IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) e-ISSN: 2278-1684,p-ISSN: 2320-334X, Volume 12, Issue 2 Ver. V (Mar - Apr. 2015), PP 17-26 www.iosrjournals.org Factors Affecting Success of Construction Project Nipin Joseph Babu (School of Building Science Civil Engineering Dept, Hindustan Institute of Technology & Science, Chennai India) Abstract: The construction industry is dynamic in nature due to the increasing uncertainties in technology, budgets, and development processes. Nowadays, building projects are becoming much more complex and difficult. The project team is facing unprecedented changes. The study of project success and the critical success factors ~CSFs! are considered to be a means to improve the effectiveness of project. However the concept of project success has remained ambiguously defined in the mind of the construction professionals. Various attempts were made by different researchers to determine CSFs in construction. A number of variables influencing project success have been proposed. Some variables are common to more than one list, but there is no general agreement on the variables. This Project examines the success factors and determines which success factor is more critical in a successful completion of a project. From literature review and past studies, it was obtained that there were different directions and methodologies used in order to achieve the required target, goals and objectives. A structured questionnaire survey approach is considered to study the impact of various attributes and factors affecting success. The relative importance index method (RII) is used here to determine owners, consultants and contractors perceptions. In this study 63 factors affecting the success of construction projects are selected. These factors are grouped into 10 groups with the help of different literature reviews. Keywords: Critical Success Factor, Relative Importance Index, Owner, Consultant, Contractor, Projects I. Introduction The construction industry is dynamic in nature due to the increasing uncertainties in technology, budgets, and development processes. Nowadays, building projects are becoming much more complex and difficult. The project team is facing unprecedented changes. The study of project success and the critical success factors ~CSFs! are considered to be a means to improve the effectiveness of project. However the concept of project success has remained ambiguously defined in the mind of the construction professionals. Various attempts were made by different researchers to determine CSFs in construction. A number of variables influencing project success have been proposed. Some variables are common to more than one list, but there is no general agreement on the variables. Construction activity is an integral part of a country’s infrastructure and industrial development and must be taken care of for a healthy growth of the economy. It is imperative to put an all-out effort into ensuring that projects are completed as per the stipulated objectives. An experimentation of the recent literature indicates that construction projects are frequently completed with large cost overruns, extended schedules and quality concerns. Delay is defined as the time overruns either beyond the completion date specified in the contract, or beyond the date that the parties agreed upon delivery of the project. A delay in the construction may cause losses, or negatively affect some or all of the project parties. The efforts of delay may include time overrun, cost overrun, disputes, arbitration, litigation, and total abandonment. During the last four decades a number of studies investigated factors which aid successful completion of projects. Project success can be defined as meeting the required expectation of the stakeholders and achieving its intended purpose. This can be attained by understanding what the end result would be, and then stating the deliverables of the project. Success criteria or a person's definition of success as it relates to a building often changes from project to project depending on participants, scope of services, project size, sophistication of the owner related to the design of facilities, technological implications, and a variety of other factors. On the other hand, common threads relating to success criteria often develop not only with an individual project but across the industry as we relate success to the perceptions and expectations of the owner, designer, or contractor. A building project is completed through a combination of many events and interactions, planned or unplanned, over the life of a facility, with changing participants and processes in a constantly changing environment. This Project examines the success factors and determines which success factor is more critical in a successful completion of a project. This will provide organizations involved in the construction industry with the foundation on which such strategies can be developed in the future. This Study focuses on the building construction projects in India. DOI: 10.9790/1684-12251726 ww.iosrjournals.org 17 | Page Factors Affecting Success Of Construction Project II. Literature Review Increasing uncertainities in technology, budgets and development processes create a dynamic construction industry. Building projects are now much more complex and difficult and the building project team faces unprecedented changes. The study of project success and critical success factors (CSFs) is a means of understanding and thereby improving the effectiveness of construction projects. However the concept of project success remains ambiguously defined in the mind of construction professionals. One of the objectives of this project is to understand and explain, through study of literature, critical success factors. Literature review about success was reviewed (Albert P.C.Chan; David Scott; and Ada P.L.Chan (2004), Syed ZafarShahibTabish and K N Jha (2012), Arti.J.Jari, Pankaj, P.Bhangale (2013), AfshinPakserest, Dr. Gholamrez aAsgari (2012), D.K.H Chua, Y.C Kog, and P.K Loh (1999), Adnan Enhassi, Sheriff Mohamed, and SalehAbushaban (2000), Muhammad NabeelMirza, Zohreh Pourzolfaghar, MojdeShahnazari (2013), Mohammad Mehdi Mortaheb, Yeganeh Amini, Amir HoseinYounesian (2013),Ann T.W.Yu, Qiping Shen, John Kelly, and Kirsty Hunter (2006), Neringa Gudienea , Audrius Banaitisa, Nerija Banaitienea, Jorge Lopes (2013), SarathGunathilaka, Martin Morgan Tuuli and Andrew R J Dainty, Muhammad Saquib (2008) , WalidBelassi, OyaIcmeliTuckel (1996), Kylindri, Blanas, Henriksen, Stoyan (2012)) to identify the factors affecting the success of construction projects. 60 factors affecting success of construction projects are selected. These factors are grouped in to 10 groups based on literature review. These groups can give a comprehensive summary of the main key performance indicators. The factors, which are considered in the questionnaire, are summarized and collected according to previous studies. The present study has adopted the Relative Importance Index (RII) method to identify factors affecting the success of construction projects. In this study 60 factors affecting the success of construction projects are selected . These factors are grouped into 10 groups with the help of different literature reviews. A structured questionnaire survey is done to find the impacts of various attributes and factors which affects the success of construction project. In addition, the questionnaire can assist to study the attitude of owners, consultants and contractors towards the factors that affect on performance in the construction industry. The different factors that affects the success of construction projects are shown in table below: Table:1 Factors affecting success of construction project S.NO 1 2 3 4 5 6 7 8 9 10 FACTORS COST FACTORS TIME FACTORS QUALITY FACTORS PRODUCTIVITY FACTORS CLIENT-SATISFACTION FACTORS REGULAR AND COMMUNITY SATISFACTION FACTORS PEOPLE FACTORS HEALTH & SAFETY FACTORS INNOVATION & LEARNING FACTORS ENVIRONMENT FACTORS III. Research Methodology A questionnaire survey was used to elicit the attitude of owners, consultants, and contractors towards the factors affecting the success of construction projects . Questionnaires were sent to randomly selected owners, consultants, and contractors. Consultants were identified from the listings of consultants association.120 questionnaires were distributed as follows: 25 to owners; 35 to consultants; and 60 to contractors. 88 were received (response rate of 73%) as follows: 17 (70%) from owners; 25 (72%) from consultants; and 46 (77%) from contractors as respondents. The respondents were asked to indicate, based on their local experience the level of importance of each one of the identified 63 factors of success on a five-point Likert scale as: not important, slightly, moderately, very, and extremely important. The questionnaire has been validated by the criterion-related reliability test which measures the correlation coefficient between the factors affecting the success of construction projects in one field and the whole field, and structure validity test (Spearman test). The respondents were experienced construction project managers, site engineers/office engineers, and organizations’ managers (with average experience of 20 years in the construction industry). 60 factors believed to affect project success were considered in this study and were listed under 10 groups based on the literature reviewed (Okuwoga 1998; Dissanayaka and Kumaraswamy 1999; Reichelt and Lynies 1999; Karim and Marosszeky 1999; Brown and Adams 2000; DETR 2000; Lehtonen 2001; Chan 2001; Samson and Lema 2002; Kuprenas 2003; Cheung et al. 2004; Iyer and Jha 2005; Navon 2005; Love et al. 2005; Ugwa and Haupt 2007). The success factors were summarized and collected according to previous studies and others as recommended by local experts. The main groups considered in this paper are: time, quality, productivity, client satisfaction, regular and community satisfaction, people, health and safety, innovation and learning, and environment. The DOI: 10.9790/1684-12251726 ww.iosrjournals.org 18 | Page Factors Affecting Success Of Construction Project relative importance index method (RII) was used herein to determine owners’, consultants’, and contractors’ perceptions of the relative importance of the identified success factors. The RII was computed as (Cheung et al. 2004; Iyer and Jha 2005; Ugwu and Haupt 2007): ��� = � � (1) where W is the weight given to each factor by the respondents and ranges from 1 to 5; A – the highest weight = 5; N – the total number of respondents. IV. Results & Discussions 4.1 Factors Affecting Success Of Construction Projects Table 2 summarizes the computed RIIs and their rank as perceived by the 3 responding groups. Table:2 Summary of relative importance index and rank for factors affecting the performance of construction projects SUCCESS FACTORS (1) Cost Factors Market share of organization Liquidity of organization Cash flow of project Profit rate of project Overhead percentage of project Project design cost Material & Equipment cost Project labor cost Project overtime cost Motivation cost Cost of rework Cost of variation orders Waste rate of materials Regular project budget update Cost control system Escalation of material prices Differentiation of currency prices (2) Time Factors Site preparation time Planned time for construction Percentage of orders delivered late Time needed to implement variation orders Time needed to rectify defects Average delay in claim approval Average delay in regular payments Unavailability of resources Average delay because of closures leading to material shortage (3) Quality Factors Conformance to specification Unavailability of competent staff Quality of equipment and raw materials Quality assessment system in organization (4) Productivity Factors Project Complexity Number of new projects/year Management-labor relationship Absenteeism rate through project Sequencing of work according to schedule (5) Client Satisfaction Factors Information coordination between owner and project parties Leadership skills for project manager Speed and reliability of service to owner Number of disputes between owner and project parties Number of rework incidents (6) Regular & Community Satisfaction Factors Cost of compliance to regulators requirementation Number of non-compliance events Quality and availability of regular documentation Site condition problems (7) People Factors Employee attitude DOI: 10.9790/1684-12251726 OWNER RII RANK CONSULTANT RII RANK CONTRACTOR RII RANK 0.600 0.729 0.812 0.694 0.647 0.500 0.812 0.741 0.588 0.600 0.588 0.565 0.650 0.638 0.725 0.847 0.788 54 31 14 38 48 63 14 27 58 54 58 62 46 50 33 5 18 0.709 0.842 0.800 0.776 0.687 0.688 0.776 0.744 0.600 0.584 0.672 0.688 0.624 0.742 0.728 0.832 0.808 39 5 11 14 49 43 14 22 59 61 51 43 57 24 28 7 9 0.726 0.839 0.848 0.739 0.662 0.582 0.813 0.739 0.617 0.609 0.587 0.662 0.639 0.743 0.765 0.889 0.874 39 10 9 38 47 63 16 37 55 58 62 46 51 35 32 4 5 0.682 0.753 0.694 0.706 0.659 0.650 0.824 0.871 0.941 4502 26 40 35 44 46 11 3 1 0.664 0.760 0.768 0.704 0.672 0.728 0.776 0.858 0.896 53 18 17 40 51 28 14 2 1 0596. 0.765 0.774 0.693 0.639 0.765 0.839 0.904 0.943 61 30 29 43 50 30 11 3 1 0.882 0.859 0.835 0.706 2 4 9 35 0.808 0.848 0.840 0.712 9 3 6 35 0.822 0.865 0.861 0.743 13 6 7 34 0.729 0.600 0.776 0.776 0.800 31 54 22 20 17 0.712 0.688 0.688 0.688 0.816 35 43 43 43 8 0.761 0.630 0.796 0.743 0.804 33 53 22 36 20 0.729 0.835 0.718 0.753 0.635 29 7 34 24 51 0.792 0.848 0.744 0.728 0.712 12 3 22 28 35 0.809 0.904 0.822 0.720 0.627 19 2 13 40 54 0.600 0.635 0.647 0.788 54 51 49 18 0.648 0.624 0.736 0.712 55 57 25 35 0.604 0.614 0.653 0.707 59 56 48 41 0.682 41 0.728 28 0.795 23 ww.iosrjournals.org 19 | Page Factors Affecting Success Of Construction Project Recruitment and competence development Employee motivation Belonging to work (8) Health & Safety Factors Application of health and safety factors in organization Project location is safe to reach Reportable accidents rate in project Assurance rate of project (9) Innovation & Learning Factors Learning from own experience and past history Learning from best practice and experience of others Work group Review of failures and solving them (10) Environmental Factors Air quality Noise level Waste around the site Climate condition 0.753 0.765 0.835 24 23 9 0.688 0.696 0.736 43 42 25 0.809 0.791 0.849 17 24 8 0.700 0.694 0.729 0.671 37 38 29 43 0.728 0.704 0.680 0.632 28 40 50 56 0.787 0.774 0.600 0.635 25 28 60 52 0.847 0.824 0.776 0.825 5 12 20 12 0.752 0.760 0.736 0.752 20 18 25 20 0.818 0.822 0.787 0.827 15 12 27 17 0.588 0.565 0.635 0.729 58 61 51 28 0.592 0.512 0.584 0.656 60 63 61 54 0.671 0.613 0.649 0.707 45 57 49 41 Table:3. The top significant factors affecting the performance of construction projects FACTORS Escalation of material prices Unavailability of resources as planned through project duration Average delay because of closures leading to materials shortage Unavailability of personals with high experience and qualification Quality of equipments and raw materials in project Leadership skills for project manager` OWNER RII 0.847 0.871 0.941 0.859 RANK 5 3 1 4 CONSULTANT RII RANK 0.832 7 0.858 2 0.896 1 0.848 3 CONTRACTOR RII RANK 0.889 4 0.904 3 0.943 1 0.865 6 0.835 0.835 9 7 0.840 0.848 0.861 0.904 6 3 7 2 Table 3 illustrates the top significant factors affecting the success of construction projects. It can be inferred from this table that 3 most important factors according to the perception of owner, consultant, and contractor are: average delay because of closures leading to materials shortage, unavailability of resources, and leadership skills for project manager. According to owners, consultants, and contractors, it seems that the average delay because of closures leading to materials shortage was the most important success factor as it has the first rank among all factors with relative index (RII) = 0.941 for owners, 0.896 for consultants, and 0.943 for contractors. Local construction projects suffer from a number of problems because of closures and materials shortage. These problems can be considered as an obstacle for time performance of projects. Table 4: Summary of relative importance index and rank of major groups affecting the success of construction projects FACTORS Cost Time Quality Productivity Client Satisfaction Regular & Community Satisfaction People Health & Safety Innovation & Learning Environment OWNER RII 0.679 0.753 0.792 0.736 0.734 0.668 0.759 0.698 0.821 0.629 RANK 8 4 2 5 6 9 3 7 1 10 CONSULTANT RII RANK 0724. 5 0.757 3 0.787 1 0.718 6 0.765 2 0.680 9 0.712 7 0.686 8 0.744 4 0.586 10 CONTRACTOR RII RANK 0.726 7 0.769 5 0.794 3 0.747 6 0.779 4 0.646 10 0.812 1 0.699 8 0.804 2 0.660 9 As indicated in Table 4, the quality group has been ranked by the owners’ respondents in the second position with RII equal to 0.792. It has been ranked by the consultants’ respondents in the first position with RII equal to 0.787 and has been ranked by the contractors’ respondents in the third position with RII equal to 0.794. This group is the most important one for consultants because consultants are interested in clients and technical factors. Consultants observed that quality of equipment and raw materials in project and availability of personnel with high qualifications strongly affect the quality performance of a project. The people group has been ranked by the owners’ respondents in the third position with RII equal to 0.759. It has been ranked by the consultants’ respondents in the 7th position with RII equal to 0.712 and has been ranked by the contractors’ respondents in the first position with RII equal to 0.812. It is not surprising to observe that the people group is the most important one for contractors because contractors remarked on competence development between employees and belonging to work strongly affect productivity, cost, and time performance of contractors. The DOI: 10.9790/1684-12251726 ww.iosrjournals.org 20 | Page Factors Affecting Success Of Construction Project innovation and learning group has been ranked by the owners’ respondents in the first position with RII equal to 0.821. It has been ranked by the consultants’ respondents in the 4th position with RII equal to 0.744 and has been ranked by the contractors’ respondents in the second position with RII equal to 0.804. This group is the most important one for owners because owners remarked that learning from experience and training the human resources with skills demanded by the project strongly affect project performance. The following is a brief discussion of the ranking of factors in groups, as shown in Table 2. 4.1.1 Group One: Cost Factors The relative importance index (RII) and rank of cost factors are summarized in Table 4. Table:5. Summary of relative importance index and rank of cost factors Cost Factors Group Market share of organization Liquidity of organization Cash flow of project Profit rate of project Overhead percentage of project Project design cost Material & Equipment cost Project labor cost Project overtime cost Motivation cost Cost of rework Cost of variation orders Waste rate of materials Regular project budget update Cost control system Escalation of material prices Differentiation of currency prices Owner RII 0.600 0.729 0.812 0.694 0.647 0.500 0.812 0.741 0.588 0.600 0.588 0.565 0.650 0.638 0.725 0.847 0.788 RANK 12 6 2 8 10 17 2 5 14 12 14 16 9 11 7 1 4 Consultant RII 0.709 0.842 0.800 0.776 0.687 0.688 0.776 0.744 0.600 0.584 0.672 0.688 0.624 0.742 0.728 0.832 0.808 RANK 10 1 4 5 13 11 5 7 16 17 14 11 15 8 9 2 3 Contractor RII RANK 0.726 10 0.839 4 0.848 3 0.739 9 0.662 12 0.582 17 0.813 5 0.739 8 0.617 14 0.609 15 0.587 16 0.662 11 0.639 13 0.743 7 0.765 6 0.889 1 0.874 2 Escalation of material prices has been ranked by the owners’ and contractors’ respondents in the first position. However, this factor has been ranked by the consultants’ respondents in the second position. It is observed that this factor is more important for owners and contractors because escalation of material prices affects the liquidity of owners and the profit rate of contractors. Differentiation of currency prices has been ranked by the owners’ respondents in the 4th position. It has been ranked by the consultants’ respondents in the 3rd position and by the contractors’ respondents in the second position. It is not surprising to find out differentiation of currency prices is more important for contractors than for others because this factor affects contractors' profit rate and cost performance. The cash flow of a project has been ranked by the owners’ respondents in the second position. It has been ranked by the consultants’ respondents in the 4th position and by the contractors’ respondents in the 3rd position. Cash flow is more important for owners and contractors than for consultants, because it can give an important evaluation for the owners' and the contractors' cost performance at any stage of project. Material and equipment cost has been ranked by the owners’ respondents in the second position, but it has been ranked by the consultants’ and the contractors’ respondents in the 5th position. This indicates that this factor is more important for owners than for others. Material and equipment cost is one of the project cost components that affects owners' liquidity and project budget. Liquidity of organisation has been ranked by the owners’ respondents in the 6th position. It has been ranked by the consultants’ respondents in the first position and by the contractors’ respondents in the 4th position. Consultants considered this factor as the most important one because cost performance of any project depends mainly on the organisation liquidity 4.1.2 Group Two: Time Factors The relative importance index and rank of time factors are summarized in Table 6. According to owners, consultants, and contractors, the average delay because of closures leading to materials shortage was the most important performance factor, as it has the first rank among all factors with RII = 0.941 for owners, 0.896 for consultants, and 0.943 for contractors. Local construction projects suffer from complex problems because of closures leading to materials shortage. These problems can be considered as an obstacle for time performance of projects. Unavailability of resources as planned through project duration has been ranked by the owners’ respondents in the 3rd position. It has been ranked by the consultants’ respondents in the 2nd position and by the contractors’ respondents in the 3rd ane. This factor can be considered as important for 3 parties and scores a similar rank from all of them. This factor directly affects the project success such as time. If resources are not available as planned through project duration, the project will suffer from the DOI: 10.9790/1684-12251726 ww.iosrjournals.org 21 | Page Factors Affecting Success Of Construction Project problem of time performance. Average delay in payment from owner to contractor has been ranked by the owners’, consultants’, and contractors’ respondents in the 3rd position. This agreement between parties is traced to disputes that will happen between project parties, when the payment from owner is delayed. This will affect project success, especially time criteria. Table 5. Summary of relative importance index and rank of time factors Time Factors Group Site preparation time Planned time for construction Percentage of orders delivered late Time needed to implement variation orders Time needed to rectify defects Average delay in claim approval Averahe delay in regular payments Unavailability of resources Average delay because of closures leading to material shortage Owner RII 0682. 0.753 0.694 0.706 0.659 0.650 0.824 0.871 0.941 RANK 7 4 6 5 8 9 3 2 1 Consultant RII RANK 0.664 9 0.760 5 0.768 4 0.704 7 0.672 8 0.728 6 0.776 3 0.858 2 0.896 1 Contractor RII RANK 0.596 9 0.765 5 0.774 4 0.693 7 0.639 8 0.765 5 0.839 3 0.904 2 0.943 1 Percentage of orders delivered late has been ranked by the owners’ respondents in the 6th position and by the consultants’ and contractors’ respondents in the 4th position. This factor has the same rank for contractors and consultants and it is more important for them because it is related to contractual relationships between them. The contractor cannot implement any stage through a project without having orders from the project consultant. Planned time for project construction has been ranked by the owners’ respondents in the 4th position and by the consultants’ and contractors’ respondents in the 5th position. This factor is more important for owners as they usually want their projects completed as early as possible. 4.1.3 Group Three: Quality Factors Table 6:Summary of relative importance index and rank of quality factors Quality Factors Group Conformance to specification Unavailability of competent staff Quality of equipment & raw material Quality assessment system in organization Owner RII 0.882 0.859 0.835 0.706 Rank 1 2 3 4 Consultant RII Rank 0.808 3 0.848 1 0.840 2 0.712 4 Contractor RII 0.822 0.865 0.861 0.743 Rank 3 1 2 4 The relative importance index and rank of quality factors are summarized in Table 6. Unavailability of personnel with high experience and qualifications has been ranked by consultants’ and contractors’ respondents in the first position and by owners’ respondents in the second one. This factor is very important for 3 parties because availability of personnel with high experience and qualifications assist them to implement their project with a professional and successful performance. Conformance to specification has been ranked in the first position for owners, but it has been ranked in the 3rd position for both of consultants and contractors. This factor is more important for owners, as it is significant and related to client satisfaction. The owners usually seek to implement their project according to required specifications. Quality of equipment and raw materials in a project has been ranked by the consultants’ and contractors’ respondents in the 2 nd position and by the owners’ respondents in the 3rd one. This factor is more important for consultants and contractors than for owners, as they usually want materials applied in a project to be of good quality and according to specification. 4.1.4 Group Four: Productivity Factors The relative importance index and rank of productivity factors are summarized in Table 7. Sequencing of work according to schedule has been ranked by owners, consultants, and contractors in the first position. This factor is the most important one for 3 parties because sequencing the work according to schedule assists them to conduct a project according to scheduled time for project completion. Management-labor relationship has been ranked by owners’ and contractors’ respondents in the 2nd position and by consultants’ respondents in the 3rd one. This factor is considered as important for 3 parties as management-labor relationship can assist them by strong coordination and motivation between labour level and managerial level. This will lead to an improvement in productivity and performance of projects. Number of new projects per year has been ranked by owners’ and contractors’ respondents in the 5th position and has been ranked by consultants’ respondents in the 3rd position. This factor is considered more important for consultants. Owners and contractors considered the number of new projects/year rarely affect the performance of projects. Consultants believed that number of new projects/year affect the degree of experiences and skills learned from executed projects and that will affect the degree of project performance based on previous or current experiences. DOI: 10.9790/1684-12251726 ww.iosrjournals.org 22 | Page Factors Affecting Success Of Construction Project Table 7: Summary of relative importance index and rank of productivity factors Productivity Factors Group Owner RII 0.729 0.600 0.776 0.776 0.800 Project complexity Number of new projects/year Management-labor relationship Absenteeism rate through project Sequencing of work according to schedule Rank 3 4 2 2 1 Consultant RII Rank 0.712 2 0.688 3 0.688 3 0.688 3 0.812 1 Contractor RII Rank 0.761 3 0.630 5 0.796 2 0.743 4 0.804 1 4.1.5 Group Five: Client Satisfaction Factors The relative importance index and rank of client satisfaction factors are summarized in Table 8. Leadership skills for project managers have been ranked by owners’, consultants’, and contractors’ respondents in the 1st position. This factor is the most important one for 3 parties because leadership skills for project managers affect the degree of project performance and client satisfaction. Number of reworks has been ranked by owners’, consultants’, and contractors’ respondents in the 5th position. This factor has the same rank for 3 parties because number of reworks affect the relationship between them. Number of disputes between owner and project parties have been ranked by owners’ respondents in the 2nd position and by consultants’ and contractors’ respondents in the 4th position. This factor is more important for owners because disputes between owner and project parties will affect relationships between them and the degree of client satisfaction will be affected. All of that affects the performance of project. Information coordination between owner and project parties has been ranked by the owners’ and contractors’ respondents in the 3 rd position and by the consultants’ respondents in the 2nd position. Table 8: Summary of relative importance index and rank of client satisfaction factors Client Satisfaction Group Information coordination between owner and project parties Leadership skills for project manager Speed and reliability of service to owner Number of disputed between owner and project parties Number of rework incidents Owner RII 0.729 0.835 0.718 0.753 0.635 Rank 3 1 4 2 5 Consultant RII Rank 0.792 2 0.848 1 0.744 3 0.728 4 0.712 5 Contractor RII Rank 0.809 3 0.904 1 0.822 2 0.720 4 0.627 5 4.1.6 Group Six: Regular & Community Satisfaction Factors Table 9: Summary of relative importance index and rank of regular & community satisfaction factors Regular & Community Satisfaction Group Cost of compliance to regulators requirements Number of non-compliance events Quality and availability of regulator documentation Site condition problems Owner RII 0.600 0.635 0.647 0.788 Rank 4 3 2 1 Consultant RII Rank 0.648 3 0.624 4 0.736 1 0.712 2 Contractor RII 0.604 0.614 0.653 0.707 Rank 4 3 2 1 The relative importance index and rank of regular and community satisfaction factors are summarized in Table 9. Neighbours and site condition problems have been ranked by the owners’ and contractors’ respondents in the 1st position and by the consultants’ respondents in the second one. This factor is more important for owners and contractors because it is strongly related to client satisfaction and contractors’ performance. Quality and availability of regulator documentation has been ranked by the consultants’ respondents in the 1st position and by the owners’ and contractors’ respondents in the 2 nd position. Quality and availability of regulator documentation is more important for consultants because it affects the performance of consultants and community satisfaction. It can be understood, that there is a strong agreement between owners and contractors for ranking all regular and community satisfaction factors because they are more related to contractors' performance and client satisfaction. Generally, it can be said that 3 parties are in agreement for ranking these factors. 4.1.7 Group Seven: People Factors Table 10: Summary of relative importance index and rank of people factors. People Factors Group Employee attitudes Recruitment and competent developments Employees motivation Belonging to work DOI: 10.9790/1684-12251726 Owner RII 0.682 0.753 0.765 0.835 Rank 4 3 2 1 Consultant RII Rank 0.728 2 0.688 4 0.696 3 0.736 1 ww.iosrjournals.org Contractor RII Rank 0.795 3 0.809 2 0.791 4 0.849 1 23 | Page Factors Affecting Success Of Construction Project The relative importance index and rank of people factors are summarized in Table 10. Belonging to work it has been ranked by the owners, consultants, and contractors respondents in the 1 st position. This factor is the most important one for 3 parties because belonging to work usually improves productivity and performance of project. Employees' motivation has been ranked by the owners’ respondents in the 2 nd position. It has been ranked by the consultants’ respondents in the 3rd position and by the contractors’ respondents in the 4th position. 4.1.8 Group Eight: Health & Safety Factors Table 11: Summary of relative importance index and rank of health & safety factors Health & Safety Factors Application of health & safety organization Project location is safe to reach Reportable accidents rate in project Assurance rate of project factors in Owner RII 0.700 Rank 2 Consultant RII Rank 0.728 1 Contractor RII Rank 0.787 1 0.694 0.729 0.671 3 1 4 0.704 0.680 0.642 0.774 0.600 0.635 2 3 4 2 4 3 The relative importance index and rank of health and safety factors are summarized in Table 11. Application of health and safety factors in organizations has been ranked by the consultants’ and contractors’ respondents in 1st position, but has been ranked by the owners’ respondents in the 2 nd one. However, this factor is very important for 3 parties because application of health and safety factors in construction projects will improve overall performance of such projects. Reportable accident rate in project has been ranked by the owners’ respondents in the 1st position. It has been ranked by the consultants’ respondents in the 3 rd position and by the contractors’ respondents in the 4th position. Owners considered this factor as the most important one, because reportable accident rate usually affects the safety performance and the client satisfaction degree in construction projects. Ease of access to the site (location of project) has been ranked by the owners’ respondents in the 3rd position and by the consultants’ and contractors’ respondent in the 2nd position. This factor is more important for consultants and contractors because the access to the site is more relevant to them and affects the degree of safety for their employees. 4.1.9 Group Nine: Innovation & Learning Factors Table 12: Summary of relative importance index and rank of innovation & learning factors Innovation & Learning Factors Learning from own experience and past history Learning from best practice and experience of others Work group Review of failures and solving them Owner RII 0.847 0.824 0.776 0.824 Rank 1 2 4 3 Consultant RII 0.752 0.760 0.736 0.752 Rank 2 1 4 2 Contractor RII 0.818 0.822 0.787 0.809 Rank 2 1 4 3 The relative importance index and rank of innovation and learning factors are summarized in Table 12. Learning from own experience and past history has been ranked by the owners’ respondents in the 1 st position and by the consultants’ and contractors’ respondents in the 2nd position. This factor is more important for owners than for others. Owners can use their own experience and past history to improve and develop performance of their current and future projects. Learning from best practice and experience of others has been ranked by the owners’ respondents in the 3rd position and by the consultants’ and contractors’ respondents in the 1st position. Contractors and consultants considered this factor as a more important one than owners did. This is because learning from best practice and experience of others can improve and develop consultants’ and contractors’ performance. Training the human resources in the skills demanded by the project has been ranked by the owners’ respondents in the 2nd position. It has been ranked by the consultants’ respondents in the 5th position and by the contractors’ respondents in the 4th one. 4.1.10 Group Ten: Environment Factors Table 13: Summary of relative importance index and rank of environment factors. Environment Factors Group Air quality Noise level Wastes around the site Climate condition Owner RII 0588. 0.565 0.635 0.729 Rank 3 4 2 1 Consultant RII Rank 0.592 2 0.512 4 0.584 3 0.686 1 Contractor RII 0.671 0.613 0.649 0.707 Rank 2 4 3 1 The relative importance index and rank of environment factors are summarized in Table 13. Climate condition at the site has been ranked by the owners’, consultants’, and contractors’ respondents in the 1 st position. This factor is the most important one for them, because it affects the productivity and time DOI: 10.9790/1684-12251726 ww.iosrjournals.org 24 | Page Factors Affecting Success Of Construction Project performance of the project. Noise level has been ranked by the owners’, consultants’, and contractors’ respondents in the 4th position. However, for all parties a noise level is less important than other environmental factors because it is rarely an issue. Generally, noise level affects the productivity performance of construction projects. V. Conclusion A questionnaire-based survey was used to elicit the attitude of owners, consultants, and contractors towards factors affecting the performance of construction projects in India. 120 questionnaires were distributed as follows: 25 to owners, 35 to consultants and 60 to contractors. 88 questionnaires (73%) were returned as follows: 17 from owners, 25 from consultants, and 46 from contractors as respondents. The respondents were asked to indicate the level of importance of each of the 60 factors of success as not important, slightly, moderately, very, and extremely important. The results indicated that the average delay because of closures leading to materials shortage was the most important performance factor, as it has the first rank among all factors from the perspectives of owners, consultants, and contractors. This agreement between all target groups is traced to the difficult political situation. The most important factors agreed by the owners, consultants, and contractors as the main factors affecting the success of construction projects were: escalation of material prices, availability of resources as planned through project duration, average delay because of closures leading to materials shortage, availability of personnel with a high experience and qualifications, quality of equipment and raw materials in project, and leadership skills for project managers. The authors recommended to develop human resources in the construction industry through proper and continuous training programs about construction projects performance. These programs can update participants’ knowledge and can assist them to be more familiar with project management techniques and processes. Owners are encouraged to facilitate payment to contractors in order to overcome delay, disputes, and claims. All managerial levels should participate in sensitive and important decision-making. Continuous coordination and relationship between project participants are required through project life cycle for solving problems and developing project success. Consultants should be more interested in design cost by using multi-criteria analysis and choosing the most economical criteria in order to improve their performance and to increase owners’ satisfaction. In addition, consultants are urged to facilitate and expedite orders delivered to contractors to obtain better time performance and to minimize disputes and claims. Contractors should not increase the number of projects that cannot be performed successfully. In addition, contractors should consider political and business environment risks in their cost estimation for overcoming delay because of closures leading to materials shortages. There should be adequate contingency allowances in order to cover increases in material cost. Proper motivation and safety systems should be established for improving the productivity performance of construction projects. Greater application of health and safety factors are necessary to overcome problems of safety performance. Contractors are counseled to minimize waste rates through project implementation for improving cost. They should be more interested in conformance to project specification to overcome disputes, time, and cost performance problems. Quality materials should be of a greater interest for contractors in order to improve cost, time, and quality performance. This can be done by applying quality training and meetings that are necessary for performing an improvement. Contractors are urged to be more interested in sequencing of work according to schedule. In addition, contractors should have a cost engineer in their projects to successfully control costs. References Journal Papers [1]. [2]. [3]. [4]. [5]. [6]. [7]. [8]. [9]. [10]. 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