Escolar Documentos
Profissional Documentos
Cultura Documentos
by
GISELA GABA
SEPTEMBER 2013
Gisela Gaba
September 2013
ACKNOWLEDGEMENT
First of all, I give thanks to the Almighty God for granting me the grace, wisdom, courage and
perseverance to pursue my masters degree.
Secondly I thank my parents Florence and Paul, my sister Pauline and brother Paul for giving
me support and encouragement throughout my studies.
Thirdly I would like to thank Dr. Nathaniel Boso for the giving me guidance and supports
during this dissertation process, and for believing in me. Mr. Peter McLennan program
director for always proving sound advice and direction in my academic work.
Finally, my greatest appreciation goes to my lecturers for imparting invaluable knowledge to
me during my Masters degree and to all those who played a part in making stay in the United
Kingdom a memorable one.
TABLE OF CONTENTS
Acknowledgement ....................................................................................................................................1
Table of contents ......................................................................................................................................2
List of tabels .............................................................................................................................................4
List of figures ...........................................................................................................................................4
List of appenices .......................................................................................................................................4
Abstract.....................................................................................................................................................5
Chapter one .............................................................................................................................................6
1.
Introduction......................................................................................................................................6
1.1. An overview ..................................................................................................................................6
1.2. Research gaps ................................................................................................................................7
1.3. Research aim .................................................................................................................................8
1.4. Research objectives .......................................................................................................................8
1.5. Importance of the study .................................................................................................................9
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September 2013
LIST OF TABELS
Table 2.1: Comparison between DBB and DB delivery systems.12
Table 2.2: Summry of findings on different dimensions and perspective of projects success.18
Table 2.3: Competing strands of public procurement...20
Table 4.1: Factor analysis validating research items....29
Table 4.2: Descriptive statistics, correlations and reliability tests30
Table 5.1: Results of the hypothesis tests.38
LIST OF FIGURES
Figure 1. Stages of a Construction project delivery process10
Figure 2. Construction project success model..11
Figure 3: Design-bid-build project delivery model..14
Figure 4. Design-build project delivery....14
Figure 5. Theoretical framework of research model.22
Figure 6. Research process...25
Figure 7: Positions held by respondents...27
Figure 8: Frequency Distribution of Design Build...31
Figure 9: Frequency Distribution of Design-Bid-Build variable..32
Figure 10: Frequency Distribution of Emphasis on project control Variable...33
Figure 11: Frequency Distribution of Cost Minimisation Variable..................34
Figure 12: Frequency Distribution of Project Effectiveness Variable..............35
Figure 13: Frequency Distribution of Project Quality Variable.......................36
Figure 14: Interacion between DBB and DB systems..39
Figure 15: Interaction between DB and cost minimisation..............................40
Figure 16: Interaction between DB and project control....................................40
LIST OF APPENICES
Appendix I: Cover letter for survey questionnaire...55
Appendix II: Survey questionnaire...56
Appendix III: Coding and factor analysis of variable measures.......................58
Gisela Gaba
September 2013
ABSTRACT
Achieving projects success continues to be a challenge for project owners in public sector
organisations, and ambiguity in what defines project success makes it more challenging to
identify specific factors that affect it. The purpose of this study is to develop a theoretical
framework to examine the effects of design-bid-build (DBB) and design-build (DB) delivery
systems on project success from the owners perspective. The research investigates the extent
to which project success is determined by DBB and DB delivery systems when project
owners more or less emphasises cost minimisation versus project control. The link between
project success and project quality is also explored. Findings from a study of public sector
organisations in Ghana reveal a significant relationship between DBB and DB systems and
construction project success. The study finds that projects are more effective when the
delivery system in place is a combination of high levels of DBB and low levels of DB. The
study also finds that project effectiveness in the public sector in Ghana is enhanced when DB
is high and when emphasis on cost minimization is high. The study finds that projects are
more successful when high levels of DB are implemented and when owners emphasize higher
levels of control on projects. Thus, cost minimisation and project control do not seem to
influence the effect of DBB on project success. Finally, project effectiveness is found to be
positively associated with high levels of project quality.
CHAPTER ONE
1. INTRODUCTION
1.1. An Overview
Project delivery systems are critical for achieving project success as they entail an essential
aspects of an organisations strategic planning and management processes that seek to
minimise risks and uncertainties. It has been argued that one major factor that often derail
project success is poor management of the delivery system, such that in many occassions
underperforming delivery systems tend to undermine the inevitable uncertainties that need to
be overcome to avoid project failures (Smith, 1999).
The construction industry is one area of project management that has very much been plagued
with project failures. It has been contended that the diverse and multifaceted nature of
construction projects make it more difficult to plan for, forecast, manage and control
(Smith and Jaggar, 2007 p.12), such that decisions taken in the preliminary stages of project
management process are critical to project success (Miller et al, 2000). For example, some
researchers have argued that decisions made in the initial phases of a projects life cycle
have a much greater influence on a projects outcome than decisions made in later phases
(Miller et al, 2000 p. 60). It has also been established that project success varies from
different perspectives (Davies, 2013) and can be looked at from multiple dimensions such as
achieving project objectives, user satisfaction, operational performance and functionality.
Projects are strategic activities initiated to create economic value and competitive
advantage (Shenhar et al, 2002 p. 699), and both large and small organisations in private and
public sectors undertake projects to achieve business goals and objectives. Therefore, the
effective execution and management of a project delivery system (PDS) as mentioned, should
be considered critical, as it has been found to be a major determinant of successful projects
(Doloi, 2012; Chen et al, 2011; Erikson Westerberg, 2010). However, a major concern in
project execution is the extent to which an appropriate PDS selected have long-term effects or
implications on project performance after completion. While there are multiple project
delivery systems [PDSs], design-bid-build (DBB) and design build (DB) are viewed as the
most widely adopted systems by both private and publics sector in the construction industry
(Chen et al, 2010, p. 599; Ameyaw, 2009). Both delivery systems are viewed to have the
potential to deliver owner satisfaction and achieve successful project outcomes. The
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characteristic strengths and weaknesses of both systems effects on project success may
present an opportunity to project owners to adopt a combination or hybrid of both systems:
that is the impact of one system may reduce the negative effect of the other and inclusion of
other elements like construction management or facility management can improve the success
rate of projects realised though DB and DBB project delivery systems (Miller et al, 2000).
However, high levels of project success can be achieved if the effects of the project delivery
systems on project success are clearly established, and measures are taken by the owner to
eliminate or retain these effects to the benefit of stakeholders (Wang and Huang, 2005).
Studies indicate that the delivery method and the institutional context within which projects
are delivered has important implications for achieving project objectives and project owners
play a significant role in determining project success (Wang and Huang, 2005). These
authors also contend that the institutional context, developed versus developing, with its
related institutional supports and challenges can impinge on the capacity of organisations,
private or public, to attain project success (Ameyaw, Mensah and Osei-Tutu, 2012).
scanty. Therefore, this study aims to examine the extent to which effect of DBB and DB
delivery systems on project success are moderated by owner emphasis on control projects and
owners emphasis on minimizing cost.
Several scholars have also raised concerns regarding the validity of transfering knowledge of
project management from Western developed contexts to non-Western developing economy
contexts (e.g. Hoskinsson et al., 2000). The theoretical basis for this concern is that the
institutional context in developed nations and strikingly different from the institutional setting
in developing nations (Arnold and Quelch, 1998). For example, conditions in developed
nations, where the vast majority of empirical studies have been conducted on project delivery
system have been conducted, are advanced with modern sophisticated project delivery and
tracking systems. Yet, in developing nations, especially those in African nations such as
Ghana, institutions supportive of efficient project delivery (e.g. auditing system, modern
technology, and courts) are weak and complicated with poor enforcement of rules of business
transactions. In this respect, this study argues that it would be erroneous to simply transpose
know of project delivery systems in developed nations to developing nations with undertaking
thorough empirical assessment. Accordingly, the third purpose of the current study is to
investigate the project delivery systems and the contingency factors considered in the context
of public sector organisation in Ghana, a developing nation south of the Sahara.
Examine the extent to which DBB and DB project delivery systems influence project
Investigate the extent to which owner emphasis on cost minimisation and control
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September 2013
CHAPTER TWO
BACKGROUND
2.1 Definitions
2.1.1 Project delivery process
A project process is defined as the key sequential steps followed in project executions, and
the level of detail is dependent of the development methodology used (Griffins Enterprise).
Smith (1999) suggests processes involved in undertaking a project rage between six to twelve
steps depending on the type of project. According to a book of knowledge (BoK) in the
construction industry, delivering a construction project involves eight processes as shown in
Figure 1 below. Thus, both DBB and DB systems constitute these processes, but the
difference in level of involvement of the project owners in the various stages, distribution of
tasks and project management responsibility. This is discussed further in chapter 3.
Figure 1. Stages of a Construction project delivery process
Pre-feasibility
Feasibility
Design
DESIGN (Owner)
DESIGN (Contractor)
Contrant/
Pocurement
implementation
Commissioning
Hand Over
Operation
BID
BUILD (Contractor)
BUILD (Contractor)
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September 2013
Korkmaz, Swarup and Reily, 2011; Toor and Ogunlana, 2009b; Shcenlar et al, 2002). Various
studies reveal various critical success factors that influence CP success (Abraham, 2002;
Chen et al, 2010; Hwang and Lim, 2013; Meredith and Mantel, 2010; Yu et al, 2005), which
centre on factors shown in Chaus (1999) model in Figure 2. The model illustrates the
interconnection between critical success factors in CP.
Figure 2. Construction project success model
11
system adopted is dependent on the objective and type of the project in question. Therefore
based on this definition a PDS can be described as various processes required in materialising
the goals and objective of a client into a project through integrated project team efforts (Chen
et al, 2011).
Table 2.1: Comparison between DBB and DB delivery systems
Project team
Risk
DBB Design-bid-build
Fragmented roles and Strongly
hierarchical hindering collaboration
Owner bears the greatest risk and
contractor bears the least risk
Process
Selection criteria
of contractor
Mostly
based
on
the
lowest
construction /bid price criteria, and
rarely base on best qualification
Control
DB Design -build
Integration of design and build team,
open and collaborative
Contractor bears greatest risk cost
and construction risk, while owner
bears minimal risk.
Concurrent and multi-level, early
contribution and sharing of project
knowledge.
Commonly based on best value and
qualification criteria, price evaluation
is base on fees and gross cost rather
than construction cost
Contractor bears a maximum control
of design and construction process
In table 1, the main characteristics of DBB and DB delivery systems are outlined to give a
clear indication of weaknesses and strengths of the systems.
A PDS acts as a management function of the owner in project execution (Chen et al, 2010
p.598), thus the PDS gives the owner added advantage in controlling key success
determinants- cost, time and quality. Based on Table 2.1, it can be said that emphasis on cost
and projecct control can contribut to increase in projects success. Other PDSs emphasize
management functions in project delivery to ensure success, example: contract-management
(CM), construction management at Risk (CMAR), engineering procurement construction
(EPC) and integrated project deliver (IPD) (CMAA, 2012).
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September 2013
Given the historical background of Ghanas economy1 coupled with challenges of limited
financial resources as in other countries, majority of projects are funded through internal and
external borrowing, grants from bilateral and multi lateral sources and public-privatepartnerships (MOFEP, 2010 p.5). The terms and conditions of financial agreements linked to
these funds have led to an increase in the adoption of DB system as the better alternative
(Asomoa-Amono, 2010 p.4), which eliminates benefits of competition and market forces.
The DBB is predominantly used in government funded project delivery in accordance with
Ghanas Public Procurement Law 2003 guidelines (Act 663), to ensure accountability,
transparency, but studies reveal an increase in cost overruns, delayed completion,
unsatisfactory outcomes and unmet project objectives (Ameyaw, 2008). Thus, the adoption of
DB systems is deemed a solution to the limitation of DBB2 in construction project delivery
(Ameyaw, 2009).
The decision made in the selection of a project delivery system for a project impacts all
phases of execution of the project and greatly impacts the efficiency of project execution
(Oyetunji and Anderson, 2006).
2 Ameyaw (2009)
13
Owners
Guideprojects
to Project Delivery
Methods
- August 2012 due to
(NAO, 2005; Ren, Kwao and yang, 2012),CMAA
public
sector
are more
complicated
12
the
number
of tostakeholders
involved
and Lim, 2013), and the constraints on
CMAA
Owners Guide
Project Delivery Methods
- August(Hwang
2012
financial resources and unstructured project delivery system processes (Anvuur,
Kumaraswamy, Male, 2006). This elevates the challenge for project project managers.
14
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September 2013
In 2010 the Building and Construction Authority (BCA) in Singapore estimated between $21
billion - $27 billion in construction contracts, and between $18 billion and $25 billion in
2011 and 2012 respectively (Hwang and Lim, 2013 p.204). Similarly in England, the cost of
public sector construction projects completed between 2003 and 2008 is estimated 20
million (NAO, 2009 p.6). Needless to say, this confirms the role of construction projects in
economic growth of a country (Hwang and Lim, 2013), and minimising cost is critical.
Globalization has led to participation of international construction bodies in project delivery
in emerging economies like Ghana, this further complicates project delivery processes like
negotiations, decision-making and problem solving (Hwang and Lim, 2013 p.204).
Additionally, externalities such as politics, economy, society and culture, as well as
dynamic internal risks (Kim et al, 2007 p.1961) pose challenges in controlling the execution
of PDSs.
Toor and Ogunlana describe the construction industry in Thailand as vibrant, diversified and
fragmented with various approaches of executing projects (Toor and Ogunlana, 2009), this is
not any different from the situation in Ghana and other parts of the world. Design
complexity, personnel competence for the job, effective planning and control, commitment to
project goals, effective communication between project participants have been identified by
various studies as key factors leading to realisation of successful construction projects (Doloi,
2012; Toor and Ogunlana, 2007 p. 425; Fringpong, Oluwoye and Crawford; Arts and FinchEll, 2012; Dainty, Cheng and Moor, 2003).
Notwithstanding, the ultimate challenge and responsibility lies with industry professionals
and practitioners implementing projects to ensure optimum completion, functionality and
operations of the project facility whiles delivering maximum satisfaction of all stakeholders
(Wang anf Huang, 2005). There is no empirical evidence that relates the effects of PDSs
adopted to the success or failure of construction projects, but it is pointed out that effects of
unintegrated processes/stages and project team efforts influence optimal project out-comes
(Mollaoglu-Korkmaz, Swarup and Riley, 2011p.71). PDSs like the DBB method present a
higher possibility of the latter (AIACC, 2007).
was invested in the construction industry (Ren, Kwaw and Yang, 2012), from both foreign
and local investors in both private and public sector. Weak public sector institutional support
and ambiguous legislative framework in the construction industry cause project delivery
systems to fail to deliver expected outcomes and stakeholder expectations (Charles, 2006).
The complex nature and uniqueness of construction projects as previously mention amount to
some level of uncertainty and changes during implementation, therefore control of the
delivery process and the owners emphasis on critical factors influence the outcome of the
project (Amaeyam, Mensah and Aurthur, 2011).
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September 2013
Doloi (2012) also identifies key risk attributes that influence cost, time and operational
performance of projects, and they include the financial structure, government policy and
design complexity (Doloi, 2012 p.316). He opines that, little emphasis is put on performance
of project facilities after completion due to the focus put on project evaluation context
(Doloi, 2012 p.316).
However, De Wit (1988) suggests it is essential that a distinction is made between project
success and the success of the project management effort (De Wit, 1988 p.164), where
project success is dependent on the degree to which project objectives are met (i.e. the impact
of the final project outcome), whiles project management success is dependent on meeting
time, cost and quality objectives (De Wit, 1988). Studies on project delivery do reveal
majority of project fail as a result of poor management of PDS (Ren, Kwaw and Yang, 2012),
but studies subsequent to his work integrate both project and project management success to
mean the same due to the evolution of the scope and demand of CP in recent times (Dainty,
Cheng and Moore, 2003). Heravi and Ilbeigi (2012), developed on the DeWits theory by
developing a quantitative model which evaluates project success based on the product success
(effect of the final product) and project management success (meeting cost, time and quality
objectives), and argues that the perspective considered in defining project success play a
critical part (Heravi and Ilbeigi, 2012).
The different dimensions and perspectives of project success identified from existing
literature are listed in Table 2.2. Its concluded that stakeholders perceive success based on
factors considered critical to their area of interest (Diallo and Thuiller, 2004; Griffin and
Page, 1996). For instance, an end users perspective of a successful project is based on
satisfaction derived (Lim and Mohamed, 1999).
17
Perspective of project
success
Model/ technique to
determine success
Haravi
and
Ilbeigi (2012)
Contractors perspective
Index-based model
(Quantitative model)
Chinowsky,
Taylor
and
Marco (2011)
Grau, Back and
Prince, (2012)
Organisations
perspective
Project
Network
Interdependency
Alignment (PNIA).
Alzahrani and
Emsley (2012)
Overall project
completion)
Post
construction
evaluation perspective
Mark
(1995)
and
Operator/
perspective
Logistic
regression
techniques and factor
analysis
Soft landing framework
Lim
and
Mohamed
(1999)
Toor
and
Ogunlana (2010)
Conceptual,
Construction
operational phase
and
Micro
and
perspective
Construction
stakeholders perspective
Empirical investigation
Customer satisfaction
professional liability
Construction participants
perspective
Analytical
Hierarchy
Process (AHP)
Ling (2004)
Contractors perspective
Performance metrics
Toor
and
Ogunlana (2007)
Construction professional
Factor grouping.
COMs of success
Schenhar et al
(2002)
Multidimensional;
(1) Project efficiency, (2) Impact on the
customer,
(3) Direct business and organizational
success,
(4) Preparing for the future
Objective (cost, schedule, performance
and safety) and subjective (quality)
success metrics
Strategic perspective
Project
guidelines
Project
personnel
(CPSS)
Construction
project success Survey
tool
way
Hughes, Tippett
and
Thomas
(2003)
(successful
and
minimal
end
user
macro
management
Conceptual theory
managers
After a critical review of the varoius dimentions listed in Table 2.2, the research evaluates
success based on both objectve (cost, time and quality of specifications) and subjective
criteria (effectiveness and quality) from the owners perspective. David Potts (2002) talks
extensively about project appraisals as a technique used to determine the desirability and
feasibility of projects form different stakeholder perspectives (David Potts, 2002): for
instance, from an owners perspective, a successful project is one delivered within estimated
time, cost and according to specifications but from a contractors perspective this might be
dependent on profit margins and turn around (Reiss, 1995).
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September 2013
Hence, the core problem lies with the systems and approaches that are applied to the
management of new building projects rather than any technological or methodological issues
that are unique to construction (Brown, Hinks and Sneddon, 2001 p.119).
The National audit offices (NAO) (2011) study on 40 major projects in the United Kingdom
stated that quality of project initiation (planning and design) is highly predictive of project
success (NAO, 2011 p.4) over the long term. This supports the theory of this research that,
the PDS adopted can have long-term effects on efficient and effective operations after
completion.
satisfaction and quality. This can be related to the situation in Ghana. In table 2.3, the last
column lists out the commercial, regulatory and social provision made in Ghana to address
the key themes listed.
Table 2.3: Competing strands of public procurement.
Strand
Key themes
Commercial
Regulatory
Achieved through
(UK)
Value
for
money
Economy
Efficiency
Effectiveness
Competition
Compliance
Transparency
Equality
Accountability
Current
(GHANA)
Competition/competitive
tendering Legislation
Closer relationships with
suppliers/Contractors
Longer contracts (PFI/PPP)
Facilities management
EU
Public
Procurement
Directives
HM Treasury Tendering
Procedures
Organizational
tendering
rules
Competitive/
competitive tendering
Longer
commercial
contract
Social
Public
interest
Employment
concerns
Environment
al policy
Best Value
Contract compliance
TUPE
Social exclusion
Economic development
Green buying guides
situation
Economic
development
Mandatory
content
Inclusion of
suppliers
local
local
Adapted from Andrew Erridge and John McIlroy (2002). Public Procurement and Supply Management
Strategies. Public Policy and Administration 17 (52)
Drawing from the literature review, the operational definition of project success adapted for
this study is focused on two dimensions from the owners/end-users perspective Drawing
from the literature review, the operational definition of project success adapted for this study
is focused on two dimensions from the owners/end-users perspective
1. Effectiveness: An effective project outcome would imply that project objectives are met
(cost, time, specifications and safety), fitness of purpose and maximum end-user
satisfaction. (i.e. functionality and availability (Ling, 2005))
2. Quality: operational performance of final product (i.e. guarantees optimum service
delivery, minimum operational and maintenance costs) (Heravi and Ilbeigi, 2012).
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CHAPTER THREE
HYPOTHESES DEVELOPMENT
3.1 Overview
This chapter develops a theoretical framework based on deductions made the literature
review, to address research objective of the study. The key variable are extracted from
research objectives listed below, to determine how they relate to each other.
a.
Examining the extent to which DBB and DB project delivery systems influence
project success, looking at success from an effectiveness and quality perspective.
b.
Investigating the extent to which owner emphasis on cost and control hinders or
increases the effects of both systems on project success.
c.
21
Literature suggests that to ensure high level of quality in DBB projects, there should be a
balance between price and qualification selection criteria (Ling, 2005), and adopting DBB
system with an additional project/construction management function increases control over
execution and certain critical aspects which leads to project success (CMAA, 2012). The main
criticism of the DBB system is its failure to meet schedules and cost expectations (Ameyaw,
2009), and a lack of coordination between the design and construction phases (Tenah, 2001).
But Reiss (1995) argues, project objective are achieved based on the type and urgency of the
project and how its objectives are prioritised (Reiss, 1995). The first hypothesis is developed
based on this.
Hypothesis 1 (H1): High levels of DBB delivery system will have a positive effect on project
effectiveness.
Owner
emphasis:
-
Project
cost
minimisation
-Project
Control
H4
Design
bid
build
(DBB)
Combination
of
DBB
and
DB
H5
H1
Project
success
-Effectiveness
H2
H6
H3
Project Quality
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this system include project coordination due to the combined contracting of design and
construction phase, involvement of contractor in the design phase, which results in better
quality of design. (Tenah, 2001; Trauner consulting service, 2007). Criticisms of the system
include minimal involvement of owner in design and construction, little guarantee of clients
expectations or technical specification due to the lack of checks and monitoring of on-going
works and the owner is allowed very little control of the process (Tenah, 2001). To determine
the effect of DB systems on project success, the second hypothesis is developed:
Hypothesis 2 (H2): High levels of DB delivery system will have a positive effect on project
effectiveness.
Miller et al (2000), in his study suggest the simultaneous adoption of multiple project delivery
methods. They argue that both DBB and DB systems can adopted in coherence, to take
advantage of their strengths for greater project success a third hypothesis is developed.
Hypothesis 3 (H3): The effect of execution of high levels of both DB and DBB delivery
system result in high project effectiveness
The model of the DBB described in the previous chapter contracts separate entities to execute
the design and construction phase of projects, giving the owner maximum control over project
management, cost and final project outcome. Tenah (2001) describes the execution of DBB as
sequential (Tenah, 2001 p.33), which increases the potential for time and scheduled delays
that have cost implications (Meredith and Mantel, 2010). Whereas in DB systems, a single
entity is contracted to execute the design and construction of a project based on owners
requirements, meaning the final outcome is to a large extent determined to a large extent by
competence, comprehension, communication and commitment (Toor and Ogunlana, 2007
p.425) of contractors team. The model of the DB system allows for very little participation of
the owner and majority of the risk is transferred to the contractor (Xia and Chan, 2010).
Further to this, If the owner wants to control the project, it is better to select DBB; if the
owner wants to minimize the risk, DB would be a better choice (Chen et al claims, 2010).
The later could imply in this case that, owner emphasis on variables like control and cost may
23
act to facilitate or inhibit the extent to which the delivery system is perceived to affect project
success (project effectiveness and quality). Hypotheses 4 and 5 are developed to test this.
Hypothesis 4 (H4): The effect of DBB delivery system on project effectiveness will be higher
when owner emphasis is on cost minimisation and lower when owners emphasis is on
control.
Hypothesis 5 (H5): The effect of DB delivery system on project effectiveness will be higher
when owners emphasis is on project control and lower when owners emphasis is on cost
minimisation.
It is argued there is distinction between achieving project/product success and project
management success (DeWit, 1988 and Heravi and Ilbeigi, 2012), where product success is
related to the attributes of the final outcome and project management success is related to
achieving pre-set objectives on cost, time and quality specification. To determine how DBB
and DB systems influence project success, not only in relation to a subjective criteria effectiveness (defined in Chapter 2) but also in relation to post completion success - project
quality. Hypothesis 6 was developed to discover whether project effectiveness was a
mechanism through which DBB and/or DB system can achieve project quality.
Hypothesis 6 (H6): The effect of high levels of project effectiveness (project success) is
related to greater levels of project quality.
In sum, based on literature reviewed six hypotheses were developed to determine the
relationship between independent variable-DBB and DB and dependent variable-project
effectiveness, and the role of moderating variables- cost and control on achieving project
success (effectiveness) in public sector organisation.
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CHAPTER FOUR
RESEARCH METHODOLOGY
4.1 Overview
The research methodology outlines the systematic approach adopted to achieve the objectives
of the research and provide empirical evidence to support it (Cooper and Schindler, 2010). To
undertake this investigation, a quantitative approach was adopted to provide empirical
evidence to explain the relationship between project delivery systems
(DBB or DB)
implemented and key variables identified as critical in achieving project success (i.e. cost
minimization, project control), and how they interact to achieve project effectiveness and high
project (quality success).
The research followed a sequence of steps illustrated flow in Figure 6 below.
Figure 6: Research process
Preliminary
research
on
topic
Literature
review
and
Design
of
survey
questionnai
res
&
Data
collection
Data
analysis,
testing
hypotheses
&
findings
Validate
theoretical
framework
25
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A total of 120 questionnaires were distributed, with the target of achieving a response rate of
80 per cent, but on completion of the survey 101 valid responses were received, giving a
response rate of 84.2 per cent higher that the set target. This provided adequate data for
statistical inferences for the research. The response rate of 84 per cent, which is very high,
could be as a result of the following factors:
1. Questionnaire were handed out manually to respondents by the researcher with a cover
letter (Appendix I) explaining the purpose of the study.
2. Familiarity of the researcher in dealing with public sector organisations due to prior
business relationships with various sectorial Ministries.
3. Clarity of questions and type of questions used could have influences the respondents
willingness to complete the questionnaires
4. Familiarity of the researcher with working with various sector ministries prior to the
research facilitated distribution of questionnaire and increased access to respondents.
26%
14%
20%
Directors
Project
managers
40%
Consultants
Others
27
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Standard
Mean Deviation
5.77 3.827
4.871 1.405
5.059 1.353
8 Project Quality
5.670 1.102
1
2
.266** .081
.074
.141
.025
.102
.118
.398** .172
.322** .152
.260** .102
.873
.559** .781
.375** .488** .812
.299** .217*
.309** .715
.184
-.023
.122
.612** .605
.119
.024
.249*
Note:
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Inter-variable correlations are reported at the lower half of the diagonal, and the alpha reliability values are reported in the
diagonal.
29
Composite
Variables/
Factors
Design Bid Build
Questions (Items)
Factor
Loading
1.
.697
2.
3.
4.
2
Design
(DB)
Build
1.
2.
3.
Project Control
Cost minimisation
Effectiveness
Project Quality
1.
2.
3.
4.
5.
1.
2.
3.
4.
1.
2.
1.
2.
3.
1.011
.698
.
730
.717
.760
.799
.542
.761
.879
.643
.618
.668
.553
.655
.643
.667
.637
.673
.671
.701
30
Gisela Gaba
September 2013
31
32
Gisela Gaba
September 2013
34
Gisela Gaba
September 2013
35
36
Gisela Gaba
September 2013
CHAPTER FIVE
FINDINGS
37
While the above results may be taken to imply H1 is rejected and H2 is supported, one also
needs to be cautious in drawing conclusions from the above results due to the nature of H3, H4
and H5. For example, it can be said that H1 and H2 are part of H3, such that if H3 is supported,
H1 and H2 are rejected. Looking at Table 6 again, the combined effect of DBB and DB on
project effectiveness is negative and significant ( = -.192; t-value = -1.464; p < .10), which
can be taken to mean that H1, H2 and H3 are all rejected. However, looking at the moderating
impacts of cost minimisation and project control on DBB/DB project effectiveness
relationship, some more interesting findings are uncovered.
Table 5.1: Results of the hypothesis tests
Project effectiveness
Collinearity Statistics
Projectquality Tolerance VIF
Model 1
Model 3
DBB
-.225
DB
.126
Emphasis on cost minimisation .626
Emphasis on Control
-.009
DB x DBB
DBB x Cost minimisation
DB x Cost minimisation
DBB x Control
DB x Control
Project effectiveness
Model fit characteristics
R2 (% of variance explained) .410
R2 (Change in % of variance) -
Model 2
t
-2.223
1.290
7.428
-.095
-.096
.090
.592
.099
-.192
.081
-.136
.177
.259
-.826
.825
7.055
.983
-1.464
.771
-1.457
.862
1.385
.509
.482
.082
t
.598
1.674
.649
.865
.712
.330
.521
.655
.135
.163
1.541
1.156
1.404
3.032
1.919
1.527
7.426
6.135
5.891
.260
-
First, focusing on the effect of cost minimisation, it was found that the effect of DBB and cost
minimisation interaction on project effectiveness was non-significant ( = .081; t-value =
.771; p>.10), while the DB and cost minimisation interaction is significantly negative ( = .136; t-value = -1.457; p<.10). Further to this, the effect of the interaction between DBB and
project control is positive but non-significant ( = .177; t-value = .862; p>.10), whereas the
effect of the interaction between DB and control on effectiveness is positive and significant (
= .259; t-value = 1.385; p<.10). These later findings imply that H1 and H4, corresponding to
the effect of DBB on effectiveness are consistently rejected under all conditions considered.
Thus, high levels of DBB lead to decreases in project effectiveness (i.e. project success), even
when owners emphasis either cost minimisation or project control.
38
Gisela Gaba
September 2013
On the other hand, high levels of DB are found to be related to increases in project
effectiveness and these positive effects further is amplified when owners emphasis on control
is greater and when owners emphasis on cost minimisation is lower. Thus, H2 and H5 are
supported. In sum, the study concludes that the impact of DBB and DB on project success is
not simply a matter of a direct relationship, but rather a question of how these project delivery
systems are managed together, and the extent to which owners emphasises cost minimisation
versus control.
Finally, the study looks at the extent to which project success or effectiveness is related to
project quality levels. From Table 5.1, it can be seen that project effectiveness explains 26%
variation in project quality, and its effect on project quality is significant at 1% level ( =
.509; t= 5.891; p<.01). Thus, H6 is strongly supported, suggesting that higher levels of project
effectiveness are related to greater levels of project quality.
Project effectiveness
4.5
4
3.5
Low DB
High DB
2.5
2
1.5
1
Low DBB
High DBB
39
In the interaction between DB and cost minimisation, the best scenario for project
effectiveness in the public sector in Ghana is when DB is high and when emphasis on cost
minimization is also high as shown in Figure 15 below.
Figure 15: Interaction between DB and cost minimisation
5
Project effectiveness
4.5
4
3.5
Low Cost
minimisation
High Cost
minimisation
3
2.5
2
1.5
1
Low DB
High DB
Finally, from the interaction plotted in Figure 16, it can be said that projects are more
successful when high levels of DB are implemented and when owners emphasize higher
levels of control on projects
Figure 16: Interaction between DB and project control
5
Project effectiveness
4.5
4
3.5
3
Low Control
2.5
High Control
2
1.5
1
Low DB
High DB
40
CHAPTER SIX
CONCLUSION, IMPLICATIONS AND LIMITATIONS
6.1 Conclusion
The purpose of this research was to investigates the individual and joint impacts of DBB and
DB on project effectiveness (project success) under differing levels of owners cost
minimisation and project control emphasises and how project effectiveness eventually relates
to project quality outcome. This theoretical framework is studied within the context of public
sector organisations in Ghana. The argument put forward is that, the appropriateness of a
PDS adopted can positively or negatively affect project success dependent on whether or not
their joint implementation is preferred to implementation of individual PDS, and owners
emphasis on achieving cost minimisation or project control in construction projects. Findings
indicate that DBB and DB combination is strongly related to high levels of effectiveness
(project success), with latter also positively related to quality outcomes of construction
projects. Findings also indicate that projects are more effective when the delivery system in
place is a combination of high levels of DBB and low levels of DB. The study also finds that
project effectiveness in the public sector in Ghana is enhanced when DB is high and when
emphasis on cost minimization is high. The study finds that projects are more successful
when high levels of DB are implemented and when owners emphasize higher levels of
control on projects. Thus, cost minimisation and project control emphases do not seem to
influence the effect of DBB on project success. Theoretical, managerial and policy
implications of these findings are discussed below.
driver project success. Thus, a theoretical implication here is that when the effectiveness of
one system increases, the effectiveness of the other system decreases and the vice versa.
When both systems are adopted simultaneously the outcome is superior relative to when the
systems are adopted in isolation.
A practical implications for project managers is that, adopting high levels of DBB systems
(i.e. contracting design and construction services independent of each other, selecting
contractor solely based on lowest bid criteria according to the norm without
construction/project management functions in place) will have negative effects on project
success. On the contrary high levels of DB systems with emphasis on control relate to
increase in project success. This implies that contracting of a single entity in executing design
and construction phased has positive effect in project delivery, but the project manager must
ensure participation in both design and construction phases to achieve project success.
Focusing on reducing cost in DB systems, can lead to the contractor providing inferior
designs and low quality construction service, which will negatively affect project
effectiveness and overall quality.
Key finding if the study supports the theory that PDSs are directly related to project success
and the final quality outcome of projects (Chen et al, 2010), and further illustrates there could
positive benefits when these systems are implemented together to complement each other
(Miller et al, 2000). Additionally, when factors like cost minimisation and project control are
emphasised by the owner in the implementation process, the effects could be greater. Chen et
al suggests that PDSs provide owners channel to control and manage the execution process
(Chen et al, 2010), and the significant effect of DB on project success when project control is
high proves this as H5 was supported. Drawing from the finding we realise that DB has a
positively significant effects on project success when there is moderated by project control.
The same cannot be said for DBB; its interaction with project success is negative and when
moderated by cost or control does not yield a significant effect: hence the rejection of H1 and
H4. This can be explained the characteristics of the DBB system that appoints separate
entities to execute design and construction phases, which increases the possibility of gaps or
lapses in project execution resulting in undesired project outcomes poor project coordination
and delayed execution of project phases (AIACC, 2007; Tauner consulting service, 2007;
CMAA, 2012). The implication for manager is some delivery systems like the DB offer better
medium for owners to achieve a high level of project success when the owners objective is
42
to control aspects of the delivery system. Meredith and Mantel (2010) emphasizes the need
for a project management to ensure efficient allocation of resources and control project
activities (Meredith and Mantel, 2010).
Looking at the effects of combined interaction of DBB and DB systems with project
effectiveness, the best scenario to adopt is when high levels of DBB and low levels of DB are
implemented in a project. From the analysis it was revealed that simultaneously
implementing DBB and DB present competing implications to project managers, therefore
there should be a balance or. This supports Ibbs et als (2003) assertion that no project
delivery system can be deemed appropriate for a specific project (Ibbs et al, 2003 p.382),
and the adoption of multiple project systems allows for greater public benefits (Miller et al,
2000 p.66). Implication here is, both systems possess positive attributes that when managed
can contribute to effective projects, therefore it will be presumptuous of public sector owners
to select one system over the other without considering the benefits of implementing both in
DBB and DB in varying proportions.
Looking at the moderating roles of emphasis on cost minimisation versus project control on
DBB and DB and how this affects project effectiveness, very interesting observation were
made in relation to DB system. Findings from the study reveal that cost minimisation
negatively moderates achieving high levels of project success when high levels of DB are
implemented with high emphasis on cost minimisation. From literature, its gathered that DB
systems restrict the involvement of owners (Table 2.1) in the design and construction phases
and in controlling cost, project schedules and technical specification (Tenah, 2001; AIACC,
2007). This supports Hughes, Tippett and Thomass claim that the competence and
experience of the design-build team affects quality of DB projects (Hughes, Tippett and
Thomas, 2003). The implication here for the project owner is that, when adopting DB
systems in project delivery there should be checks and balance measures in place to minimise
cost or the adoption on robust price evaluation techniques should be used when allocating
project budgets.
On the other hand the interaction of DBB and cost minimisation was positive but nonsignificant, which implies, emphasis on cost in DBB projects has relation to achieving project
success. Implying that, when project owners adopt DBB system to deliver a project focusing
on reducing cost will not necessarily increase or decrease the possibility of achieving a
43
successful project therefore efforts should be made in emphasising other aspects like process
integration (Way, 2005) or system management (DeWit, 1988).
Cost attributes of a project is identified by most studies as a critical factor/ criteria for
determining or measuring success of a project, and this is usually defined by meeting
budgets, avoiding cost overruns and getting value for money (Atkinson, 1999; Dainty, Cheng
and Moore, 2003; Ahsan and Gunawan, 2009). DeWit argues that, cost measure the progress
of a project not success (DeWit, 1988), but based on the afore mentioned, it can be said that
cost is a priority of most project participants, in terms of cost savings for owner and
minimum risk: profit margins and minimal expense for contractors and best value for project
stakeholders in general.
Cost minimisation as a moderating factor for achieving project success as shown earlier, has
a negatively significant effect on project success when emphasized its emphasized. This
could imply two things in relation to project owners: first emphasis on cost minimisation in
DB system can lead to selecting contractors based on lowest construction price at the expense
of high quality service or materials and secondly, setting early budgets which provides little
room for accommodate proposed changes by the contractor to increase project quality or
contingencies that might have cost implications (Ling, 2005).
For policy makers in public sector organisations, the implication here is, other factors should
be considered when selecting DB or DBB systems. Selecting a PDS based solely on financial
objectives can lead to increased possibility of unsuccessful projects especially in DB.
Empirical evidence shows there has been a 5% increase in the adoption of DB systems (Chen
et al, 2010 p.598) as an alternative to DBB systems due to 30% faster delivery time and 13%
cost reduction (Ameyaw, 2009 p.3), even though the impact is negative in this case it might
hold true in other sectors due to the uniqueness and variation of each project.
Having adequate control of a PDS translates into various positive outcomes like meeting
schedule of works, effective communication, effective allocation of resources and achieving
project and project management objectives. As mentioned earlier in chapter 2, making the
distinction between project success and project management success (Haravi and Ilbeigi,
2012) allows for project manager to develop effect strategies in approaching project
execution (Griffin and Page, 1996). Hence, project control as a moderating factor of the
44
effects of DBB and DB on project effectiveness reveals a positive but non-significant
relationship with DBB and a positive and very significant effect of their interaction.
This reveals that when a DBB system is adopted, project success may or may not be achieved
irrespective of emphasis put on project control. Implying that, to achieve successful project
though DBB systems emphasis can be put on other critical factors identified in literature like
process integration (Way, 2005) or effective construction management (CMAA, 2012) aside
control. The significant interaction effect further confirms that projects are more successful
when high levels of DB are implemented and when owners emphasize higher levels of
control on projects.
Effectiveness in the context of this study was identified as the desired outcome of a
successful PDS project, and further to this it was determined how effectiveness related to
project quality. Based on the analysis, there was a significant relationship between the two:
high levels of project effectiveness were related to greater levels of project quality.
When the end product of a project (i.e. the project facility) is realised through either DBB or
DB system, and its able to deliver optimum services and function as its expected, it can be
said that project success (effectiveness) is achieved but the operational performance of the
project after completions attests to the level of quality attained. The implication of this to
project/facility mangers is that, project quality is not dependent on whether DBB or DB
system is adopted, but depends on the level of success of the outcome of the project (i.e. in
this context the level of project effectiveness). Bearing in mind project success varies from
project to project Meaning certain factors need to be present to improve project quality,
examples include superior design and equipment quality, competent project participants,
functionality and availability of facility, empirical evidence from research work by Ling
(2005) confirms that adopting DBB or DB does not directly relate the level of project quality
achieved (Ling, 2005).
in most developing economies like Ghana. Despite the introductory letter attached to the
questionnaire to explain the purpose of the survey, some respondent were apprehensive about
disclosing information willingly.
Another limitation was the possible effect of the sample size of the data set. Perhaps the
statistical power (correlation coefficient) of variables understudy could have influenced,
resulting in high multicollinearity. Subtle interaction between variables that were interpreted
as non-significant below 5% could have been significant in a larger sample size (Kahane,
2008).
Considering the findings of this study, ther is an opportunity for furthe studies to discover
how applicable this theory is to other project delivery systems, and investigate how emphasis
on cost and control affect project success and if possible how other moderating variables like
time interacts with project success. In addition investigating the theory in the context of
private sector organisations and perspective, can determine the generalization of the findings
in the study.
It would be interesting to study a larger sample to find out if there could be a significant
relationship between DBB and project effectiveness when owners emphasis is on cost
minimisation or project control , and also discover the resulting effects on project quality.
46
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54
APPENICIES
Appendix I: Cover letter for survey questionnaire
55
SECTION
1:
REGARDING
YOUR
PROJECT
DELIVERY
SYSTEM
To
what
extent
does
your
project
delivery
system
follow
the
following
processes?
Please
circle
the
number
that
best
describe
the
condition
in
your
organization.
Not
at
Neutra
To
an
In
our
organization
we:
all
l
extreme
extent
1.
normally
use
two
or
more
solicitations
and
procurement
steps
to
complete
one
construction
project
1
2
3
4
5
6
7
2.
often
enter
into
a
contract
with
an
architect/engineer
firm
that
provides
design
services
based
on
the
requirements
we
provide
1
2
3
4
5
6
7
3.
typically
ask
an
architect/engineer
firm
for
deliverables
including
plans
and
specifications
for
the
construction
of
the
project
1
2
3
4
5
6
7
4.
normally
use
these
deliverables
as
a
basis
to
make
a
separate
contract
with
a
construction
company
1
2
3
4
5
6
7
5.
we
tend
to
provide
requirements
for
specific
projects
1
2
3
4
5
6
7
6.
we
award
a
contract
to
one
company
who
will
both
design
and
build
a
project
for
us
1
2
3
4
5
6
7
7.
there
normally
is
only
one
procurement
step
to
select
one
construction
company
to
complete
a
project
1
2
3
4
5
6
7
8.
we
often
allow
one
contract
between
us
and
one
construction
company
1
2
3
4
5
6
7
SECTION
2:
REGARDING
YOUR
PROJECT
OBJECTIVES
A.
To
what
extent
does
your
organization
consider
the
following
project
objectives
important
to
the
success
of
projects?
Extremely
unimporta
Somewhat
Extremely
nt
important
important
1.
Meeting
or
exceeding
our
cost
objectives
1
2
3
4
5
6
7
Meeting
or
exceeding
schedule
2.
objectives
Emphasizing
operational
safety
in
the
3.
design
philosophy
4.
Emphasizing
safety
in
construction
1
Attaining
high
quality
of
the
constructed
5.
facility
1
56
6.
Maximizing
plant
reliability
7.
Achieving
customer
satisfaction
8.
Optimizing
risk/return
9.
Minimizing
contractor
scope
changes
1
2
3
4
5
6
7
B:
To
what
extent
has
your
organization
achieved
its
project
objectives
in
terms
of
the
following
indicators?
Below
Above
expectation
Average
expectation
1.
Unit
cost
1
2
3
4
5
6
7
2.
Cost
growth
1
2
3
4
5
6
7
3.
Development
cost
1
2
3
4
5
6
7
4.
Construction
speed
1
2
3
4
5
6
7
5.
Delivery
speed
1
2
3
4
5
6
7
6.
Schedule
growth
1
2
3
4
5
6
7
7.
Turnover
quality
1
2
3
4
5
6
7
8.
System
quality
1
2
3
4
5
6
7
9.
Equipment
quality
1
2
3
4
5
6
7
10.
Meeting
quality
specifications
1
2
3
4
5
6
7
11.
Meet
client
satisfaction
1
2
3
4
5
6
7
Type
of
company?
organization
------This
is
the
end
the
questionnaire.
Thank
you
for
participating
in
this
study------
57
Item code
DBB1
DBB2
DBB3
DBB4
DB1
DB2
DB3
DB4
CONT 1
CONT2
C0NT3
CONT4
CONT5
CONT6
CONT7
Item
Normally use two or more
solicitations and procurement
steps to complete one
construction project
Often enter into a contract with an
architecture/engineering firm that
provides design services based on
the requirements we provide
Typically ask an
architecture/engineering firm for
deliverables including plans and
specifications for the construction
of the project
Normally use these deliverables
as a basis to make a separate
contract with a construction
company
We tend to provide requirements
for specific projects
We award a contract to one
company who will both design
and build a project for us
There normally is only one
procurement step to select one
construction company to complete
a project
We often allow one contract
between us and one construction
company
Meeting or exceeding schedule
objectives
Emphasizing operational safety in
the design philosophy
Emphasizing safety in
construction
Attaining high quality of the
constructed facility
Maximizing plant reliability
Achieving customer satisfaction
Minimizing contractor scope
changes
DBB = Design-bid-build
DB = Design Build
CONT = Project control
COST = Cost minimisation
EFFEC = Effectiveness
QUAL = Project Quality
= Items that were droped due to poor factor loadings
58
Item code
COST1
item
Meeting or exceeding our cost
objectives
COST2
Optimizing risk/return
C0ST3
Minimizing risk
COST4
Unit cost
COST 5
Cost growth
COST 6
Schedule growth
COST7
Development cost
EFFEC2
Construction speed
EFFEC3
Delivery speed
QUAL1
Turnover quality
QUAL2
System quality
QUAL3
Equipment quality
QUAL4
QUAL45