Critical success factors of strategy-led planning of high-profile projects

Article


Ramanayaka, Chamil D. Erik, Olatunji, Oluwole Alfred and Rotimi, James Olabode. 2023. "Critical success factors of strategy-led planning of high-profile projects." The International Journal of Construction Management. 23 (1), pp. 75-88. https://doi.org/10.1080/15623599.2020.1849973
Article Title

Critical success factors of strategy-led planning of high-profile projects

ERA Journal ID40463
Article CategoryArticle
AuthorsRamanayaka, Chamil D. Erik (Author), Olatunji, Oluwole Alfred (Author) and Rotimi, James Olabode (Author)
Journal TitleThe International Journal of Construction Management
Journal Citation23 (1), pp. 75-88
Number of Pages14
Year2023
Place of PublicationUnited Kingdom
ISSN1562-3599
2331-2327
Digital Object Identifier (DOI)https://doi.org/10.1080/15623599.2020.1849973
Web Address (URL)https://www.tandfonline.com/doi/full/10.1080/15623599.2020.1849973
Abstract

This study investigates the relationship between project strategies and project outcomes. Technical rationality theory is critical to this relationship; although it has been criticised in extant studies for its inability to define soft issues that associate with real-world scenarios. Strategy-led approach is an alternative to technical rationality. Normative studies have acknowledged the ability of strategy-led approach to project implementation as though it facilitates reflective interaction with problem-solving. This study targeted 154 organizations that won practice excellence awards of the New Zealand Institute of Building’s (NZIOB) between 2001 and 2014. The awards are given to construction firms, adjudged through a rigorous competitive process as the most outstanding in the successful completion of high-profile projects in New Zealand. 40 valid responses from construction managers who completed projects that won NZIOB’s practice excellence awards were analysed to evaluate the impact of strategies on project objectives. In addition, 35 critical success factors explored from literature were considered for statistical analysis. Findings from regression analyses show project strategies impacted 13 critical success factors that significantly shaped cost, time and quality outcomes of award winners’ projects. Negative impact of critical success factors was reported also. The study concludes that construction managers rely on project strategies as projects became increasingly challenging; the systems approach developed from such success-driven practices will benefit both the research and practice communities as they seek ways to optimise project success.

KeywordsCritical success factors; practice excellence awards; project planning strategies; project scheduling; project success; reflective practice
ANZSRC Field of Research 2020330299. Building not elsewhere classified
330207. Quantity surveying
330203. Building industry studies
Public Notes

File reproduced in accordance with the copyright policy of the publisher/author.

Byline AffiliationsCurtin University
Massey University, New Zealand
Institution of OriginUniversity of Southern Queensland
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