Bryde, D J (2008) Is construction different? A comparison of perceptions of project management performance and practices by business sector and project type. Construction Management and Economics, 26(3), pp. 315-327. ISSN 1466433X
Abstract
Although poor project management (PM) performance on construction projects and limitations in PM practices continue to be reported, there has been little research specifically focused on comparing perceptions of PM performance and practices of the construction business sector with other sectors and of construction projects with other types of project. This gap is addressed by a survey of 238 UK organizations, incorporating a sub-sample from the construction business sector. A questionnaire was used to obtain data relating to perceived levels of PM performance and of levels of maturity in certain PM practices. Those involved in projects in the construction business sector perceived their PM performance to be higher than did those involved in projects from other business sectors. However, there was no difference in perceptions of PM performance on specific construction projects among participants drawn from all business sectors, i.e. owner/clients from other business sectors. In terms of practices the construction business sector reported higher levels of maturity in the management of programmes and organizational support for PM than other sectors. However, in the areas of sponsorship and benefit management the construction sector practices were no more evolved than those in other business sectors.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | performance evaluation; project management; project performance |
| Index terms: | questionnaire, construction project, performance evaluation, construction sector, survey, programme, project performance, project management, owner |
| Subjects: | industry analysis, project controls, sociology, production management, project management theory and practice, performance measurement, data collection methods |
| Topics: | Quality Management, Time Control, Research Practice, Project Management, Stakeholder Management |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here