main elements of project completion and notes that cost and time overruns are common problems in the construction industry. It then provides a literature review that summarizes several previous studies examining factors like improper planning, inaccurate cost estimates, changes in material prices, lack of skilled labor, and weather conditions that can contribute to cost overruns and delays. The document aims to analyze the main causes of cost overruns and delays in Indian construction management through a questionnaire.
This document outlines a research proposal investigating the perception of value management in the Bruneian construction industry. The background provides context on value management, noting its introduction to Brunei in 1999-2000. The problem statement indicates that while value management offers benefits, its application is still limited in Brunei over 15 years later. The objectives are to investigate why value management is not widely used, explore solutions, and identify designers' perceptions. The research design and program involve literature reviews, questionnaires, and data analysis. The introduction concludes by emphasizing the importance of understanding perceptions to promote wider value management application in Brunei.
- Critical chain (CC) is a new project management approach introduced by Eliyahu Goldratt that is based on theory of constraints (TOC). It differs from the traditional critical path method (CPM) in several ways.
- At the philosophical level, CC's goal is to maximize throughput in multi-project environments, while CPM focuses on minimizing duration of single projects. CC takes a systems perspective while CPM takes a local perspective.
- Operationally, for single projects CC focuses on managing the critical chain rather than critical path. For multi-project situations, CC aims to maximize utilization of bottleneck resources through prioritization and avoidance of multitasking.
This document summarizes a study on construction sequence delays for road infrastructure projects. It begins with an abstract that outlines the objectives of studying delay causes and factors that contribute to construction sequence delays for road projects. It then reviews literature on previous studies related to construction delays, earned value management, and delay analysis methods. The document describes the methodology used, which was a questionnaire survey to identify and rank significant delay causes. It presents the results of the survey, identifying the top 10 delay causes. It then describes a case study analysis of a road project in India using earned value management to validate the questionnaire findings. The key delays identified for the case study project were related to land acquisition, environmental issues, and coordination challenges.
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The Iron Triangle As The Triple Constraints In Project Management
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2. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 1
THE IRON TRIANGLE AS THE TRIPLE CONSTRAINTS
IN PROJECT MANAGEMENT
Hafnidar Abdul Rani1
, Che Sobry Abdullah2
and Shahimi Mohtar3
1)
Engineering Management, Universiti Utara Malaysia
Sintok, Kedah, Malaysia 06010, email: nidar_rani@yahoo.com.my
2)
Engineering Management, Universiti Utara Malaysia
Sintok, Kedah, Malaysia 06010, email: sobry@uum.edu.my
3)
Engineering Management, Universiti Utara Malaysia
Sintok, Kedah, Malaysia 06010, email: shahimi@uum.edu.my
ABSTRACT
Project management can be used as a tool to maximize the success of a project. Empirically,
there is strong evidence that the practice of project management knowledge can affect of the
project success. Time, cost and quality, over the last 50 years have become inextricably
linked with measuring the success of project. The iron triangle are the principle criteria for
the project success. In fact, almost every plan relating to mention three of them and show the
importance of criteria in project development. This is perhaps not surprising, since over the
same period those criteria are usually included in the description of project management.
Time and cost are best guesses, typically calculated when less is known during the planning
phases, and quality is an attitude that changes over the project life cycle. The iron triangle
comprises three well recognized criteria against which project success is measured. The
measure of project success is how far the triple constraints can be filled out.
Keywords: Project management; iron triangle; triple constraints; project success.
ABSTRAK
Manajemen proyek dapat digunakan sebagai alat untuk memaksimumkan kesuksesan
proyek. Secara empiris, ada bukti kuat bahwa praktik pengetahuan manajemen proyek dapat
mempengaruhi keberhasilan proyek. Waktu, biaya dan kualitas, selama 50 tahun terakhir
telah menjadi terkait erat dengan mengukur keberhasilan proyek. The iron triangle adalah
kriteria asas untuk keberhasilan proyek. Malah hampir setiap rencana berkaitan menyebutkan
ketiga-tiganya dan menunjukkan pentingnya kriteria itu dalam proyek konstruksi. Hal ini
mungkin tidak menghairankan karena selama tempoh yang sama kriteria selalu termasuk
dalam deskripsi manajemen proyek. Waktu dan biaya merupakan terkaan terbaik yang
biasanya dikira jika kurang dikenali selama fasa perencanaan dan kualitas merupakan suatu
sikap perubahan selama kitaran hidup proyek. The iron triangle terdiri daripada tiga kriteria
yang dikenali dengan baik terhadap keberhasilan proyek yang diukur. Ukuran keberhasilan
proyek adalah sejauh mana tiga kendala dapat diisi.
Kata kunci: Manajemen proyek; iron triangle; tiga kendala; keberhasilan proyek.
3. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 2
1. INTRODUCTION
Since the late 1960s (at least) project management researchers have been trying to discover
which factors lead to project success (e.g. Baker and Murphy, 1988; Pinto and Slevin, 1988; Lochler,
1998) and have reached conclusions that have been widely reflected in literature written for project
management practitioners (Cooke and Davies, 2001).
However, project management is difficult to establish the conclusive distribution of project size
or practice over industry sectors, as responses to surveys are subject to sample bias. The influence of
industry bias is identified by Evaristo & van Fenema (1999), who state that “the current knowledge
based on the management of projects emanates from large capital construction projects responsible
for only 10% of the projects”. Betts & Lansley (1995) found that in project management “by far the
most frequently addressed industry was construction”.
Most of the early studies in the area focused on the reasons for project failurerather than project
success (Hall, 1980; Bedell, 1983; Balachandra and Raelin, 1984). In those studies it was assumed
that if a projects completion time exceeded its due date, or expenses overran the budget, or outcomes
did not satisfy a company’s pre-determined success criteria, the project was assumed to be a failure.
Today we know that determining whether a project is a success or a failure is far more complex
(Belassi and Tukel, 1996).
Project success criteria are the measures by which we judge the successful outcome of a project
(Morris & Hough, 1987; Wateridge, 1998; Jugdev & Müller, 2005; Turner, 2009).
In recent decades, there has been a remarkable growth in the number, size, and complexity in
large infrastructure projects in many countries that grow. Management of projects dealing with the
will of uncertainty that may arise from the project. Uncertainty is the root cause of project delays and
a decrease in organizational success (Ofori, 1991; Ogunlana, Promkuntong and Jearkjirm, 1996).
2. LITERATURE REVIEW
The Iron Triangle as Project Success Criteria
In the early 90s’, project success was inherently tied to success measures, which in turn were
tied to project objectives. At project level, success was measured on the bases of time, monetary cost
and quality (Navarre& Schaan, 1990).
Time, cost and quality are the basic criteria to project success, nearly every related article
mentions these three and point out the importance of them in a construction project and in the views
of project participants, such as Walker (1995;1996), Belassi & Tukel (1996), Hatush & Skitmore
(1997), Pinto & Slevin (1988), McCoy (1987), Archibald (1992), Baccarini (1999), Turner (1993),
Westerveld (2002), Belout & Gauvreau (2003).
Atkinson (1999) identified these three criteria as the iron triangle. The three of them are the
important parameter to the project managers who usually associated as the project’s target.
On the factors that contribute to the success of the project, a study was done in the field of
project performance and failure attributes. Traditionally, time, cost and quality are usually referred to
as the "iron triangle" has been accepted as the most widely used criteria for measuring success (Jha
& Iyer, 2007). Figure 1 shows the iron triangle.
4. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 3
Figure 1 : The Iron Triangle
(McCoy, 1987; Morris & Hough, 1987; De Wit, 1988; Pinto & Slevin, 1988;
Kerzner, 1989; Gray et al., 1990; Navarre & Schaan, 1990; Saarinen, 1990;
Archibald, 1992; Mohsini & Davidson, 1992; Turner, 1993; Paek, 1995; Walker,
1995; 1996; Ballantine et al., 1996; Belassi & Tukel, 1996; Munns & Bjeirmi,
1996; Deane & Clark, 1997; Hatush & Skitmore, 1997; Shenhar et al., 1997;
Soeharto, 1998; Wateridge, 1998; Atkinson, 1999; Baccarini, 1999; Baccarini &
David, 1999; Chua et al., 1999; Turner, 1999; Andersen & Jessen, 2000; Brown &
Adams, 2000; Gardiner & Stewart, 2000; Tukel & Rom, 2001; Cleland &
Ireland, 2002; Westerveld, 2002; Belout & Gauvreau, 2003; Kerzner, 2005;
Fortune & White, 2006; Jha & Iyer, 2007)
For almost 30 years, project management was viewed as a process that might be nice to have,
but not one that was necessary for the survival of the firm. Companies reluctantly invested in some
training courses simply to provide their personnel with basic knowledge on planning and scheduling.
Project management was viewed as a threat to established lines of authority and, in most cases, only
partial project management was used. This half-hearted implementation occurred simply to placate
lower and middle-level personnel (Kerzner, 2000).
Kloppenborg & Opfer (2002) provided a detailed review of project management research,
covering more than 40 years of publications. According to their observations, project management
research was focused on planning and scheduling during most of the 1960s. In the 1970s, automated
software of project management has created an increased interest in cost and schedule control. This
trend continued into the 1980s, with new studies on life-cycle costing and risk management
planning. Yet that time also marked the appearance of studies on team building and leadership,
leading to the 1990s, with even more focus on humanresources, teams, and leadership.
In period 1 (1969s-1980s), early studies looked at why projects failed or succeeded by focusing
on the schedule; other studies defined success in terms of achieving the goals of time, budget, and
performance (Pinto & Slevin, 1988). The literature also focused on the implementation for execution
phase where the attention was on these three variables (Lim & Mohamed, 1999).
Looking closely, criteria for success would suggest that in general can be divided into two
broad categories: objective and subjective. Objective evaluation criteria, a clear and measurable, it is
time, cost, quality, safety, and dispute, while the subjective evaluation criteria will include customer
satisfaction: satisfaction with the contractor, and satisfaction with the project management team.
Cost
Quality Time
5. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 4
In 1983 Baker et al., suggested that instead of using time, cost and performance as measures for
project success, perceived success should be the measure (Navarre & Schaan, 1990; Chan, 1996;
1997).
Success has hard and soft dimensions. Some project success criteria are hard i.e., objective,
tangible and measurable. These are usually related to the objectives of cost, time, and quality
(McCoy, 1986; Archibald, 1992). Hard criteria are relatively easy to gauge and to reach some degree
of consensus. The soft success criteria refer to such aspects as happiness, job satisfaction, enhanced
reputation, and attention to detail. This dimension is subjective, subtle and more difficult to evaluate.
De Wit (1988) discusses the concept of project success in terms of time, cost, and quality, and
indicates that project success involves broader objectives from the viewpoints of stakeholder
throughout the project life cycle. Although good project management can contribute towards project
success, it is unlikely to be able to prevent failure (De Wit, 1988).
One reason for the emphasis on time, cost, and quality relates to project managers being
appraised on their ability to deliver to these short-term criteria (Wateridge, 1998).
The literature to the mid-1980s listed success factors using anecdotes and single case studies
(Pinto & Prescott, 1988). Project success contributed to excellence within time, cost, and quality
levels (Kerzner, 1989). These metrics may be misleading if expectations are not met.
The literature on project management often mentions cost, time and quality as the project
success criterion though there are many skeptics (De Wit, 1988; Deane & Clark, 1997; Shenhar,
Levy & Dvir, 1997;Atkinson, 1999; Turner, 1999).
The literature reflected a gradual trend towards including client satisfaction as a variable in
assessing project success, both at the end of the project life cycle and into the product life cycle. This
included an understanding of upfront measures such as defining needs at the onset, but also assumed
that the parties knew how to define their needs (Shenhar et al., 1997).
The objective measurement of project success appears to be difficult and ambiguous. This is
because the success of one may be the failure of another. According to Shenhar et al. (1997), this
happens when project management success disregards product success, e. g., a project has been
managed efficiently but eventually does not meet customer or organizational expectations. This
suggests that a project is regarded as success only when time, cost, and quality targets are met.
According to Baccarini(1999), it is common for project management literature to confusingly
intertwine these two separate components of project success and present them as a single entity. In
order to properly define and assess project success, a distinction should be made between product
success and project management success, as they are not the same. Project management success
focuses upon the project process and, in particular, the success accomplishment of cost, time, and
quality objectives.
Following this line of research, Andersen & Jessen (2000) emphasized the need on separating
the task-and people-oriented aspects in evaluating the project results. They further divided the results
into ten elements to give a more comprehensive picture of the outcomes of a project. These
dimensions that include the traditional time, budget and quality elements but also the usefulness of
the products to the base organization. the appeal of the results to all stakeholders, the learning
experience, the motivation for future work, knowledge acquisition, the way the final report is
prepared and accepted, and how the project is closed (Andersen & Jessen, 2000).
Cleland and Ireland (2002) suggested that success be viewed from two vantage points: the
degree to which technical project success objectives were attained (time, cost, and scope) and the
contribution that the project made to the strategic mission of the firm. Others took this one step
further and included the customer organization as an additional concept (Belassi & Tukel, 1996;
Kerzner, 1987; Morris & Hough, 1987; Turner, 1999).
6. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 5
Sidwell (1983) listed several criteria which were generally used to evaluate a project. These
include time, cost, aesthetics, function, quality, client’s satisfaction, and team members’relation.
In their book, Morris and Hough (1987) studied eight large, complex projects which had great
potential economic impact but were poorly managed and generally failed. They identified the
success and failure factors for each of them. Based on this experience, they suggested seven
dimensions of project success. They included that although their analysis of success factors is aimed
at large, complex projects, they arealso relevant to projects in general.
Compared with the studies on project success criteria, a considerably larger body of knowledge
has been accumulated on the generic and critical factors responsible for the project success or failure.
Good reviews of the research conducted over the last four decades can be found in Pinto and Slevin
(1987), Belassi & Tukel (1996), Westerveld (2003), Diallo and Thuillier (2004, 2005), and Fortune
and White (2006).
Baker et al. (1983), who postulated that the perceived project success a function of time and
cost. As well as that expressed by Jaselskis and Ashley (1991); Hartman & Ashrafi (2002); Wright
(1997); Yang, O’Connor & Wang (2006).
Pinto and Slevin (1988) developed a 12 factor model based on the key constructs of time, cost,
satisfaction, usage, performance and effectiveness. In doing so the central theme was for the success
criteria to focus on the needs of the project. The idea that project success assessments may differ
according to the assessor facilitated the introduction of multidimensional frameworks for the
assessment of project success. These frameworks reflect different interests and different points of
view.
The inclusion of satisfaction as a success measure can be found earlier in the work of Wueliner
(1990). And what was investigated by Munns (1995), that the cost, time, quality and customer
satisfaction is the criteria for project success.
According to Beale and Freeman (1991), Freeman and Beale (1992), found the cost, time, and
meet the technical specifications, the criteria for project success.
Pinto and Pinto (1991), Dissanayaka and Kumaraswamy (1999), recorded six criteria used to
measure the success of the project. These include cost, time, customer satisfaction, satisfaction with
the architect, contractor satisfaction, and satisfaction with the project manager/team members.
Temporary, fragmented and short-term are also significant characteristics inherent in the
construction industry. Such characteristics greatly affect the effectiveness of project team, especially
the project managers. The concept of project success is a means to improve the present situation.
However, this concept has remained ambiguously defined in the minds of the construction
professionals. Many project managers still attend to this topic in an intuitive and ad hoc fashion as
they attempt to manage and allocate resources across various project areas.
The measurement of project success in the construction industry has traditionally been
grounded in the industry-accepted classic objective success metrics: cost, schedule, quality, and
safety (Albenese, 1994; Lim & Mohamed, 1999; Hughes, Tippett & Thomas, 2004).
Naoum (1994), Jang and Lee (1998), Collins and Baccarini (2004) identified to measure the
success of the project and concluded the cost, time, and customer satisfaction are the main criteria for
project success.
Safety is another issue the construction industry is very aware of. It is reasonable to expect that
if accidents occur, both contractors and clients may be subject to legal claims, as well as financial
loss and contract delay in the construction project. Kometa, Olomolaiye and Harris (1995) used a
comprehensive approach to assess project success. These criteria include: safety, economy (cost),
running/maintenance cost, time and flexibility to users.
7. JURNAL TEKNIK SIPIL
Universitas Muhammadiyah Aceh
Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
(Hafnidar Abdul Rani, Che Sobry Abdullah and Shahimi Mohtar) 6
Cost, time, quality, customer satisfaction, satisfaction with the architect, contractor satisfaction,
customer satisfaction, satisfaction with the project manager/team members, and expectations of
consumers found empirically by Wateridge (1995) as the criteria for project success.
Alarcón and Ashley (1996) identifies three levels of project success criteria: cost, time, and
effectiveness/value. Kumaraswamy and Thorpe (1996) recorded eight criteria for project success.
This is the cost, time, quality, customer satisfaction, satisfaction with the project manager/team
members, functional, safety, and environmentally friendly.
3. THE RESULTS OFANALYSIS
Traditionally, time, cost and quality are usually referred to as the iron triangle has been accepted
as the most widely used criteria for measuring success. Most of the identified criteria is cost and time
factors, respectively by 90 researchers. Quality factor is the second most number of criteria obtained
by 74 researchers. Following criteria are satisfaction, as many as 46 researchers, and then project
team factor, by 14 researchers. There are 73 researchers who stated that the cost, time, and quality is
the criteria for project success. The next criteria see in table below.
Table 1 : Summary of Project Success Criteria
Literature
Criteria
Cost
Time
Quality
Satisfaction
Project
team
Meet
technical
specification
No
legal
claim
Safety
Different
viewpoints
Authors Year
Baker et al. 1983
Sidwell 1983
Tuman 1986
Kerzner 1987
McCoy 1987
Morris & Hough 1987
Baker et al. 1988
DeWit 1988
Pinto & Slevin 1988
Gray et al. 1990
Navarre & Schaan 1990
Saarinen 1990
Wuiliner 1990
Beale & Freeman 1991
Jaselskis & Ashley 1991
Pinto & Pinto 1991
Archibald 1992
Freemann 1992
Freeman & Beale 1992
Mohsini & Davidson 1992
Sanvido et al. 1992
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Literature
Criteria
Cost
Time
Quality
Satisfaction
Project
team
Meet
technical
specification
No
legal
claim
Safety
Different
viewpoints
Authors Year
Parfitt & Sanvido 1993
Turner 1993
Albenese 1994
Munns 1995
Kometa et al. 1995
Paek 1995
Walker 1995
Wateridge 1995
Alarcon & Ashley 1996
Ballantine et al. 1996
Belassi & Tukel 1996
Hartman & Ashrafi 1996
Kumaraswamy & Thorpe 1996
Munns & Bjeirmi 1996
PMI 1996
Pocock et al. 1996
Songer et al. 1996
Tan 1996
Walker 1996
Deane & Clark 1997
Hatush & Skitmore 1997
Pocock et al. 1997
Shenhar & Levy 1997
Shenhar et al. 1997
Songer & Molenaar 1997
Wright 1997
Belout 1998
Chang & Ibbs 1998
Jang & Lee 1998
Liu & Walker 1998
Soeharto 1998
Atkinson 1999
Atkinson et al. 1999
Baccarini 1999
Baccarini & David 1999
Chang & Ibbs 1999
Chua et al. 1999
Dissanayaka & Kumaraswamy 1999
Lim & Mohamed 1999
Liu 1999
Turner 1999
Wateridge 1999
Andersen & Jessen 2000
Brown & Adams 2000
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Volume 2 Nomor 1 ( Januari 2013 )
The Iron Triangle As The Triple Constraints In Project Management
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Literature
Criteria
Cost
Time
Quality
Satisfaction
Project
team
Meet
technical
specification
No
legal
claim
Safety
Different
viewpoints
Authors Year
Cheung et al. 2000
Crawford 2000
Fortune & White 2000
Gardiner & Stewart 2000
Hayes 2000
Kerzner 2000
Sadeh et al. 2000
Chan 2001
Shenhar 2001
Tukel & Rom 2001
Cleland & Ireland 2002
Kerzner 2003
Westerveld 2003
Belout & Gauvreau 2004
Bryde & Brown 2004
Collins & Baccarini 2004
Hughes et al. 2004
Diallo & Thuillier 2005
Wang & Huang 2006
Yang et al. 2006
Müller & Turner 2007
Yu et al. 2007
Songer et al. 2008
Pinto et al. 2009
Toor & Ogunlana 2010
Source: Developed for this research
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