Optimising construction project role-player performance

Authors predict major changes in the requirements to manage complex environments in the 21st century. These 21st century challenges, for Project Managers (PM) in the construction industry, are evident through the ongoing perception that the industry performance record is suboptimal. In the pursuit of performance optimisation, management disciplines developed and implemented theories and models not only to achieve what is required, but also to excel and create high-performing teams. In search of project success, researchers have also identified quantifiable variables, models, success factors and other related issues. The PM’s role in the attainment of success has also been widely researched, especially the impact, influence, methods and tools related to the discipline. Nevertheless, the general concern remains, that the performance of the industry is suboptimal. This study therefore aimed to qualitatively evaluate and examine the various factors and influences on performance of a construction project team. This research applies to the motivation and environmental factors influencing project teams in the achievement of optimum performance; and in doing so, to enhance the performance of project-role players; while adding disciplinespecific theory. This study has employed in-depth interview data, which were thematically analysed. The interviews were conducted in a case-study design comprising four projects in South Africa. The study concluded by emphasising the importance of how role-players RELATE to each other, and LOVE project challenges. It further noted that PMs who are MANAGING LEADERS would be most influential in the project environment; while PROCUREMENT greatly influences the project environment. Relational issues are important to role-players; and they act as MOTIVATORS, with certain issues in a project presenting both performance BARRIERS and DRIVER capabilities. Finally, project MOMENTUM changes constantly, with the current momentum direction influencing the future course thereof. In meeting the aims of the research, a Performance Optimisation Framework was developed, noting how the emergent themes co-exist in optimal performance environments. The study also developed the Project Husbandry approach, reflecting on a caring, nurturing, diligent and mature approach when managing role-players. The study recommends that the themes impacting the project-operating environment should be influenced by management and leadership, in order to optimise the performance of all the role-players involved.