Introduction
The construction industry has a great impact on the development of the economy. The effective implementation of construction programs depends on many factors, among which the management of construction organizations can be identified. Shortcomings in the economic and organizational management system lead to a low level of manageability by the construction industry. Considering a separate construction organization as an element of the construction industry system and having studied its internal and external relations related to management activities, it is possible to identify ways to improve construction.
The main requirements in modern market conditions for the organizational and production structure of a construction organization have become rapid adaptation to changes in the external environment. For the construction complex in conditions of constant instability and acute shortage of resources, the issues of system-wide management of a construction organization are crucial. Often, attempts to selectively introduce some methods of project management in construction organizations do not give the positive results that are expected from their application. One of the possible reasons for this phenomenon is the lack of systematic scientific and methodological foundations for the management of construction organizations based on project management. To achieve success in construction project management, it is necessary to use practical recommendations for the project managers. Using the right methodology for assessing success, the project manager can identify and minimize risks, costs and ensure compliance with project schedules.
Criteria For Defining Project Success
After the project is completed, each project needs outcome indicators to confirm whether the goals set at the beginning have been achieved. These indicators will serve as feedback for future projects and to complete the cycle of continuous improvement. Therefore, it is necessary to use leading indicators that will help achieve the expected goals. Measuring success in the construction industry can be done using a variety of approaches. The indicators used in such measurements can be divided into performance indicators, process indicators and leading indicators.
Benchmarking is a tool for determining the success of all types of enterprises and projects, often used by construction companies. It implies that projects should combine three aspects during their implementation: society, environment and economy. For this reason, it is considered that the vertical structure of the control panel should consist of criteria such as cost, time, quality, environment and society. One of the most important leading indicators are the experience of designers, continuous and updated training, proactivity and teamwork. While performing the comparative analysis, criteria should take into account the entire life cycle of the project. They should not focus on the construction phase and neglect monitoring of the project in the early stages, which is crucial for the success of the project. Thus, the successful implementation of structural project management is expressed in a balanced high ratio of the listed indicators during the entire life cycle of the project.
Methods To Achieve Project Success
The organization of construction production should ensure that all organizational, technical and technological solutions are focused on achieving the final result. Setting such a goal as commissioning an object with the necessary quality and on time is an effective method to achieve the success of the project. When organizing construction production, the coordinated work of all participants in the construction of the facility should be ensured with the coordination of their activities by the general contractor. Its decisions on issues related to the implementation of approved work plans and schedules should be binding on all participants, regardless of departmental subordination. During construction, it is absolutely necessary to comply with the requirements of environmental protection.
Ways to achieve the goals of a construction project can, in particular, be the expansion of technological specialization in the performance of construction and installation works. The use of combined organizational forms of management based on a rational combination of industrial and construction production will also be effective in construction. The above provisions fix the most fundamental points and general requirements that make it possible to achieve success in a structural project. These refinements need to be developed taking into account the interaction between various knowledge areas.
A Case in A Specific Project
In the case study considered by Lotfi, the criteria of a successful construction project, such as time, cost, quality, energy, and environment, were used in conditions of limited resources (Lotfi et al., 2022). The choice of specific design solutions was determined by the results of engineering surveys. Managers were also guided by the assessment of technological and economic efficiency. In addition, it was assessed as the minimum impact of the project on the environment at the stage of both the project implementation and its operation. Out of several variants of the construction schemes, one was chosen, which seems to be the most promising for implementation according to the specified parameters and within the specified construction time.
This project was implemented in a short time and at the lowest cost. The savings amounted to almost 500 thousand dollars from the initially planned amount of the project, which indicates an efficient allocation of financial resources (Lotfi et al., 2022). The deadlines for the project did not go beyond the planned ones. The project was complex and took into account all possible risks of implementation. All measures to prevent risky situations have been developed and taken into account. The project team’s work schedules are also competently compiled. Thus, the case study of bridge construction, taking into account the criteria listed in the work for evaluating the success of a construction project, is a demonstration of their feasibility.
Conclusion
In the course of the research conducted within the framework of this work, the peculiarities of applying the definition of success to construction project teams were studied. The relationship between efficiency and effectiveness indicators in evaluating the activities of construction project teams was also revealed. In addition, criteria for the success of construction projects were formulated and a direct relationship between them and the performance indicators of the construction project team was revealed.
A review of modern criteria for indicators of construction projects shows that there is a well-established combination of different types of success indicators. It does not contribute to obtaining effective monitoring of projects in the industry. First of all, to obtain such indicators, a tool such as benchmarking can be used. It takes into account the phases of the project life cycle, on the one hand, and the criteria for the success of the project, on the other. Each of the indicators of the construction project result is included in the control panel. Then, a group of results and leading indicators is proposed for construction projects. The organization of these indicators makes it easy to determine what each indicator refers to, thereby showing where to focus improvement efforts. This tool using interaction between various knowledge areas will help to implement in practice the monitoring of the success of a construction project management based on indicators.
References
Lotfi, R., Yadegari, Z., Hosseini, S. H., Khameneh, A. H., Tirkolaee, E. B., & Weber, J. W. (2022). A robust time-cost-quality-energy-environment trade-off with resource constrained in project management: A case study for a bridge construction project. Journal Of Industrial and Management Optimization, 18(1), 375-396. Web.