|Title:||A conceptual model of success for design and build projects in the public sector of Hong Kong|
|Subject:||Hong Kong Polytechnic University -- Dissertations|
Construction industry -- China -- Hong Kong
Building -- Cost effectiveness
Industrial procurement -- China -- Hong Kong
|Department:||Department of Building and Real Estate|
|Pages:||xxiii, 406 leaves : ill. ; 30 cm|
|Abstract:||The traditional design-bid-build procurement method is considered by many construction clients to be significantly flawed with problems, such as delays in construction work and poor quality standards. To cater for the increasing complexity of projects and the growing emphasis on client's requirements, alternative procurement systems have evolved and Design-Build (D&B) has been increasing in popularity worldwide for better project performance. Design-Build integrates the design and construction phases to alleviate the problem of fragmentation confronting the construction industry. It has been widely adopted in most western countries and it is increasingly applied to construction projects in Hong Kong. While the benefits of the D&B method have been reported in previous literature, an examination into the drivers for a wider adoption of the D&B method in the public sector can help account for the current practice in Hong Kong. It also aids the decision of construction project stakeholders to select the D&B method based on their project needs. More detailed discussions on the inhibitors of the D&B method are needed, in terms of the problems of running D&B projects and barriers to preclude choice of this method so that project participants can master D&B and promote its use. Comparisons of the perceptions of D&B project participants can also enhance the understanding of the method and communication among project team members. Success is achievable in construction projects but its concept remains vague among D&B project participants. One approach is the development of a Project Success Index (PSI-D&B) which can help the project stakeholders compare the relative success level among D&B projects in a scientific manner. The identification of Critical Success Factors (CSFs) is likely to enhance the success level of D&B projects, since more resources can be allocated to the identified predictors of success. Still, there appears to be a lack of comprehensive studies on project success, especially in D&B research in the local context. This research provides an evaluation of the current practice of the D&B method in the Hong Kong context with a view to developing a conceptual model of success of D&B projects. The main reasons for a wider adoption of the D&B method in the public sector were found to be related to the expertise and responsibilities of the contractor. While major problems concern time pressure, stress by the client and frequent changes by end-users, the choice of the D&B method in Hong Kong is negatively impacted by the additional efforts demanded by the contractor and the client. In addition, a project success equation has been formulated from the principal components analysis so that the success level of a D&B project can be expressed by an index composed of the scores in the performance of time, cost, quality and functionality of the D&B project. Factor Analysis has re-grouped the success variables into twelve factor categories, which are independent variables generating multiple linear equations with the five dependent variables. The strongest predictor of D&B project success is the effectiveness of project management action. Other predictors of success include the client's input in the project, working relationships among project team members, project attractiveness and application of innovative management approaches. A further test of five samples provided evidence that the regression models are good predictors of D&B project success and D&B project participants have shown agreement on the results. The research provides an understanding of the D&B method in the Hong Kong context and insights into the procurement studies in construction. It should be useful for project stakeholders to compare the success level with other D&B projects and even forecast the performance of future projects. It should also help in setting up an effective project management system to run high performance D&B projects, as well as enriching academic programmes in construction management. The scope of the study can further be extended to the international arena to aid the understanding of managing D&B projects in different cultures.|
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