Key project management practices affecting Singaporean firms’ project performance in China

Abstract

Foreign (non-mainland Chinese) architectural, engineering and construction (AEC) firms may face difficulties managing construction projects in China because they are unfamiliar with this new operating environment. This study investigates project management (PM) practices adopted by Singaporean AEC firms in China. It determines the performance level of their projects in China; identifies PM practices that led to better performance; and recommends key PM practices that could be adopted by foreign AEC firms in China to achieve project success. A structured questionnaire was designed and data were collected via a self-administered postal and email survey, targeting Singaporean AEC firms that had undertaken and managed projects in China. The study finds that certain PM practices do indeed affect project performance. The most important of these are practices relating to scope management, such as controlling the quality of the contract document, quality of response to perceived variations and extent of changes to the contract. It is recommended that foreign firms adopt some of the PM practices highlighted in this study to help them achieve better project performance in China.