Project participants such as project owners, consultants, and contractors traditionally organize and manage construction projects. Despite previous research attempt to identify and rank critical success factors and critical failure factors, conflicts and disputes between project participants still is a tremendous challenge. For that reason, a questionnaire survey involving project owners, consultants, and contractors was carried out to investigate how 25 key process factors affects project performance. To analyze the most important latent structures affecting project performance, principle component analysis was applied. Lack of project coordination and lack of trust and shared objectives were found to explain in total 75.4% of the static variance in the dataset. These results clearly demonstrate the underlying structures that affects project performance can be improved by determining project objectives all participants agrees upon, and by investing more effort in securing clear communication and coordination to increase the level of trust between project partners.
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