Improving the project delivery success of Australian construction project management practice.

Student thesis: Doctoral Thesis

Abstract

Notwithstanding several studies on project success and many popular project models and frameworks that have been developed, there is still a great deal of uncertainty as to what constitutes a successful project delivery. Measuring project delivery success has always been a challenge for both professionals and academics since there is currently no consensus about a collection of success criteria that can be applicable to all types of projects. Enabling organisations to evaluate project success would play a key role in the field as it allows them to develop more efficient project management mechanisms and to increase the efficiency of their projects.

To fill this gap in knowledge, this research pursues a validated and systematic 3D integration project delivery success model for the Australian construction industry. This sector plays a crucial role in the Australian economy, accounting for around 10% of Australian jobs. The construction business is marked by a high rate of failure; thus, success has always been the ultimate goal of any project in this field.

The research study adopts a mixed-method research design carried out through a multi-case study strategy. The 3D Integration model is applied to 40 construction projects across Australia to calculate the project delivery success (PDS) score for each project, and the projects are ranked. The triangulation method is used to verify the results via a questionnaire survey that targets the performance of the same projects by collecting the experiences of senior managers of the collaborating organisation who have good knowledge of all their projects. This culminates in another ranking based on what is now called performance assessment review (PAR) scores. There is a strong correlation between PDS and PAR scores. Finally, the director of the collaborating organisation approved the rankings of the projects and the outcomes arising from the study data.

The results of this research demonstrate that the 3D integration model is accurate and effective in evaluating the organisation’s performance across a variety of construction projects, irrespective of size, location and date. Evidence indicates that three common key performance indicators within the 3D integration model, namely value, speed and impact, can dramatically improve the probability of project success, and these are the key fields that project managers should focus further on in order to achieve better outcomes. Furthermore, PDS can be used at interim stages of project delivery to ensure that decision-making is aligned to success expectations, effectively replacing use of traditional earned value analysis.
Date of Award3 Dec 2020
Original languageEnglish
SupervisorCraig Langston (Supervisor) & Gregory Skulmoski (Supervisor)

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