Project performance

Objective – An urgency to investigate the impact of government policies on project performance through strategic management perspective is motivated by the gap of knowledge on a relationship between government policies and project. This paper proposes a conceptual model for further empirical research in the future. Six latent variables and ten hypotheses are developed through reviewing some literature in three following research avenues: Entrepreneurship, Strategic Management, and Project Management.
Methodology – In order to observe a logical fitness of model development on government policies influences to firm activities, a specific context is chosen, namely the Indonesian renewable energy power generation. The last research avenue is strongly related to the research context. Further empirical study is required, and a discussion on it is presented in this paper.
Findings – This paper emphasizes that project activities should be strategically managed since those support the achievement of business performance.
Novelty – The study will bring benefits to the three following aspects: theoretical, managerial and regulatory aspects.

The delivery of green building projects is often more difficult than that for of non–green building projects, thereby resulting in low project performance. To overcome the difficulties and improve the delivery performance of green building projects, there is a need to explore the perceived relationship between motivation and owner commitment (OC) based on the self-determination theory (SDT) of motivation. However, no previous research has empirically tested this relationship in the context of the performance of green building delivery. Therefore, the current study evaluated this relationship using survey data from 150 project owners of green building projects in the Australian building sector. The data obtained were analyzed using both confirmatory factor analysis (CFA) and structural equation modeling (SEM) analysis of eight hypotheses (H1–H8). The SEM results reveal that OC had a direct positive relationship with traditional delivery performance (TDP). Additionally, only the internal motivation (INT) of project owners was found to have a direct positive relationship with sustainability delivery performance (SDP), and this relationship was partially mediated by OC. External motivation (EXT) had no direct positive relationship with OC, TDP, or SDP. The study concludes that OC helps to improve the TDP of green building projects, but the INT of project owners is required to increase their commitment to improving the SDP of green building projects. In addition, the EXT of project owners is not effective in increasing their commitment, and it does not contribute to improving TDP and SDP of green building projects. Theoretically, the application of SDT of motivation helps to contribute to the knowledge of how to improve the delivery performance of green building projects in the field of construction management and engineering. Practically, this study will help project owners to contribute to improving the delivery performance of green building projects. This study also provides the direction that policies for encouraging the development of green building projects and associated practices should take in both Australia and the United States henceforth.

Project ventures are an increasingly prevalent organizational form in many industries. The management literature has stressed their adaptability advantages. This paper focuses on the source of flexibility most essential to project ventures: the temporary nature of relationships between project participants, which facilitates switching collaboration partners during project formation and execution. This partnering flexibility creates opportunities to respond to new knowledge about task characteristics and contributor capabilities by selecting partners that best fit a given project task. Organizational learning theory, however, suggests that partnering flexibility also creates learning challenges. For once, partner-specific knowledge becomes obsolete when partners are changed. In addition, the disintegration of the learning entity, the project team, after project completion creates unique challenges for accumulating knowledge and to transfer knowledge to future projects. Consequently, the overall project outcome implications of partnering flexibility depend on the relative impact of learning opportunities and challenges. We argue that the evaluation of their relative impact is further complicated by contingency factors. On the project level, for example, we identify potential contingency effects of task interdependence, task stability, and the presence of powerful project-governing entities. On the industry level, we outline potential contingency effects of industry-wide norms, industry transparency, and characteristics of the pool of potential project partners. Overall, our paper outlines a multi-level contingency framework for the evaluation of both learning opportunities and challenges of partnering flexibility in project ventures and introduces testable propositions focused on partner fit and project performance.

This study examines the impacts of knowledge governance, knowledge sharing and absorptive capacity on project performance, and the moderating role of social processes on the relationships between these variables. These key constructs are synthesized to develop a unique, integrated model of knowledge management in the context of project-based organizations (PBOs). To test the proposed model, cross-sectional data were collected from 133 PBOs in Pakistan’s IT/software industry. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) method. The results indicate positive associations between knowledge governance practices and knowledge sharing, knowledge sharing and absorptive capacity, and absorptive capacity and project performance. Also, social processes are found to moderate the relationship between knowledge management and absorptive capacity and between absorptive capacity and project performance. Based on the results, we propose practical guidelines for PBOs to develop and implement a knowledge management system to improve bottom-line project performance.

There is a consensus among scholars that real options reasoning is crucial for improving project performance but there has been little empirical support thus far; hence, we explore how real options reasoning may influence project timeliness, efficiency, and effectiveness. Our longitudinal analysis of 110 electronic commerce projects, drawn from new technology ventures, indicated the differential effects of real options reasoning on project performance. We find that higher uncertainty does not always lead to a greater use of real options reasoning. Although perceived environmental state uncertainty is positively linked to real options, perceived environmental effect and response uncertainty are not.

"Purpose:Extant literature has devoted more attention to customer value
co-creation and knowledge sharing, not only in business-to-customer (B2C) markets,
but also in business-to-business (B2B) markets. This study explores and examines the
antecedents and consequences of customer knowledge sharing in the context of B2B
markets by applying the motivation-opportunity-ability (MOA) framework.
Methodology/Approach:This empirical study involves two structured surveys of
project managers from both suppliers (n=213) and customers (n=312), which
were conducted in the context of the Chinese telecommunication service industry.
The conceptual model of this study was subsequently tested by developing Partial
Least Squares (PLS) based structural equation models.
Findings:It was found that customer knowledge sharing is facilitated by four MOA
factors: customer orientation, customer perceived benefits, customer socialization,
and customer technological capability. It was determined that knowledge sharing
has a direct and significant effect on project performance. Furthermore, the study
revealed that such relationships vary across suppliers and customers.
Research Implications:This study extends the existing research stream of interfirm knowledge sharing by examining the antecedents and consequences of customer
knowledge sharing from dual perspectives of customers and suppliers, and sheds light
on the benefits of customer knowledge sharing. The dyadic perspective embodied
in this design facilitates our understanding and management of knowledge sharing
between organizations.
Originality/Value/Contribution:This article provides an important contribution
to the existing literature of customer knowledge sharing by revealing how to effectively facilitate interorganizational knowledge sharing, particularly knowledge from
customers to suppliers, and discovers conditions under which customers are more
likely to exchange information, and share knowledge with their suppliers from the
dyadic perspective."

This study aims to conceptualize NPD (New Product Development) project uncertainty and investigate how the project uncertainty influences project performance through collaboration and opportunism. An empirical examination is conducted to test such relationships within the scope of Korean manufacturing firms, which are currently engaging in NPD projects with their key partner. Structural equation modeling (SEM) is performed to prove proposed hypotheses. The empirical findings suggested that higher level of project uncertainty leads to collaboration and opportunism and that these two factors come into play in project performance in an opposing way: collaboration serves as a driver of project performance whereas opportunism acts as a barrier against it.

Purpose: This paper explores the relationship between an ISO 9000 certified quality management system (QMS) and elements of performance in construction project environments. Design/methodology/approach: A survey based approach is used to collect data from project managers working in the Malaysian construction sector in both ISO 9000 certified and non-certified organisations. Three elements of performance are explored: project management (PM) practices, financial management (FM) practices and Project Success. The Project Management Performance Assessment model (PMPA) is used as the framework for assessing PM Practices. 336 completed questionnaires are analysed, with a group of 73 being from ISO 9000 certified companies (a response rate of 48.3%) and a group of 262 being from non-certified companies (response rate = 32.6%). MANOVA are used to explore differences in levels of performance between the two groups. Findings: Overall there is significance difference in mean scores at the 5% level in respect of each of the PM and FM Practice elements of performance, indicating that ISO 9000 certified companies have enhanced levels of performance in their project environments compared to those in non-certified companies. The two exceptions are the PM Practice related to establishing partnerships and managing resources and the FM Practice related to allowing for inflation and price escalations. The results also indicate that ISO 9000 certification has a positive moderating effect on the casual relationship between PM Practices and Project Success. Based on the survey results a Project Management Performance Assessment for Construction (PMPAC) model is developed, which extends the PMPA to include performance enablers linked to financial management activities.

Purpose -This paper aims to present the outcome of a study conducted on the impact that cost-based contractor selection (CBCS) might have on construction project performance. Several criteria are normally used to select construction contractors, competitiveness of the quoted prices of the prospective contractors is one such important criterion. However, choosing contractors solely on the basis of the quoted price may cause poor performance in the construction project. Design/methodology/approach -A quantitative approach was adopted. A critical review of the literature was conducted to develop 50 survey questions relating to the problems that CBCS might have on construction project performance. Findings -Analysis of close data obtained from the survey of construction experts showed the nature of project performance problems associated with the CBCS to be project time delays and non-compliance with construction standards. The major reason they occurred was found to be the reduced profit margin for contractors. Research limitations/implications -The research sample size is small and restricted to construction professionals in Brunei. Practical implications -The study findings present updated information to construction professionals about the inherent impacts of choosing contractors based on cost. Furthermore, this study enhances the approach of selecting contractors within the construction industry. Originality/value -The study made strong and unique arguments about the problems associated with choosing construction contractors based on cost. This study contributes to the body of knowledge relevant to the management of construction projects.

MCPs encompasses  “Infrastructure  development projects (IDPs)”  such as skyscrapers, mega-shopping complexes, large public transportation projects, power plants, oil and natural gas extraction projects, bridges, tunnels, seaports, large-scale sporting facilities water and dams, power supply and urban development projects.  Such projects characterized by
strategic importance, dynamic complexity, adaptability and extensive impacts.  Such combinations make them inherently vulnerable to crises. As a developing country, Nigeria is facing some fundamental challenges that need attention before it can fully realize its economic potential due to its size, population and resources. This paper examines  the socio-economic performances of MCPs in the light of sustainable development with the view to identify and assess such performances from the project professionals’  perspectives’ working in Nigeria’s
built environment. The literature reviewed led to the identification of 16nr. SEP impact factors of MCPs; forms the backbone of the questionnaire. These SEP factors and their related impacts
brought about by MCPs in Nigeria assessed and the results show they were significant as they aid the sustainable development of the overall country and its citizens socio-economically. These altogether shapes the overall sustainable development of a developing country like Nigeria.

Construction projects routinely overrun their cost estimates. A plethora of studies have thus been dedicated to investigating the root causes, sizes, distribution and nature of overruns. The causes range from a poor understanding of the impact of systemicity and complexity projects, unrealistic cost targets and misguided trade-offs between project scope, time and cost to suspicions of foul play and even corruption. In spite of the vast attention dedicated to the problem of cost overrun, there has been limited evidence to support the claim that the size or occurrence of cost overruns is reducing in practice. A review of the literature reveals that it may not be an exaggeration to claim that the bulk of our current cost overrun research may largely be inadequate and deficient to deal with the complexity posed by construction projects. This paper provides a critique of current cost overrun research and suggests that the adoption of systems thinking is required to better understand the nature of cost overruns. We explore some of the embedded methodological weaknesses in the approaches adopted in a majority of cost overrun research, particularly the lack of systems thinking and demonstrable causality. We reach the following conclusion - cost overrun research has largely stagnated in the refinement and advancement of the knowledge area. It has largely been superficial and replicative. A significant paradigm and methodological shift may be required to address this perennial and complex problem faced in construction project delivery.

Editors: Corlane Barclay and K.M. Osei-Bryson. Based on expert practitioners’ contributions from across the globe including Brazil, Jamaica, Malaysia, Pakistan, Thailand, the United Kingdom, and the United States, Strategic Project Management: Contemporary Issues and Strategies for Developing Economies offers modern experiences, best practices, and tools for individuals and teams working in projects spanning diverse environments in developing economies. The book answers the questions: what are the issues and challenges experienced in "developing" countries and how can effective project management practices address them? It then presents strategies and sustainable solutions.

The book covers the foundations of project management, highlighting particular strategies that may resonate with organizations across the globe, particularly developing economies. It includes dialogue on project success criteria and performance evaluation techniques, stakeholder management, program and portfolio management, managing knowledge in projects and case studies across industries such as ICT, education and law. In addition, the book showcases:

Diverse perspectives and experiences in the effective management of projects from the developing economies
The importance of project maturity through the adoption of sound strategic project management principles
Application of project management standards and practices in specific domains
Emerging tools and techniques that can enhance the management of different types of projects
Opportunities for future research and collaborations

Refurbishment projects vary in scope of work compared to the new projects. The key features are unique, inherent with uncertainty factors, difficult to achieve high performance and filled with existing leadership quality of project manager issues. This research aims to establish the relationship between refurbishment project uncertainty factors and refurbishment project performance in relation to the quality of leadership among project managers. The objective of this research is to measure the level of uncertainty factors of building refurbishment projects, to determine the performance of building refurbishment projects, to identify the leadership quality of refurbishment project managers and to analyse the relationship between refurbishment project uncertainty factors and project performance in relation to leadership quality of refurbishment project managers. The quantitative research method was adopted in this research and analysed using descriptive and correlation analysis via IBM SPSS version 22, 130 questionnaires were distributed to the target group of Project Managers involved in building refurbishment and registered with CIDB in the Klang Valley, Malaysia, with contract value starting from RM500,000. 35 responses were found to be suitable to form a database for analysis. The results conclude that there were significance relationships between the groups of variables in the conceptual framework, thus, contribute in managing uncertainties factors of building refurbishment projects through leadership qualities among project managers and for furthered research in this area. INTRODUCTION Building refurbishment is an important sector, rapidly growing in the construction industry. According to Ali (2008) in the United Kingdom; 50 per cent of the construction output was contributed by the refurbishment sector which was further supported by Rahmat and Ali (2009) stated, building refurbishment was an important sector in many developed countries such as the United Kingdom and Germany, contributing to about half of the construction output. Furthermore, the growth pattern and expend over Malaysia's refurbishment sector among the construction industry, as reported by CIDB (2014), was estimated at about 7.1 per cent output, many of which was not reported and yet steadily increased yearly. Egbu (1997) stated that building refurbishment projects were initiated due to many reasons and some of which include obsolescence and physical deterioration due to functional, economic, technological, social, locational, legal, aesthetic and visual reasons. On the other hand, Rahmat & Adnan (2012) claimed that building refurbishment projects were one of the most risky; inherently so due to complex and uncertain factors. Young et al. (1996) mentioned that managing refurbishment projects means managing an uncertain project since the situation could change dramatically; which was also cited by many construction management writers such as Egbu (2001) and McKim et al (2000) who further iterated that uncertainty and complexity of refurbishment projects were the main reasons for the poor performance. A research by Jens (2013) asserted that moving from an environment of stability to an environment of complexity and constant change required new leadership skills and qualities. Supported by Jaeger and Adair (2010) it is said that the successful management relied primarily on the engagement by the project managers to the construction projects; where the leaders, followers and organizational factors heavily influence the behaviour of people and the climate at work, in a way which could increase or decrease the performance of a project. Phil Hodgson & Randall White (2003) claimed that the various uncertainties required specific leadership qualities of project managers. Dick (2015) also maintained that to improve the team members' spirits and also performances of the team it must began with the leadership shown by the heads or managers. Therefore, there was a need for project managers to exhibit the leadership

The purpose of this mixed methods sequential explanatory study was to evaluate what are the team outcome factor(s) that can contribute to project performance in Malaysia by surveying 52 project managers. Later, the study continued by following up with six selected participants to investigate those positive results in more detail via an online interview. In the first phase, only one team outcome factor i.e. team satisfaction was tested significantly influencing project performance. In the second phase, multiple case studies were conducted to investigate how and why team satisfaction influences project performance whereby four major themes emerged from the “how” question and one major theme emerged from the “why” question. The findings of both phases were discussed. Limitations and future recommendation were also provided.

Many organizations today are deploying project teams to deliver various services or resolve different problems as they recognize the team performance is always exceeding the individual outputs combined. According to Project Management Institute (PMI), project manager's leadership skills are deemed important as they help achieving the project goals set by stakeholders. However, there is lack of study whether a project manager's leadership roles can improve team satisfaction, team effectiveness and project performance concurrently (Cohen & Bailey, 1997) or following a certain pattern of dependencies. This study developed a research model based on research works conducted by Cohen and Bailey (1997) and Yukl (2010) to empirically analyze how leadership roles are influencing team satisfaction, team effectiveness and project performance. Result showed that when a project manager is demonstrating his or her leadership roles more frequently, the project team becomes more effective. When the team effectiveness increases, this will lead to higher team satisfaction and improve project performance. Moreover, when the project team becomes more satisfied, it will also directly increase the project performance. However, execution of the leadership roles by project manager will not directly influence the team satisfaction and project performance. Discussion, conclusion, limitation and future research are also included in this article.

The building industry continues to occupy an important position in the nation's economy even though it contributes less than the manufacturing industries. It has continued to be a major player in the socio-economic development of many countries globally. However, recently, issues of quality, costs, reliability and human and environmental safety have emerged posing a challenge to the growth of industry. This is as a result of poor planning phase principles in the building industry. However, poor planning in the Nigerian Building Industry (NBI) was linked to its inability to deliver service effectively and efficiently; and these are impediment on the Nigerian economy. This study therefore sought to examine how planning phase principles influence project performance within the building industry in Abuja, Nigeria. Explanatory and descriptive approaches were used to obtain data from completed projects files (three from both public and private sectors respectively) and professionals from the building industry. Stratified and purposive random samplings were used to select completed projects and qualitative data for the purpose of analysis. The results reveal that planning phase principles was not adopted due to poor management of projects, unnecessary rush in project implementation, inadequate planning and budgetary provisions, costly project execution. In spite of the efforts of the industry to improve project performance, yet it is still faced with challenges of project management, but if planning phase principle is employed, it could improve project performance and will reduce cost and time overruns.

To cite: Propersi, A., Gundes, S. (2006) Project Finance and hydropower projects: Case study of Birecik dam and hydroelectric power plant project in Turkey, Joint 2006 CIB Working Commissions W065/W055/W086 International Symposium Proceedings, Construction in the XXI Century: Local and Global Challenges, p. 268-269, Rome, Italy, 18-20 Oct.

Abstract
Build-Operate-Transfer (BOT) hydropower projects are long-term investments that involve complex organisational structures. Infrastructure projects procured via concession contracts face certain problems especially for international projects. However, in addition, hydroelectrical power projects pose particular difficulties due to
their capital intensive nature, high construction and hydrological risk, and associated environmental concerns. Combined with specific issues related to BOT model, the implementation of such projects become more complex for the parties involved. This paper aims to introduce Birecik Dam and Hydroelectric Power Plant which is the first major hydroelectric power plant realised on a BOT basis in Turkey. Birecik Power Plant comprises 6 units of 112 MW nominal capacity and the purpose is to provide power generation and irrigation. Birecik is an important project both for its size and for its complex organisational structure involving various international participants. In this concept, the challenges related to the implementation of BOT model, the way these problems are dealt by participants, principles of economical, financial and technical evaluation, total investment cost and project schedule, social and environmental sensitivities, relationships between unpredictable quantity of output and offtake agreement, project risks (public - private risk allocation), and financial structures will be analysed and strategies for to overcome these obstacles will be recommended.
Keywords: BOT, hydroelectric power plants, case reports, Turkey

This paper examines an experimental research went for distinguishing effective leadership styles for supervisors of Information Technology/Systems ventures. The examination analyzed the appropriateness of transformational Managers related to other basic achievement factors. The outcomes demonstrated that a mix of transformational and specialized initiative practices increase the viability of value-based authority prompting high venture achievement. While perceiving that there is no leadership style that is powerful in all undertaking circumstances, the examination suggests a basic yet adaptable style described by hierarchical impetus, scholarly incitement, conduct appeal, and unforeseen reward practices for upgraded leadership in IT projects.Available online at https://int-scientific-journals.com

Functional heterogeneity symbolizing different “thought worlds” in an organization has a potential to cause intra-organizational conflicts. On construction projects, the general contractor’s project organization is an entity that is tasked with transforming drawings into reality and conflicts at its functional interfaces (execution-safety interface, execution-planning interface, execution-quality interface and execution-commercial interface) could jeopardize a project’s successful completion. Effective interface management therefore seems to be contingent on the successful management of conflicts. This research is built on the long-term perspective of conflict management, which argues for proactive conflict management by introducing structural changes in a system. Climate is a notion which deals with shared perceptions of individuals with regard to distinct phenomena and hence combining the notions of long-term perspective with that of climate will allow researchers to measure shared perceptions of individuals with regard to structural variables theorized to foster collaborative conflict management. The notion of CMC therefore provides opportunity to see how the shared perceptions of individuals with regard to collaborative conflict management influence the notions conceptually linked with CMC. Hence, three notions i.e. CMC, interface management and project performance and the link between them are conceptualized in this paper. Finally the paper concludes by developing three propositions about the nature of relationship between the constructs.

As technology is becoming advanced, the way of visualizing simulations and information has got better which makes the real and virtual world look alike. This study evaluates the critical success factors that affect the implementation of augmented reality in the construction industry. A well-structured questionnaire was sent to survey construction professionals engaged in the built environment in the study area. The professionals engaged are project managers, architects, quantity surveyors, engineers, and builders. Convenience sampling techniques was adopted in choosing those professionals. Percentile, Frequency, Standard Deviation (SD), Mean item score (MIS) and One Sample t-test were adopted in analyzing the collected data. The result revealed there is full awareness of ICT for respondents while approximately 50% have used mobile AR computing. The five most critical success factors for Augmented Realities are the need for innovativeness in executing construction projects, advancement in computer design interface and hardware device, improvement of accuracy in AR technology, development in mobile computing, and AR collaboration with ICT software. It was revealed that there is significant importance attached by professionals to all the critical success factor (CSF) for augmented realities. The study concluded for augmented reality to gain ground in the construction industry it is important stakeholders are ready to accept innovation in the use of new trends of technology. It is therefore recommended there should be government policies that support, enforces, and implement the use of new trends of technology in construction projects for efficiency and productivity.

Project activities at the various levels within the delivery process have an influence on each other. This generates interconnections and boundaries between the activities as well as the individuals within a team, and teams as whole entities, within the project. The interconnection structures often give rise to complexity, which could lead to a reduction in performance if the resulting interface is not purposefully and efficiently managed. Understanding the characteristics of complexity caused by interconnections and their effect on the performance will enable better management of project teams. The authors present the results of a multi-method study of construction organisations to highlight the effects of complexity generated by the interconnections. Complexity in the management of projects and in particular the sub-process of structuring teams are reviewed in order to investigate the level of actions required to manage the effects of complexity. The results from the study have si...

Communication in global project teams is emerging research topic as more and more work is done in form of global project, with geographically dispersed teams communicating using different communication channels. There are several unique dimensions to consider in comparison to communication in traditional project teams, including some unique risks and success factors. This article provides a systematic literature review on internal communication in global project teams. Cultural aspects of global project team collaboration were also investigated. A bibliometric analysis was performed through methodological approach applied in previous studies. Traditional project management and communication methods are not the best option for global projects as they can't answer the additional challenges that global projects provide in comparison to traditional projects. Key risks and success factors on global projects were identified and proposals extracted on how to run the internal communication on global projects. Requirements for successful global project manager were described. Our research revealed a gap in available literature, encouraging further exploration and serving as a basis for further research.

The purpose of the paper was to determine the influence of soft leadership skills of a project manager on project performance of Kenyan national youth development and training projects. The research design for this study was a descriptive research design. The study targeted one hundred and forty-three respondents who were drawn from ninety youth development and training projects which are randomly selected. A close ended and an open ended questionnaire was used to collect the data. The arithmetic mean and the standard deviation was used as the tools for data analysis with the aid of Statistical package software for social sciences (SPSS) was also used for data analysis. This study had several findings based on the four research objectives drawn. Findings showed communication skills and interpersonal skills of a project manager influences project performance. Based on the findings the study recommends that project managers should be trained on communication skills every quarter of a year. Additionally, it was recommended that written communication should be adopted as the formal mode of communication when implementing projects. It was also recommended that project managers should use formal language and practice precision when communicating project information to ensure clarity and concision of information received. Further, it was recommended that project managers should organize for team building sessions at least once a year to train and motivate the project team. Additionally, it was recommended that project managers should outline various ways of reinforcing hard work and achievements while implementing projects. It was also recommended that project managers should be trained on conflict resolutions once a year.

The objective of this study is to examine the effect of leadership style on project performance in Saudi Arabia. The study formulated two hypotheses to achieve the objective. The data were collected from 135 project managers and was analyzed through SEM-PLS using SmartPLS3. The results have shown a statistically significant relationship between transformational leadership style and project performance. However, there was no statistically significant relationship between transactional leadership style and project performance. These findings have relevant implications within Saudi Arabian context for helping managers, leaders, and organizations to enhance project performance. The study fills the gap and provides an empirical evidence from an understudied region. ,

The study sought to establish the influence of risk management practices on project performance of cement manufacturing
firms in Kenya. The study used primary data which was collected using structured questionnaires which was pre-tested before
being administered. The respondents were the Chief Operations Officer (COO), Chief Finance Officer (CFO), Project
Manager (PM) and the Business Development Officer. These officers are purposely selected due to their level of involvement
in project management matters in their respective cement manufacturing companies. Therefore the sample was 62 officers
from the cement manufacturing companies in Kenya. Statistical Package for Social Sciences (SPSS) was used in data analysis
where both descriptive and inferential statistics will be applied. The study found out that the four project management
practices (risk avoidance, risk retention, risk transfer and risk control) were practiced in the Cement manufacturing companies.
There is evidence of project performance being influenced by project risk management practices; project risk avoidance,
project risk retention, project risk transfer and project risk control. Also the relationship between the independent and
dependent variables is significant.The study recommends policy makers in the cement manufacturing industry to take note of
the findings of this study. The project management practices affect project performance.

A high-rise rental apartment construction project is a high-rise building that has the characteristics, high complexity of work. The importance of competence, leadership and organizational culture on construction projects. Research through 88 questionnaires with respondents from construction management consultant field personnel and contractor field personnel on high-rise rental apartment construction projects using the Likert scale and statistical analysis of the SPSS program. Organizational culture has a positive and significant influence on project performance. Simultaneously the PMO function, competence, leadership and organizational culture have a significant influence on project performance. To optimize project performance by continuing to supporting and developing project organization so that it has 7 (seven) characteristics of organizational culture as follows: innovation and risk taking, attention to detail, results orientation, people orientation, team orientation, aggressiveness and stability. For this reason, the implementation of organizational culture in the field needs to be in charge and responsible. This role can be delegated to the project management office (PMO) or similar division, this certainly depends on company policy.

The objective of this paper is to study the impact of Organisational Project Management (OPM3) on the Project Performance (PP). PP performed by the organisations was assessed, based on interviews to project managers. Currently, little evidence is found in the academic literature regarding the impacts of the Maturity Models (MM) on the PP. The results show that the OPM3 provided a positive contribution to PP. Some of the interviewees stated that the adoption of OPM3 brought improvements at process level, which made it possible to define in a more appropriate way, the scope, schedule, costs, and goals to perform improvements in the stakeholder’s communication.

Most of the construction projects delivered in Akure, Ondo State for public use depict evidence that they were not successfully executed. These effects result in time and cost overruns, poor project execution and outright abandonment. These could be attributed to lack of technical know-how on specific project types and corruption tendencies amongst others. This study focuses on factors affecting contractors' performance in construction project delivery in Akure, Ondo State with a view to enhancing their performance in construction project delivery. It assesses the success criteria for project performance in the study area; the causes of non-performance of contractors in project delivery in the study area; and evaluates factors for improving contractors' performance in project delivery. A well-structured questionnaire was used to harness information from construction stakeholders. Data was analyzed using mean item score and single factor analysis of variance. The results indicated that the top three criteria for contractors' performance were completion to time, budget and required quality. The results also showed that quality related factors, project management related factors and procurement related factors were factors affecting contractor's performance the most. Furthermore, the study revealed that contractors' performance could be improved through

The objective of this study was to determine the relationship between project manager's leadership style and performance of water projects in Kenya. Operationalization of leadership style was based on transformation and transaction leadership style while project performance was based on project time and cost performance. The study analyzed secondary and primary data for 102 water projects that were completed between 2011 and 2014. Hierarchical regression analysis was undertaken on the variables. The results show that a significant relationship exist between project manager's leadership style and project time performance. In addition, the findings show that adoption of transformational leadership style leads to higher level of project performance. However, no significant relationship was established between project manager's leadership style and project cost performance. This may be due to the use of fixed price contracts that specify the conditions for escalation and the maximum allowable cost escalations which could have made cost changes insignificant. The study has provided empirical evidence on the relationship between project manager's leadership style and project performance within a developing country context. To enhance project time performance, project manager's leadership style is critical and managers should strive to intellectually stimulate project team members.

This report is a summary of results from an academic study conducted during 2015-2016. The aim of this study was to analyze the relationships between Effective Project Governance, Benefit Management, and Project Success. It is hoped that the findings of this research will help organizations improve project success rates and achieve strategic objectives through projects.

This paper explores new trends in Six Sigma and their applications as a means of improving construction performance. A review of past research findings revealed the existence of 18 Six Sigma applications. These applications were categorised under three Six Sigma trends namely, Six Sigma OffShoot , Six Sigma Hybrid I (Six Sigma and another concept) and Six Sigma Hybrid II (Six Sigma and two other concepts). The research review further identified 1 application under offshoot , 10 applications under Hybrid I and 7 applications under Hybrid II. The most popular trend is Hybrid I with Lean Six Sigma as the most popular application whereas the newest trend is Hybrid II with Lean Six Sigma and Project Management as the latest application. The review concludes that all the 18 applications can be deployed in the construction industry as performance improvement strategies except 1 application, Six Sigma and Capability Maturity Model under Hybrid I.

It is important for a project manager to understand timing and scheduling and how to make planning tools work for their project and not the other way round. Time is unique and unlike other resources such as money and people lost time can never be replaced. The impact of a family planning program can be seen in the form of increased use of contraceptives, increased motivation to control births and increased preferences to have a smaller family. The main objective of this study was to determine the factors affecting implementation of Family Planning projects in Kenya. Specifically, the study sort to, assess the effect of technical capability on implementation of family planning projects in Kenya, examine the effect of project planning on implementation of family planning projects in Nairobi, Kenya, assess the effect of financial controls on implementation of family planning projects in Nairobi, Kenya, establish the effect of project communication on implementation of family planning projects in Nairobi, Kenya and determine the moderating effect of culture on the factors affecting implementation of family planning projects by non-governmental organizations in Nairobi, Kenya. The study was governed by three theories; project management theory, Lewin's Change Management Theory, Logical Framework model and Network Theory. The research adopted descriptive research design. The target population was 750 registered Health NGOs in the health sector in Nairobi. The study used simple random sampling to select 225 registered NGOs that are involved in Family Planning in Nairobi. The study used both primary and secondary data. Primary data was collected by use of questionnaires which was self-administered with the help of research assistant. Secondary data was collected from literature review. Quantitative data analysis included both descriptive and inferential statistics. Descriptive statistics included frequencies, percentages, means and standard deviation while inferential statistics included a multiple linear regression mode. Results were presented in form of tables and charts. Qualitative data was analyzed through content analysis and presented in continuous prose form. Based on the findings the study concluded that technical capability has an effect on the implementation of family planning projects in Kenya. The study also concluded that project planning also influence the implementation of family planning projects in Kenya. Further, it was possible to conclude that project communication and financial controls affect implementation of family planning projects in Kenya.

Many organizations today are deploying project teams to deliver various services or resolve different problems as they recognize the team performance is always exceeding the individual outputs combined.  According to Project Management Institute (PMI), project manager’s leadership skills are deemed important as they help achieving the project goals set by stakeholders.  However, there is lack of study whether a project manager’s leadership roles can improve team satisfaction, team effectiveness and project performance concurrently (Cohen & Bailey, 1997) or following a certain pattern of dependencies.  This study developed a research model based on research works conducted by Cohen and Bailey (1997) and Yukl (2010) to empirically analyze how leadership roles are influencing team satisfaction, team effectiveness and project performance.  Result showed that when a project manager is demonstrating his or her leadership roles more frequently, the project team becomes more effective.  When the team effectiveness increases, this will lead to higher team satisfaction and improve project performance.  Moreover, when the project team becomes more satisfied, it will also directly increase the project performance.  However, execution of the leadership roles by project manager will not directly influence the team satisfaction and project performance.  Discussion, conclusion, limitation and future research are also included in this article.

Forming project teams to implement various services are prevalent in many organizations today as organizations believe a project team's performance is exceeding the total sum of individual outputs. According to Project Management Institute (PMI), one of the critical interpersonal skills expecting from a project manager is team building as this skill can motivate the team to achieve the project goals. However, there is limited study to evaluate how team building & participation can influence team trust, team cohesion and project performance among project managers in Malaysia. This study has developed a research model extended from the research work conducted by Cohen and Bailey (1997). Based on the data collected and analysis conducted, this study provides empirical evidence that project managers need to initiate more team building & participation sessions as these can increase the team trust and improve the project performance. Moreover, project managers also need to promote team trust as this can improve team cohesion. However, project managers also need to be mindful about the negative consequence when their project teams are too cohesive. At the same time project managers need to manoeuvre wisely the project team size and project duration so that these two factors are not negatively impacting the team cohesion and the project performance. The outcome of this study has shed some lights in explaining the relationships among attitudinal, behavioral and performance outcomes derived from Cohen and Bailey (1997). Moreover, this study also provided some guidance to project managers how to improve team trust and project performance through team building & participation. Discussion, conclusion, limitation and future research are also incorporated in this paper.

Even meticulously planned projects can fail. Even a seemingly good going project with a realistic baseline and well-maintained schedule, can spring unpleasant surprises on stakeholders. The reason? Unfortunately, often it is not the ‘unknown unknown’, but inappropriate controls and consecutive failure to make corrective actions in the timely manner.
The Success Driven Project Management (SDPM) approach to planning and tracking projects, also called management by success probability trends, challenges the common ‘not-so-bullet-proof’ practice by integrating risk scenarios,  providing simple and trustworthy indicators of project health and pointing out areas where prompt actions need to be taken. Traditional approaches to controlling projects, such as
EVM, “% complete” status reporting and other have their clear shortcomings, addressed by SDPM.
Many implementations, including those in Romtelecom and Petrobras allow for the benefits of SDPM to be claimed confidently.

This paper does not present any research but is aimed at informing the concerned audience about a practice-proven and promising project planning and controlling methodology that has hardly been mentioned in the academic literature as of 2014.

This study investigates project management best practices adopted by project managers in Penang, Malaysia. It determines the performance level of their housing development projects, identifies project management practices that led to better performance and recommends project management best practices that could be adopted to achieve project success. To achieve these objectives, research data was collected via a self-administered postal and email questionaaire survey targeting housing development firms that are involved in managing projects in Penang. This study established 28 project management best practices that are significant to the performance of housing projects in Penang. It recommends several important project management best practices that project manager should adopt when undertaking projects. The most important of these are practices relating to scope management and time management, such as; controlling the quality of the contract documents, quality of schedule and frequency of updates which can help to avoid failures in project completion and contribute in development of the housing industry. Thus, it is recommended that project managers should adopt some of the project management best practices highlighted in this study to help achieving better housing development project performance in Penang, Malaysia.

Keywords: Project Management; project performance; best practices; housing;