Impact of Cause and Effect on Project Performance and Mitigation Management

Construction project management is critical to the success of construction projects, with the performance of project managers (PMRs) playing a central role. Despite its importance, previous studies have highlighted the poor performance of construction organizations in Nigeria, such as project delays and cost overruns and the need for proper project management practices. However, the specific performance of PMRs in the Nigerian construction industry (NCI) has not been extensively studied. To address this issue, this study aims to identify the causes of underperformance among PMRs in the NCI by examining the tasks where PMRs underperform and the extent of this underperformance and its effect on motivational support from organizations. Data were collected through 206 questionnaires and 36 semi-structured interviews with organizations and project managers. Descriptive analysis was conducted to evaluate project management (PM) practices as well as the level of motivational support provided to PMRs. The analysis revealed that PMRs underperform in more than 60% of tasks but outperform in 20%. Underperformance refers to the tasks in which PMRs performed less than the expected contributions set by the organization, while outperformance describes tasks where PMRs exceeded the organization’s expectations. The analysis also revealed low motivational support of PMR. Correlation analysis was conducted to investigate whether motivational support influences PMR performance, and the results indicated a two-way causal relationship between underperformance and low motivational support. This study integrated a game theory model with regression analysis to show that (stay, support) is the dominant solution for project managers and organizations, provided the net contribution of support is positive. In this context, “stay” refers to PMRs continuing working with their current organization, while “support” refers to the motivational support provided by the organization to enhance the commitment and performance of the PMRs. However, current support levels may not be enough to cause PMRs to begin to outperform. In addition, regression analysis was conducted between the degree of underperformance and motivational factors, and we conducted a preliminary simulation by increasing these values of regression coefficients. The results indicated that while motivational support from organizations can improve PMRs performance, its effectiveness is limited. Factors such as corruption, political pressures, and organizational culture have a greater impact on performance. Addressing these factors may be more crucial for enhancing performance and project outcomes than focusing only on motivational support. Therefore, the Nigerian construction industry needs to implement institutional changes alongside motivational strategies to improve PMRs performance and project success.

Organizational leadership is a key factor affecting the management performance of complex construction projects, but seldom have studies attempted to explore the effect mechanisms of organizational leadership on the project management performance, especially the mediating role of project citizenship behavior. The purpose of this study is to fill this gap by investigating the effects of organizational leadership on project citizenship behavior and management performance in complex construction projects. The theoretical model is constructed based on a literature review, and exploratory factor analyses (EFA) are performed on 169 valid questionnaires collected to measure organizational leadership, then partial least squares-structural equation modeling (PLS-SEM) is used to test the hypotheses. The results show that (i) organizational leadership is measured as vision guiding, context interacting, team building, and systems thinking; (ii) vision guiding and context interacting have both direct and indirect effects on the project management performance, and team building can only improve the project management performance by influencing the project citizenship behavior, whereas systems thinking has no significant effect on project citizenship behavior and the project management performance in complex construction projects; (iii) and project citizenship behavior partly mediates the influence of organizational leadership on the project management performance, and the effect of organizational leadership on the project management performance is more realized through the mediating role of project citizenship behavior. The results have a significant theoretical and practical significance for improving the project management performance.

The construction industry was critical to Malaysia's economic growth. Despite its importance, major construction firms frequently faced project failure and delays, resulting in an inability to meet deadlines. Nearly 80 percent of outcomes in Malaysia involved cost overruns and project delays, affecting approximately 95 percent of homebuyers affected by the postponement of 580 projects in 2022. As of February 28, 2023, 581 projects had been reported as being delayed. Based on existing literature, and practical gaps this study proposed that effective project governance was one of the critical factors that could improve project performance and enable construction businesses to thrive in a competitive industry environment. Likewise, empirical evidence on the mediating role of benefit management and project management risk, as well as the moderating role of top management support, were still limited. Therefore, the study aimed to fill this knowledge gap by experimentally investigating the role of benefit management and project management risk as the mediator, as well as top management support as a moderator between effective project governance and project performance. Keywords: Project Governance, Project Performance Management, Construction Industry, Quantitative Research.

Environmental factors and work performance of project managers in the construction industry

The Project and Finance Management System is a web-based application designed to streamline the management of organizational projects and their associated financial activities. This system aims to provide a comprehensive solution for project tracking, resource allocation, task management, and budget control, all integrated into a single platform. Developed using PHP and MySQL, the system enables project managers, team members, and financial officers to efficiently collaborate and track real-time project progress and financial transactions. The application includes project creation, status tracking, financial transactions (income and expenses), budgeting, and financial reporting, allowing for clear insights into project performance and financial health. The system also supports user roles (admin, manager, employee) to ensure appropriate access control and data security. Admins can add, modify, or delete projects and manage user roles, while project managers can update project statuses and track associated financial data. Users can input financial transactions related to each project, ensuring accurate tracking of funds, while generating reports that provide detailed overviews of income, expenses, and overall project financial status. By integrating both project management and finance tracking into a unified system, the application enhances organizational efficiency, reduces the risk of errors, and provides clear visibility into project timelines and budgets. This design facilitates better decision-making, ensures that projects are completed within financial constraints, and provides historical financial data to inform future projects. Additionally, the system's use of PHP and MySQL ensures scalability, reliability, and ease of maintenance, making it an ideal solution for organizations of various sizes looking to improve their project and finance management processes. Is a web-based application designed to streamline the management of organizational projects and their associated financial activities. This system aims to provide a comprehensive solution for project tracking, resource allocation, task management, and budget control, all integrated into a single platform. Developed using PHP and MySQL, the system enables project managers, team members, and financial officers to efficiently collaborate and track project progress and financial transactions real-time. The application includes features such as project creation, status tracking, financial transactions (income and expenses), budgeting, and financial reporting, allowing for clear insights into both project performance and financial health. The system also supports user roles (admin, manager, employee) to ensure appropriate access control and data security. Admins can add, modify, or delete projects and manage user roles, while project managers can update project statuses and track associated financial data. Users can input financial transactions related to each project, ensuring accurate tracking of funds, while generating reports that provide detailed overviews of income, expenses, and overall project financial status. By integrating both project management and finance tracking into a unified system, the application enhances organizational efficiency, reduces the risk of errors, and provides clear visibility into project timelines and budgets. This design facilitates better decision-making, ensures that projects are completed within financial constraints, and provides historical financial data to inform future projects. Additionally, the system's use of PHP and MySQL ensures scalability, reliability, and ease of maintenance, making it an ideal solution for organizations of various sizes looking to improve their project and finance management processes.

Renowned offshore organizations are drifting towards collaborative exertion to win and implement international projects for business gains. However, devoid of financial constraints, with the availability of skilled professionals, and despite improved project management practices through state-of-the-art tools and techniques, project delays have become a norm these days. This situation calls for exploring the factor(s) affecting the bonding between project management performance and project success. In the context of the well-known 3M's of project management (that is, manpower, machinery, and materials), machinery and materials are dependent upon manpower. Because the body of knowledge inveterate on the influence of national culture on men, hence, the realization of the impact on the link between project management performance and project success need to be investigated in detail to arrive at the possible cause(s) of project delays. This research initiative was, therefore, undertaken to fill the research gap. The unit of analysis for the proposed research excretion was the individuals who had worked on skyscraper construction projects. In reverent studies, project management is best described using construction examples. It is due to this reason that the project oriented city of Dubai was chosen to reconnoiter on causes of project delays. A structured questionnaire survey was disseminated online with the courtesy of the Project Management Institute local chapter to carry out the cross-sectional study. The Construction Industry Institute, Austin, of the United States of America along with 23 high-rise builders in Dubai were also contacted by email requesting for their contribution to the study and providing them with the online link to the survey questionnaire. The reliability of the instrument was warranted using Cronbach's alpha coefficient of 0.70. The appropriateness of sampling adequacy and homogeneity in variance was ensured by keeping Kaiser–Meyer–Olkin (KMO) and Bartlett's test of sphericity in the range ≥ 0.60 and < 0.05, respectively. Factor analysis was used to verify construct validity. During exploratory factor analysis, all items were loaded using a threshold of 0.4. Four hundred and seventeen respondents, including members from top management, project managers, and project staff, contributed to the study. The link between project management performance and project success was significant at 0.01 level (2-tailed), and 0.05 level (2-tailed) for Pearson's correlation. Before initiating the moderator analysis test for linearity, multicollinearity, outliers, leverage points and influential cases, test for homoscedasticity and normality were carried out which are prerequisites for conducting moderator review. The moderator analysis, using a macro named PROCESS, was performed to verify the hypothesis that national culture has an influence on the said link. The empirical findings, when compared with Hofstede's results, showed high power distance as the cause of construction project delays in Dubai. The research outcome calls for the project sponsors and top management to reshape their project management strategy and allow for low power distance between management and project personnel for timely completion of projects.

Using the regions of Arusha, Dar es Salaam, Dodoma, Morogooro, and Pwani as a case study, this research investigates how project management techniques affect the execution of public building projects in Tanzania. The study used the theory of construction management, the theory of the built environment, and resource mobilization theory to form its theoretical basis. The performance of construction projects in the aforementioned regions was monitored by the research project using the descriptive research approach. The study included government construction projects initiated between 2016 and 2024. Purposive sampling and simple random sampling were the sampling techniques used in this investigation. IBM's Statistical Package for the Social Sciences (SPSS) program (version 25.0) was used to import the data. Descriptive statistics like frequency and percentage were the main tools used in this study's data analysis. Additionally, multiple regression, analysis of variance (ANOVA), and Pearson correlation were employed. The results of the study showed that project performance in Tanzania's construction industry was positively and significantly impacted by project management, resource scheduling, project communication management, and project monitoring and evaluation. According to the study, companies should have a project management plan that is started by the project managers and used as a project tool or device during the execution and monitoring phases. Additionally, all project managers should ensure that they have an adequate number of project team members and strike a balance between overstaffing and understaffing. The study concludes that when a firm has monitoring and evaluation mechanisms in place, it will increase the chance of rectifying deviations and hence have effective performance.

The purpose of this research is to examine is to investigate the determinants of project management effectiveness and performance on public projects in Rwanda a case of Three Stones International Rwanda. More specifically, the study is motivated by the following particular objectives: To determine the effects of project finance on performance of Three Stones International Rwanda's projects, To explore the effects of beneficiary involvement on the performance of Three Stones International Rwanda, the effects of monitoring and evaluation on the performance of Three Stones International Rwanda and to assess the influence of Project leadership on project performance of Three Stones International Rwanda. This research will help the Rwandan government, to better comprehend the significance of efficient project management on the success of public projects in Rwanda, in particular planners and decision-makers involved in capacity building. Because it inspires them to conduct research on related subjects, this study will be beneficial to other researchers. The researcher employed a descriptive research design, with a sample size of 213 and a target population of 459, in order to achieve on research objectives, the primary data was obtained using questionnaires and an examination of the supporting documentation was utilized to gather the secondary data. The acquired data was analyzed using regression, correlation, and mean calculations in SPSS version 21. Tables was utilized to illustrate the findings, and a pilot study was conducted to evaluate the validity and dependability of the instruments used to gather the data. After collecting and analyzing data the following responses were obtained. The Pearson coefficient correlation showed that there is strongly positive correlation of 852 (r=0.852) between beneficiary involvement and public project performance. The study concluded that project managers emphasize on the availability of project finance, beneficiary’ involvement, monitoring and evaluation and project leadership to boost public project performance. The study recommended that the project managers should focus highly on the effective utilization of allocated resources to avoid any misuse of financial resources. Keywords: Project Management, project management effectiveness, Performance of public project

As project management and performance management as management applications gain momentum in public sector settings, the question often arise as to if, how, and when these applications should complement each other in various policy implementation and service delivery initiatives. Answers to this question should be sought from various vantage points or perspectives. These vantage points may range from macro, meso, micro as well as theoretical-methodological perspectives.The purpose of this paper is to unlock the potential for transdisciplinary contributions between Project Management and Performance Management by focusing on the methodologies, functional areas, and practical applications of both management disciplines. It is argued that the respective methodologies and their processes should be unpacked to identify the timing or moment when each discipline could, and should, make a contribution to the success of the other. This will add value to the theoretical underpinnings and practical applications of both study domains in the public sector. The respective contributions are illustrated by means of application realities of both management practices in the South African Public Service.Keywords: project management, performance management, Public Sector applications, transdisciplinarityDisciplines: project management, performance management

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PurposeThe purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage.Design/methodology/approachThis paper analyzes data from responses to an online survey by 198 North American Project Management Institute®members. Exploratory factor analysis is used to identify characteristics of project management assets and project management performance outcomes.FindingsIn total, six factors that comprised the characteristics of project management assets, three factors that comprised organizational support for project management assets, and two factors that comprised the project management performance outcomes were extracted.Research limitations/implicationsLimitations of this study include sample size, response rate, and self‐report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between project management assets and performance outcomes.Practical implicationsThis study draws managerial attention to project management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support.Originality/valueFew papers have applied the resource based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of project management as a source of competitive advantage.

Objective - The building sector is essential to Malaysia's economic expansion. Despite its significance, large construction companies usually experience delays and project failure, affecting 95% of homebuyers due to 580 delayed projects in 2022. By February 28, 2023, 581 projects had been reported as delayed. Methodology/Technique – This study experimentally examines the relationship between effective project governance and project performance in 390 Malaysian construction companies, using a framework based on agency theory and assessed with partial least squares structured equation modeling. Finding – Benefit management serves as a mediator between project performance and effective project governance, and top management support has a positive moderating influence. Novelty – The study highlights the importance of preventive measures, enhancing team and project manager roles, and forming strategic alliances for improved project governance. Type of Paper: Empirical JEL Classification: H60, H61, M10, M11. Keywords: Effective project governance; project management risk; benefit management; top management support; project performance. Reference to this paper should be referred to as follows: Abdullah, F.C.B; Indiran, L; Krishnan, A; Pavithran, S.N. (2024). The Impact of Moderation Analysis Between Effective Project Governance and Project Performance Management in Malaysia’s Construction Industry, GATR-Global J. Bus. Soc. Sci. Review, 12(3), 114–124. https://doi.org/10.35609/gjbssr.2024.12.3(2)

This research examined project management practices and performance in Rwanda's construction industry, with a focus on the Kigali Golf Club and Kigali ARENA projects. It assessed the impact of monitoring and evaluation practices, project risk management, and project leadership skills on performance. The study employs a mixed-method approach, collecting data from 166 respondents across various departments using questionnaires and interviews. The findings emphasize the significance of project monitoring and evaluation (mean score of 4.63), project risk management (mean score of 4.415), and project leadership skills (mean score of 4.63) in contributing to construction project performance. Overall, effective project management practices, including monitoring, evaluation, risk management, and leadership skills, are crucial for success in Rwanda's construction industry. Keywords: Project management, Practices, Performance, Construction projects, Rwanda

This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a model, labelled the project management performance assessment (PMPA) model, based upon the EFQM business excellence model. The model proposes six criteria for assessing PM performance: project management leadership; project management staff; project management policy and strategy; project management partnerships and resources; project life cycle management processes; and project management key performance indicators. Using data from an empirical study of PM practice in UK organisations, the paper uses PMPA as a framework to explore variations in the character of PM performance. It is concluded that there are variations in attitudes and behaviour in each of these areas and that these variations may be used to help measure levels of PM performance.

This study explores the relationship between Project management practices and the performance of educational projects, specifically focusing on Constituency Development Fund (CDF) funded educational infrastructure projects in Mavoko Constituency, Kenya. The study sets the stage for understanding how various management practices influence the success of educational projects financed through the CDF. It provides a comprehensive background on the role of CDF in educational development, outlining the significance of effective project management practices in enhancing project outcomes. The study articulates the problem statement as inconsistences performance of educational infrastructure (cost, time, quality) due to, substandard construction, and resource misallocation hence need for better project management practices. The objectives of the study were to examine the project management practices employed in the implementation of CDF-funded educational projects in Mavoko Constituency; To assess the performance of CDF-funded educational projects in Mavoko Constituency in terms of cost, time, quality, and stakeholder satisfaction; To determine the relationship between project management practices and the performance of CDF-funded educational projects in Mavoko Constituency. The research focuses on key theories namely, Project Management Theory, Stakeholder Theory, and Results-Based Management (RBM) aiming to evaluate the impact of project planning, stakeholder management, and quality management, on project performance. The study employed descriptive research design since it describes the characteristics of a population without manipulating variables. The target population was 800 participants from a total population of 105, both primary and secondary public schools. The sample size included 266 respondents selected through stratified random sampling techniques. Primary data collected using a questionnaire issued to a sample population of respondents in teachers, CDF officers, project team at selected schools within Mavoko constituency. and analyzed using statistical page for the social sciences (SPSS). The study employed standardized data collection procedures and rigorous analysis techniques to ensure reliability, using Cronbach’s Alpha. To enhance validity, this study triangulated data from interviews and questionaries to strengthen the evidence base and ensure that the findings robustly address the research questions. A pilot test was conducted at Kathiani Primary School with 10% of sample size to establish both the content validity and reliability of the questionnaire. Regression analysis analyzed the relationship between two variables and made predictions, inferring causal relationships, provided the assumptions are met. between variables. Data was presented with descriptive statistics. Study findings were: Inadequate Planning, 47% disagreed that planning was sufficient. limited Stakeholder Involvement, 41% felt that engagement was inconsistent and Weak Monitoring and Evaluation, 50% disagreed on the regularity of monitoring practices. Finally, the study concluded that strengthening project planning practices—specifically in planning, stakeholder involvement, and monitoring & evaluation is essential for enhancing project performance. It recommends prioritizing training for project managers on effective planning tools. Additionally, institutionalizing stakeholder engagement through a participatory approach in project identification, planning, and implementation is vital to foster collaboration and ensure that all stakeholders are actively involved. Implementing these recommendations can significantly improve project outcomes.