Research Dissertation

“Critical Success Factors”
“Influencing Project Success”

“In”
“ABC Company PVT LTD”
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Declaration Page of the Student & Supervisor
I declare that this is my own work and this dissertation does not incorporate without
acknowledgement any material previously submitted for a Degree or Diploma in any other
University or institute of higher learning and to the best of my knowledge and belief it does not
contain any material previously published or written by another person except where the
acknowledgement is made in the text.
Signature of the Student: Date: 07/05/2023
The above candidate/student has carried out research for the dissertation under my supervision.
Signature of the Supervisor: Date: 07/05/2023
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Acknowledgement
This research was made possible through the guidance of my research supervisor Dr. (Mr.) Amila
Withanaarachchi. He had been a source of encouragement at all the times and would like to
express my profound gratitude, for her valuable guidance and support throughout this study. Also
other special thanks goes to Research Coordinator of Post Graduate Department.
My sincere gratitude goes to Head and all lecturers of Department of Postgraduate for numerous
support and guidance rendered for me in completion of this research study, and also Dean and all
members of faculty board for granting this precious opportunity to enhance my skills and
knowledge.
I extent my deep gratitude to the entire respondents, employees from the ABC Company (PVT)
LTD, who provided information and immense support, by answering the questioners and
participating to interviews, sharing their valuable time and effort to make this research a success.
They provided information to complete this dissertation in a timely and proper manner.
Finally, and most importantly I would like to express my heartfelt gratitude to my loving parents,
friends and seniors for the tremendous support and encouragement provided throughout this study.
And I would like to express my special thanks to all who were not mentioned here for giving me
the possibility to complete this research study.
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Abstract
Construction is a major source of employment and a highly competitive business in
developing countries. The heavy incidence of project failures implies the presence of crucial
success determinants that have yet to be found. This study looks into the perspectives of
contractors and project managers of the essential success criteria that contribute to project
success in the construction sector. In this study, the four COMs (comfort, competence,
communication, and commitment) paradigm is applied. 115 project managers and contractors
were polled by ABC Company (PVT) LTD. According to the data, both project managers
and contractors feel that the identified vital success criteria are critical to project success.
There was no significant difference in their perceptions of critical success factors based on
their biographic characteristics. The guidelines provided here can be used as a guideline for
the successful implementation of a building project.
“Keywords: Critical success factors, Project success”
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Contents
Chapter 1........................................................................................................................................................6
“Introduction”.............................................................................................................................................6
1.1 “Background”....................................................................................................................................6
1.2 “Problem Identification.....................................................................................................................7
1.3 “Problem Justification”.....................................................................................................................7
1.4 “Research Problem...........................................................................................................................9
1.5 “Research Questions”.......................................................................................................................9
1.6 “Research Objectives”.......................................................................................................................9
1.7 Significance of the Study...................................................................................................................9
1.8 Structure of the final research........................................................................................................10
1.9 Limitations of the Study..................................................................................................................10
Chapter Two.................................................................................................................................................11
2.1 “Three Streams of Literature Related to Project Success”..............................................................11
2.2 “Project Success..............................................................................................................................11
2.3 “Project Success Criteria”................................................................................................................12
2.4 “Success Factors (SFs) and Critical Success Factors (CSFs)”.............................................................12
2.5 “Recent Studies on Critical Success Factors (CSFs)”........................................................................14
2.6. Literature Study.............................................................................................................................17
Table 2.1 : Literature Table...................................................................................................................17
2.7 “The four COMs”.............................................................................................................................19
Chapter Three...............................................................................................................................................22
Research Methodology.............................................................................................................................22
3.1 Introduction....................................................................................................................................22
3.2 Conceptualization...........................................................................................................................24
3.3. “Hypotheses..............................................................................................................................25
3.4 Operationalization table”................................................................................................................26
3.5“Population and sampling................................................................................................................27
3.5.2 “Questionnaire distribution plan”................................................................................................29
3.6 Data collection method”.................................................................................................................29
Chapter Four.................................................................................................................................................32
4.1 “Biographical Data”.........................................................................................................................32
4.2 “Findings and Discussion on the “4 COMs””...................................................................................33
4.3 “Relationship between biographical variables and opinions on critical success factors”..........................40
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Chapter Five..................................................................................................................................................42
Discussion and Recommendation.............................................................................................................42
“5.2 Managerial Implications”..............................................................................................................44
5.3 Recommendations..........................................................................................................................45
Conclusion................................................................................................................................................46
References....................................................................................................................................................47
Appendix...................................................................................................................................................50
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List of figures
Figure 3.1 : Conceptual Framework..............................................................................................................26

Figure 3.2 : Employee categories..................................................................................................................29
List of Tables
Table 1:1 : Projects that they have finished over the past three years those that are still ongoing.............10
Table 2.1 : Literature Table”.........................................................................................................................20
Table 3.1: Operationalization Table..............................................................................................................29
Table 3.2 : Likert scale option.......................................................................................................................32
Table 4.1 : Biographical details of respondents............................................................................................35
“Table 4.2 : Frequency distribution of factors relating to comfort:”.............................................................37
Table 4.3 : Frequency distribution of factors relating to competence:.........................................................39
Table 4.4 : Frequency distribution of factors relating to competence:.........................................................39
Table 4.5 : Frequency distribution of factors relating to commitment:........................................................40
Table 4.6 : Frequency distribution of factors relating to commitment:........................................................41
Table 4.7 : Frequency distribution of factors relating to communication:....................................................42
Table 4.8 : Frequency distribution of factors relating to communication:....................................................42
Table 4.9 : Differences between project managers and contractors on opinions of critical success factors 43
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Chapter 1
“Introduction”
1.1 “Background”
“Construction is the primary engine for economic growth in Sri Lanka. The industrial, services,
and agricultural sectors of Sri Lanka's economy all outperform the country's construction sector”
(Report, 2020).
“ABC Company Pvt Ltd, founded in 2001, is one of the massive engineering and construction
enterprises listed on the Colombo Stock Exchange." Among their key specialties are highways,
bridges, flyovers, ports, water treatment facilities, irrigation systems, and telecommunication
infrastructure projects. ABC Company Pvt Ltd has contributed to various transdisciplinary
infrastructure projects across the country through project implementation and services. "Currently,
more than 1,800 people work for the organization, including more than 150 engineers and
technical experts, skilled workers, tradesmen, and qualified and unskilled laborers." The
organizational structure of ABC Company Pvt Ltd is divided into three Project Management
Divisions with a defined division of work. Each Project Management Division conducts
assessments based on the unique circumstances of the projects. The Civil Engineers' Association of
Sri Lanka classifies ABC Company Pvt Ltd as a "specialist contractor," while the Construction
Industry Development Authority classifies the company as a "major contractor" with a rating of
"C1" (the highest) in a variety of engineering specializations. ABC Company Pvt Ltd's 2022
annual report comprises seven owned subsidiaries, two joint ventures, and five extra subsidiaries.
According to ABC Company Pvt Ltd.'s annual report, despite the company's attempts to maintain a
complete strategy to control it, operating risk increased during the preceding two years
(Engineering.A, 2021). Foreign currency concerns arose as a result of operational risks, but they
have been rectified and made less problematic. Despite ABC Company Pvt Ltd.'s overall
operations and capacity to continue being affected, human capital and labor risk have increased.
Finance risk increased considerably in 2021-2022, despite continued strategic planning and
monitoring of diverse financial activities by management. Inability to compete in the market owing
to technological obsolescence in processes, as well as failing to recruit and retain top management,
may result in a lack of required competence or consistency in plan implementation. The challenges
created setbacks and delays in ABC Company Pvt Ltd's construction projects.
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1.2 “Problem Identification”
Given the conservative work style and lack of originality in the construction sector, new
approaches and imaginative strategies for managing building projects must be implemented in
parallel with new forms of technology. This has led to industry criticism over time. Nonetheless,
by focusing on critical employee retention and hiring the right people through a variety of
activities such as achievement honor, bonuses, planning for succession, coaching for leadership,
and professional growth programs, the firm was able to mitigate these risks.
ABC Company Pvt Ltd reported project delays and failures in four critical areas of stakeholders,
including technology, human capital, resource availability, and resource availability.
1.3 “Problem Justification”
ABC Company Pvt Ltd has seen an increase in project delays and unique challenges during
the last four years. The table below includes projects that have been completed in the last three
years as well as those that are still in the works. The graph differentiates between failed and
delayed attempts. The construction industry must define important success criteria to avoid project
delays and failures.
Table 1:1 : Projects that they have finished over the past three years those that are still
ongoing
&
&
&
Land
“Telecommunication”
Waste Management”
“Roads & highways”
“Bridges & flyovers”
&
“Environment
Reclamation”
“Projects”
Wastewater”
“Buildings”
“Irrigation
“Aviation”
“Dredging
Drainage”
“Piling”
“Water
“Year 2019”
“Number of 8 3 5 8 3 5 10 12 11 12
projects”
Commencement 2015 2018 2019 2018 2019 2019 2019 2018 2019 2019
Completion 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019
“Delayed” “1” “2” “1”
“Ongoing” “4” “2” “3” “1” “1”
“Year 2020”
“Number of “10” “8” “6” “7” “11” “13” “9” 10 8 5
projects”
Commencement 2015 2018 2020 2020 2019 2020 2020 2020 2020 2020
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Completion 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020
“Delayed” “3” “3” “1” “1” “1”
“Ongoing” “2” “2” “1” “1” “2” “2”
“Year 2021”
“Number of “6” “8” “6” “7” “10” “11” “8” “8” “10” “3”
projects”
“Commencement” 2019 2017 2021 2021 2021 2020 2021 2020 2021 2021
Completion 2021 2021 2021 2021 2021 2021 2021 2021 2021 2021
“Delayed” “4” “2” “1” “1” “2” “2”
“Ongoing” “1” “1” “2” “1” “1” “1” “1” “1”
“Year 2022”
“Number of “8” “4” “2” “6” “5” “4” “5” “4” “8” “1”
projects”
“Commencement” 2019 2018 2022 2022 2022 2022 2022 2022 2022 2022
Completion 2022 2022 2022 2022 2022 2022 2022 2022 2022 2022
“Delayed” “4” “5” “4” “3” “3” “2” “2” “1”
“Ongoing” “2” “1” “3” “1”
Source: https://www.accessengsl.com/projects/
In the extremely competitive construction industry, the value of project success is increasing.
Completing intricate, large construction projects in Sri Lanka is becoming increasingly difficult.
As a result, the focus of this research study is on critical success variables unique to the ABC
Company. Han, Yusof, Ismail, and Choon (2012) advocate for the application of the four COMs
model presented by Nguyen, Ogulana, and Lan in developing nations (Nguyen, et al., 2004). The
purpose of this study is to discover how project managers and contractors value various success
components that contribute to the success of the ABC Company project.
1.4 “Research Problem”

“Analyzing critical success factors and how they affect the project success of ABC Company Pvt
Ltd”.
1.5 “Research Questions”

1. “What are the factors influencing the project success in ABC Company Pvt Ltd?”
2. “Which factors are more contributing to project success in ABC Company Pvt Ltd?”
3. “What are the recommendations for project success in ABC Company Pvt Ltd?”
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1.6 “Research Objectives”
This research study's main objective is to identify the critical success factors that affect ABC Company Pvt
Ltd's project success.
More precise objectives include the following:
1. “To identify the factors influencing project success in ABC Company Pvt Ltd”.
2. “To investigate which factors are more contributing to project success in ABC Company
Pvt Ltd”.
3. “To introduce the recommendations for project success in ABC Company Pvt Ltd”.
1.7 Significance of the Study

This research will help the company's senior management, policy makers, and operations
department find the crucial success factors impacting the project success in order to gain a
competitive edge in the form of project success.
Understanding the critical success factors impacting project success would help researchers and
academics. Although sufficient prior study has been conducted on this subject, the most of it has
been focused on the western environment, including the academic, medical, and hotel sectors.
Additionally, this research has benefits for a number of parties. The government of Sri Lanka can
produce additional foreign cash. Politicians also stand to benefit. Politicians also stand to benefit.
The construction business has an impact on project management methods. According to Crawford
et al. (2006), cited in Han et al. (2012), the results of this study will significantly add to the body of
knowledge in project management. This study also emphasizes cash-flow management, learning
and development, and employee/staff happiness as essential success assessment factors that have
largely gone unmentioned in the literature.
1.8 Structure of the final research
 The introduction to the thesis is followed by a description of the study's setting, the
problem context, the problem statement, the research questions, the objectives, the
significance, and the research technique.
 Second chapter consists with literature review of identifying
 Third chapter reflect the conceptual framework.
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 The fourth chapter focuses exclusively on methodology. It will be able to specify the
design of the study, the procedures used for gathering and analyzing data, and a brief
description of the selected sample. The study method is the only subject of this chapter.
 Fifth chapter consists with quantitative data presentation and analysis. All the tables,
figures and interpretations are in here.
 Sixth chapter comprises with conclusion and recommendations. In that chapter ultimately
discussed nature of relationships as a summary. In addition to implications for future
research are presented within this part.
1.9 Limitations of the Study

“There were some limitations while doing this research study as follows”.
1. Limitation of time and budget.

2. It is difficult to collect in-depth data from employees because of the confidentiality of data.
3. Some employees may not like to express their true ideas.
4. Cannot consider all the employees.
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Chapter Two
“Literature Review”
2.1 “Three Streams of Literature Related to Project Success”

The project management literature frequently mentions two lines of inquiry into project
success. The elements that contribute to a project's success are all part of the same
stream and are independent variables that raise the chances of success. According to
Morris and Hough (1987), Wateridge (1998), and Turner (1999), project success criteria
are another; these are the dependent factors that define success (Müller & Jugdev, 2012).
In addition to the two previously described streams, Han et al. (2012) define the
interplay between success variables and success criteria in the context of building
projects as a new study subject (third stream), and present a conceptual framework for
boosting project success. According to Han et al. (2012)'s survey of the literature, there
are remarkably few studies in this field of study. Thus, research in these three areas will
be required to advance the project management knowledge domain in the context of a
construction project.
2.2 “Project Success”
According to the Oxford Advanced Learners' Dictionary, "success" is "the fact that you
have achieved something that you wanted and had been trying to do or get." As a result,
the PS can be used to signify that the goals or objectives of a project have been met.
However, when building PS, project success criteria/measures (PSC) are often cited.
According to Pinto and Slevin (1988), there are two sorts of PS: customer concerns and
project difficulties (time, cost, and performance).
PS: The words project management success (PMS) and project performance (PP) can be
a little confusing at times because they have been used differently in the literature by
different academics. Morries and Hough (1987) claim that PP is frequently related with
PMS, which Han et al. (2012) cite. While PP can be quantified throughout the project,
PS can only be quantified once it is completed, according to semantics (Cooke-Davies,
2002; Han, 2012). De Wit (1988), Atkinson (1999), Lim & Mohamed (1999), Cook-
Davies (2002), and Takim et al. (2004) distinguished between project success (measured
against the overall objectives of the project) and project management success (measured
against the widely used and conventional measures of time, cost, and quality).
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According to certain academics, efficiency and effectiveness measurements in
construction are related to the concept of project success (Belout & Gauvreau, 2004;
Pinto & Mantel Jr, 1990; Pinto & Prescott, 1988; Atkinson, 1999; Takim & Adnan,
2008). While efficiency metrics are oriented on timelines, budgets, and specifications,
effectiveness measures are focused on achieving project goals, user satisfaction, and
project utilization (Takim & Adnan, 2008). Furthermore, it is evident that different
applications of these crucial concepts rely on the context and standards by which they
are judged.
2.3 “Project Success Criteria”
The parameters used to determine whether a project will succeed or fail are known as
project success criteria (De Wit, 1988; Cooke-Davies, 2002). The "Iron Triangle" or
"Triple Constraints"—time, money, and specifications—have typically been used as
PSC in fiction. PSC, on the other hand, has evolved substantially over the previous few
decades.
Pinto and Slevin (1988) added customer enjoyment, use, and efficacy to time, cost, and
performance. According to Shenhar et al. (2001), "four major distinct success
dimensions: (1) project efficiency (2) customer impact (3) direct business and
organizational success, and (4) future planning." As a result, a variety of project success
criteria have been used in the literature, based on the goals and types of projects. It is
critical to remember that PSC are currently being developed and that there is no
widespread consensus on them.
2.4 “Success Factors (SFs) and Critical Success Factors (CSFs)”
Han et al. (2012) assert that SFs are components that influence, compose, and determine
a project's conclusion. The management system inputs known as SFs are those that either
directly or indirectly support the project's success (De Wit, 1988; Cooke-Davies, 2002).
Hard, objective, physical, and quantifiable SFs are separated into two fundamental types,
along with soft, subjective, intangible, and less measurable SFs (Chan, et al., 2004).
Rubin & Seeling first proposed the concept of project success factors in 1976, although
Rockart is credited with coining the term CSFs in reference to project management,
according to Sanvido et al. (1992). CSFs are those relatively few, truly important issues
on which a specific industry should focus its efforts in order to prosper, according to
Rockart (1982). According to Yong & Musttaffa (2012), CSFs are "factors" that are
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"critical" to the "success" of the industry in question. CSFs are those components that are
necessary for project participants to accomplish their goals (Cooke-Davies, 2002; Tiong,
1992).
The general consensus is that CSFs are crucial for managers to improve their business
because they will demonstrate whether specific objectives have been accomplished. The
contribution Pinto and his colleagues made to this discipline must be acknowledged.
Projects are implemented using the Project Implementation Profile (PIP), a 1986
paradigm with 10 generic CSFs provided by Slevin & Pinto. In 1988, they also proposed
a PS measure that was more inclusive and looked into the applicability of PIP to PS in
the same year (1988a). In their 1988 study, Pinto & Prescott looked at how the
importance of project CSFs varied during the course of the project's four stages. In 1990,
they investigated the effects of specific project planning and tactical components on the
project life cycle at various stages. Pinto & Mantel (1990) added to the field by looking
at the patterns of causes of project failure based on three contingency factors. Muller &
Jugdev (2012) looked into the importance of the essential contributions provided by
Pinto, Slevin, and Prescott. The fact that their studies/sample included projects from a
variety of industries, including manufacturing, information technology, research and
development, and construction, was nevertheless emphasized. Their judgments have
become overly vague and broad as a result, casting doubt on their applicability to
specific construction projects. Because each country has a different operational
environment, set of rules, and set of legal limitations, CSFs will surely vary from one
country to the next. They cannot be regarded as a comprehensive set of measurements or
essential indicators as a result.
When Chan et al. (2004) thoroughly examined the CSF literature in seven prestigious
management periodicals, they discovered 44 SFs. The theoretical model used by Pinto
and Prescott and developed by Slevin and Pinto was re-tested in a field study by Belout
& Gauvreau (2004) in order to better assess the impact of the life cycle stage, type, and
structure of a project on the relationship between the CSFs and PS. Takim & Adnan
(2008) identified 29 components (project success effectiveness metrics) and assessed
their significance for Malaysian construction project success. In addition to direct
research on PSFs/CSFs, investigations on the causes/reasons for project delay/failure,
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causes of cost overrun, project management's problems, bottlenecks, and obstacles
should be considered as important inputs to determining CSFs in the context of
construction projects. Take into consideration the crucial and persistent problem of time
extension in construction projects (Kazaz, et al., 2012) and a significant PSC component
is "time". The exact opposite of a failure factor is a success factor (Gunasekera, 2009).
Odeh & Battaineh (2002) identified 28 causes of project delays in the Jordanian
construction industry. In Sri Lanka, project management and its importance to the
success of construction projects have gotten little to no attention, if any (Gunasekera,
2009). However, a number of attempts have been undertaken by researchers to locate
CSFs in construction projects in different countries. Many potential influences on PS
have been put up. There is no agreement on the variables as a whole, despite the fact that
some variables are listed on numerous lists (Chan, et al., 2004). CSFs may fit into a
variety of groupings depending on the evaluation component that the researchers are
taking into account, claim Yong & Musttaffa (2012).
2.5 “Recent Studies on Critical Success Factors (CSFs)”
De Silva et al. (2008) grouped the 46 challenges or issues the Sri Lankan construction
industry was facing into ten major groups. 13 important drivers that may be used to
improve the performance of the construction sector were also identified. There were
more important supporting components of these motivators than others. However, they
only used a small sample size. Project managers and consultants, who have practical
experience running projects on a daily basis, have not been included. Gunasekera (2009)
identified 30 important success characteristics that affect the success of building projects
in Sri Lanka and provided industry with a compensation model to increase project
success. He has paid attention to the client, the consultant, and the independent project
manager in addition to the contractor. Despite the fact that he has identified certain
crucial HR-related components, he has not considered how these components relate to
project and organizational success, instead classifying them under the three traditional
criteria of time, cost, and quality. He hasn't considered modifying or mediating factors in
this study either. However, given how quickly things are changing in Sri Lanka,
especially following the conflict, more recent research in these areas is needed.
36 success factors for public construction projects in India have been identified and
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categorized by Tabish & Jha (2011) based on five project success criteria. The results of
the study have demonstrated that while some elements are specific and must be present
to ensure success against a specific performance criterion, other elements are of a
generic nature and must be present to ensure success against two to three performance
criteria. Depending on the circumstance, different performance metrics have different
relative weights. The problem with this study is that it only used engineers and ignored
all other major construction stakeholders. Additionally, the public sector has been the
sole focus of this study. By Kazaz et al. (2012), the top 10 causes of timetable delays in
construction projects in Turkey were identified and divided into 7 main categories. They
further emphasize that, when considering the Turkish construction environment at the
time, the top 40% of factors are "financial factors," followed by 30% by "labor-based
factors," 20% by "managerial factors," and 10% by "project-based factors." Other
relevant participants who may have contributed comments regarding project managers
and site managers were left out of the sample.
Yong & Musttaffa (2012) identified 15 factors in Malaysia that are crucial to the success
of construction projects and grouped them into seven main categories. The sample size is
extremely small and unrepresentative, nevertheless. The results suggest, however, that
respondents' opinions regarding the significance of human-related factors, such as
competence, dedication, communication, and cooperation, towards the accomplishment
of a construction project are remarkably consistent. They also recommended paying
greater attention to improving human-related variables in order to ensure the future
success of a building project. In order to improve project performance and the industry,
this article also underlines the necessity of doing industry-specific research and
developing business operating strategies.
Mitra & Tan (2012) were able to pinpoint 9 causes of project delays through a case study
of a specific building project in Saudi Arabia. They separated the local project delays
into four main categories. The capacity to generalize the results is seriously questioned,
though, by a single case study. Additionally, it is claimed that the main causes of project
completion delays are the use of inferior technology and processes and the employment
of inexperienced workers in important project coordination positions. According to
Chen's (2012) examination of longitudinal data from 121 capital projects, the scope,
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quality, team, communication, risk, and change variables not only have a major impact
on project performance, but also have a strong, reliable, discriminatory potential to
forecast project success or failure. Chan focused on the initial stages of project planning,
but he noted that more research is necessary to turn the findings from this paper into
more sophisticated models for project success prediction.
Garbharran et al. (2012) identified 18 crucial success factors in the South African
construction industry and divided them into four categories: comfort, competence,
communication, and commitment (COMs). The findings suggest that both project
managers and contractors hold a strong belief in the significance of the critical success
factors in achieving project success. The findings also show that there are no appreciable
differences between project managers and contractors in terms of gender, age, length of
work in the industry (public and private), or assessments of critical success factors. It
was underlined that the sample, however, only included independent project managers
and contractors. There was no mention of the contractor's representative. However,
neither consultants nor members of the project management team are included in the
sample.
Gunathilaka et al. (2013) presented a conceptual paper. 21 CSFs and nine PSCs were
discovered. They underline once more how little research has been done on PSF's
relative importance. Because of this, PSFs and PSC are commonly debated and written
about, but there is no data to back up their importance or relationships. They further
conclude that the emphasis seems to be on detecting PSFs and PSC rather than figuring
out which are significant and how, or how and to what extent PSFs actually influence
PSC.
Gudien et al. (2013) provided a conceptual model for building projects in Lithuania that
has 71 aspects. There were mentioned seven significant groupings of factors. Nguyen &
Chileshe (2013) conducted research to identify 20 factors that contributed to the failure
of building projects in Vietnam, and the top ten factors were broken down into four
categories. This study concluded that the same significant problems that were found
during the course of eight examinations carried out between 2004 and 2012 are still
hindering the building sector in Vietnam, despite the country's enormous restoration
efforts. The most crucial factors were knowledge and technological difficulties.
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Furthermore, the results definitely demonstrate that the main cause of the failure of
Vietnam construction projects is issues with project management componentsThey went
beyond the other studies mentioned above in terms of the composite (university
professors, managers, consultants, designers, and site supervisors), even though their
sample size was somewhat tiny to accurately portray the spectrum of perceptions.
Alias et al. (2014) identified five characteristics that influence project performance
through a review of the literature, paying particular emphasis to the project execution
phase. Zidaneet al. (2015) observed 9 delay reasons in the Norwegian construction
sector in a qualitative study with a sizable sample. The top five causes of delays were
"management and coordination", "quality problems and errors", "administration and
bureaucracy", "decision issues" and "waiting". All parties concurred that the first two
were essential; but, for contractors and subcontractors, the third, fourth, and fifth were
more essential.
From the perspective of contractors, it is possible to divide the project success elements
discovered by the several academics mentioned above into two additional broad sorts or
groups. They include success factors that the contractor completely or mostly controls,
as well as success variables that the contractor has no control over or very little impact
over. Table 1 below lists the 40 success variables that the contractor has little or no
control over. These elements include, among others, those pertaining to customers and
consultants, the building sector, the political, economic, legal, and social surroundings.
The 34 success factors that the contractor has total or significant control or influence
over are listed in Table 02 below. Significant human resources management-related
characteristics were among the 19 of the 34 criteria that were repeated in three or more
papers (Gunathilaka, et al., 2013, September).
2.6. Literature Study

Table 2.1 : Literature Table”
Area of literature Source Author(s)
Project Management Google Scholar ((PMBOK), 2008)
Project success factors and academia.edu.com (Hough, 1987)
criteria
Project success factors and academia.edu.com Wateridge, (1998)
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criteria
Project success factors and Google scholar (Müller & Jugdev, 2012)
criteria
project success notions and researchgate.com (Han, 2012)
proposes
How Project management researchgate.com Najmi, (2011)
help to the organization
Project success factors
Project Management academia.edu.com (Baccarini, 1999)
Project success factors academia.edu.com Khan, Sherani and
Iram, (2016)
Success factors impact the academia.edu.com (Han, 2012)
projects success
Success factors impact the academia.edu.com Zulu, (2002)
projects success
Success factors impact the emeraldinsight.co Adnan et al.,
project success m (2014)
4COMs model academia.edu.com (Nguyen, et al.,
2004)
Comfort academia.edu.com (Cooke-Davies,
2002)
Comfort emeraldinsight.co (Malach-Pines, et
m al., 2009)
Comfort Google Scholar (Newton, 2012)
Competence Google Scholar (Pathirage, et al.,
2007)
Commitment Google Scholar (Johnson, 2006)
Commitment www.wiley.com (Kerzner, 2006)
Communication Google Scholar (Nguyen, et al.,
2004)
Communication academia.edu.com Zulu, (2002)
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Communication academia.edu.com (Newton, 2012)
2.7 “The four COMs”

Critical success factors are inputs to the project management system that directly increase the
likelihood that the project will succeed. The "four COMs" are defined by Nguyen, Ogunlana,
and Lan (2004: 404–413) as being comfort, competence, commitment, and communication.
Success attributes are defined and categorized using these four criteria.
2.7.1 Comfort
The comfort factor emphasizes the necessity of stakeholders' involvement in successful
projects. This includes both primary and secondary stakeholders with an indirect but
important impact on decision-making, such as community forums, as well as those with a
contractual connection to the project, such as subcontractors. Stakeholder demands must be
managed and influenced in order to guarantee project success (Swan & Khalfan, 2007). A
competent project manager must be chosen. Such a person should have both "hard" skills,
such as team management, emotional intelligence, transformational leadership, and conflict
management, and "soft" skills, such as subject matter expertise and in-depth understanding of
structures, according to Malach-Pines, Dvir, and Sadech (2009: 284). According to Newton
(2005: 110), another essential component is the availability of resources. Together with all
relevant partners, a resource management plan must be developed. Competition for resources
occurs frequently in initiatives. Unexpected events during the project must be managed
correctly in terms of resource planning. Throughout the process, it must be made sure that
there is enough money. A financial plan, which takes into account the project activity
schedule, needs to be developed. The project activity schedule must be taken into account in
the financial plan. And finally, a lot of contract documentation is needed. All necessary
stakeholders must be ensured to sign contracts addressing project operations and
performance. Cost, time, and quality considerations must be made in order to evaluate
performance (Johnson, 2006).
2.7.2 Competence
The competency component acknowledges the four characteristics stated below as vital to
successful construction project management. To begin, make advantage of cutting-edge
technology. According to Nguyen, Ogunlana, and Lan (2004: 411), embracing and fully
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exploiting new technology has become critical in gaining a competitive advantage in the
construction industry. The construction business has undergone great technological
improvements in recent years. Choosing and implementing the proper new technology is
important to project success. Second, prior experience must be adequately emphasized. Tactic
knowledge is vital in this regard, according to Pathirage, Amaratunga, and Haigh (2007: 117).
Furthermore, project members should be encouraged to capture project-specific tacit
knowledge in order to avoid mistakes in future projects. Third, competent teams must be in
place, which means that staff members must possess the necessary skills (Melkonian & Picq,
2010). This demands a comprehensive skills analysis, which should reveal skill gaps. Finally,
consider the aspect of awarding bids to the suitable project manager/contractor. The number
of contractors in South Africa's construction business has increased, resulting in more fierce
competition. A contractor's Black Economic Empowerment (BEE) status is crucial in the
selection of contractors, especially for public sector projects. When employing contractors,
other considerations to examine are the company's track record, quality management, health
and safety, and technical ability (Phillips, et al., 2008).
2.7.3 Commitment
Commitment can be demonstrated by top management support, dedication to the project,
clear objectives and scope, and political backing. Top management's help extends beyond the
distribution of funds and the availability of resources (Johnson, 2006). According to Kerzner
(2006: 200), project commitment is significantly linked to a sense of collectivism rather than
individualism. It is essential to create an environment in which team members enjoy their
jobs and are thus motivated to be a part of the team. Team members must give their all. Clear
objectives and scope are vital for giving team members with direction. To avoid "grey areas,"
objectives must be unambiguous, and scope should be kept to a minimum. It is unavoidable
that changes will be made along the procedure. As a result, adaptability and flexibility are
essential success factors. Finally, because a large percentage of projects are public, political
support is essential for project success. In this context, the support of non-governmental
groups and the ruling party is crucial (Jacobson & Choi, 2008).
2.7.4 Communication
Communication is essential for project success in leading, integrating people, and making
decisions. There must be a shared project vision in which the project manager recognizes and
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secures the interests of all key stakeholders (Yang, et al., 2009). According to Zwikael (2009:
385), after specifying the project objectives and scope, there must be continuing
modifications as the project develops. Progress on activities assigned to individuals or groups
must be tracked in order to satisfy overall goals. These modifications must be disclosed to the
appropriate parties. Newton (2005: 38) argues that efficient information transmission
necessitates a well-defined communication strategy. To do this, project meetings must be held
on a regular basis. Direct local participation, in addition to communicating with the
community, is critical to the project's success. Given South Africa's relatively high
unemployment rates, local residents must be considered. Buying from local vendors and
hiring locals are two instances of this. As a liaison between the project manager and the
community, it is advisable to use an influential community member. Finally, proper handover
protocols must be put in place. This is a significant concern given that the construction
business is increasingly being considered as a service industry (Karna , et al., 2009).
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Chapter Three
Research Methodology
3.1 Introduction
“This chapter consists of seven main parts”. “First section describes the introduction of the
chapter”. “Next section develops conceptual framework which explains critical success factors and
how they affect the project success of ABC Company Pvt Ltd”. And then develops hypotheses
based on the conceptual framework. Next sections discuss about the conceptualization and
operationalization of study variables. And finally gives the chapter summary.
Literature related to critical success factors and how they affect the project success were reviewed
in the previous chapter to identify existing hypotheses and models and the variables were further
discussed. While exploring in depth the theoretical framework and operationalizing the research
model this chapter provides working definitions for the concepts and variables. In addition, this
chapter focuses on how the research is performed empirically. As a result, a questionnaire was
used to collect the required data, which will be discussed further below. After assessing prior
literature and defining the research gap from the previous chapter, this chapter directs the
techniques to address the research challenges.
The survey method will be employed in the study, which is typically done to collect first-hand
information from executives and project managers at ABC Company Pvt Ltd.
The selection of a research methodology is critical, and the researcher must carefully consider all
available possibilities to make the decision that will best serve the study's objectives and make best
use of the available and necessary data. Research methodologies come in a wide variety of forms,
including integrated quantitative, qualitative, deductive, and inductive approaches. By "moving
from the specific to the general," which alludes to the journey from observation to speculative
pattern to hypothesis, induction thinking is frequently referred to. This study employs a deductive
methodology. The seven stages of the deductive approach are choosing measures, speculating,
identifying a wide issue area, articulating the problem statement, gathering data, assessing the data,
and interpreting the outcomes (Sekaran & Roger, 2016).
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This study also used quantitative approaches and the deductive method to fill in the gaps, finish the
assignment, and give a clearer picture of the expected results.
The primary objective of this study is to identify the critical success factors affecting the project
success at ABC Company Pvt Ltd. This study is descriptive in nature and largely focused on
primary data and the researcher will be finding data from secondary sources as well (literature and
empirical research). And also, this is a cross sectional study according to time horizon. The
researcher will examine the critical success factors that have an impact on a project's success at
ABC Company Pvt Ltd. in this field study. This study is a field study, therefore it takes place in a
context with little interference to regular operations (Sekaran & Roger, 2016).And also unit of
analysis is individual since the data will be gathered from employees of ABC Company Pvt Ltd.
For the measurement of data quantitative and method is used. Researcher will prepare structured
questionnaire to collect data. According to ABC Company Pvt Ltd Annual Report 2021/2022,
2904 employees include in the ABC Company Pvt Ltd laborlores. There are 1550 skilled and
unskilled workers, 163 supervisors, 641 operational staff, 550 administrative and support staff. The
sample size was calculated using Morgan's sample calculator to be 115 respondents, or 95% of the
confidence interval and 5% of the confidence level.
As primary data collection methods researcher will use structured questionnaire as secondary data
sources, annual reports of the company, Previous journal articles, relevant documents from the
company are using.
To analyze the quantitative data, computer based statistical data analysis package, SPSS and also,
researcher expect to use regression technique. Use measures of central tendencies such as mean
and standard deviation to determine the degree of variables. (Sekaran & Roger, 2016). By using
Pie charts, Bar graphs and tables researcher will present the data.
An online questionnaire survey is used to collect the study's data. The Statistical Package for
Social Sciences (IBM SPSS 25.0) is used for information analysis. The three main types of data
analysis were univariate, bivariate, and multivariate analysis.
information about a single parameter using a single variable. The mean, median, and mode are
three significant examples of trend metrics used in descriptive analysis. In this study, the measure
of dispersion analysis is the standard deviation, while the measure of central tendency is the
mean/median. As the initial step in the data analysis procedure, descriptive analysis was completed
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using percentage values, average, mean, standard deviation, and variance. The correlation
approach will be used in the bivariate analysis to assess the functional connections between
independent and dependent variables as well as correlations between two variables. The
relationship between a number of components will be examined using multivariate analysis.
Multiple regression analysis was performed in this study to examine the data. A multiple linear
regression test is put up to verify the relevance of particular variables.
3.2 Conceptualization
3.2.1 Conceptual “Framework”
The "golden triangle criteria" of time, money, and quality govern project success in Sri Lanka and
the majority of developing countries. Because of the high frequency of project failures, there may
be underlying but unknown critical success factors. As a result, the goal of this study is to identify
the most important factors determining project success. In addition to the "golden triangle," the
construction industry must focus on other crucial success factors if it is to meet globalization's
difficulties. Nguyen, Ogulana, and Lan's 4 COMs model is ideal for usage in emerging economies,
according to Han, Yusof, Ismail, and Choon (2012: 90). Competence, commitment,
communication, and comfort were defined as independent variables in this study, and project
success was recognized as a dependent variable.
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Figure
“Independent Variables” Dependent Variable 3.1 :
“Competence”
“Commitment”
“Project Success”
“Communication”
“Comfort”
Conceptual Framework
Source: Author Developed
3.3. “Hypotheses”
“H1: There is a positive relationship between comfort and project success”.
“H2: There is a positive relationship between competence and project success”.
“H3: There is a positive relationship between commitment and project success”.
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“H4: There is a positive relationship between communication and project success”.
This dissertation's primary purpose was to discover Critical Success Factors Influencing Project
Success in ABC Company PVT LTD. First and foremost, a thorough evaluation of the scientific
literature was undertaken in order to collect this information, and several project success variables
were compiled. Later, the most common project success qualities were picked as a sample for
future analysis, i.e. factors mentioned by various writers in multiple sources. More specifically,
project success features identified in four independent sources were chosen for further
investigation, while elements cited in less than four sources were excluded. Three critical
determinants for project success were determined as a consequence of a thorough literature review.
The importance of these three project success determinants was examined in further depth in this
thesis' theoretical portion.
“
3.4 Operationalization table”
Table 3.1: Operationalization Table
Concep Variable Indicators Scale Question
t numbers
Section A
Demographic Gender
Variables Age
Type of respondent’s position
Years in industry
Section B
IV1 Comfort Involvement of stakeholders Five-point Q1
Likert scale
Competent project manager Five-point Q2
Likert scale
Availability of resources Five-point Q3
Likert scale
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Adequate funding Five-point Q4
Likert scale
Comprehensive contract Five-point Q5
documentation Likert scale
IV2 Competence Utilizing up-to-date technology Five-point Q6
Likert scale
Proper emphasis on experience Five-point Q7
Likert scale
Competent project team Five-point Q8
Likert scale
Awarding bids to the right Five-point Q9
project manager/ contractor Likert scale
IV3 Commitment Top management support Five-point Q10
Likert scale
Commitment to project Five-point Q11
Likert scale
Clear objectives Five-point Q12
Likert scale
Political support Five-point Q13
Likert scale
Shared project vision Five-point Q14
Likert scale
Regular update of plans Five-point Q15
Likert scale
Frequent project meetings Five-point Q16
IV4 Communication
Likert scale
Community involvement Five-point Q17
Likert scale
Handover procedures Five-point Q18
Likert scale
DV Project Success Economic environment Five-point Q19
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Likert scale
Level of technology advanced Five-point Q20
Likert scale
Availability of resources Five-point Q21
Likert scale
3.5“Population and sampling”
There are 2904 people in the Access engineering team.There are 163 managers, 641 operational
employees, 550 clerical and support staff, and 1550 skilled and unskilled workers.
Figure 3.2 : Employee categories
"M
ana
geri
al"
"163
"Operational"
" Source: Author's compilation
"641"
based on Access Engineering's
"Clarical & Supportive"
"550" 2021/2022 Annual Report.
"Skilled and Unskilled labour" The study's population consists

"1550"
of all Access Employees who
operate as project managers and executives at the management level. This study's population
consists of 163 managers.
3.5.1 “Sample calculation”
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The sample size of 115 people was determined using Morgan's sample calculator, with a 95%
confidence interval and a 5% confidence level.
3.5.2 “Questionnaire distribution plan”

Before distributing the questionnaire, the top management of the project management division is
interviewed, and permission to collect data is obtained. Once upper management approves,
questionnaires are distributed for data collecting. Project managers collect data through distributing
questionnaires and conducting observations.
3.6 Data collection method”

The questionnaire eventually transforms into a self-administered survey with closed-ended
questions. A five-point Likert Scale is used to organize the response alternatives.
Table 3.2 : Likert scale option

“Likert Scale Option” “Representation”
“5” “Totally agree”
“4” “Agree”
“3” “Neutral”
“2” “Disagree”
“1” “Totally disagree”
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There are two components to the questionnaire: section A and section B. Section A gathered
information on the respondents' demographic performance, whereas Section B aims to gather
information on the respondents' independent variables.
“3.7 Data analysis plan”
A questionnaire survey is employed to obtain data for the study. The Statistical Package for Social
Sciences (IBM SPSS 23.0) is used to analyze data. The data was analyzed using univariate,
bivariate, and multivariate methods.
Variables Analysis Information about a single parameter. The mean, median, and mode are trend
metrics used in descriptive analysis. In this study, the standard deviation is used as a dispersion
analysis measure, and the mean/median is used as an indicator of central tendency. The first level
of data analysis was descriptive analysis, which used percentage values, average, mean, standard
deviation, and variance. The correlation approach will be used in the bivariate analysis to
investigate functional links between independent and dependent variables, as well as correlations
between two variables. The association between various characteristics will be investigated using
multivariate analysis. Multiple regression analysis was utilized (ENGINEERING, 2021/2022) in
this study to examine the data. To confirm the relevance of specific variables, a multiple linear
regression test is utilized.
One of the objectives was to compare the scientific literature's perspectives on project success
aspects to those of project management practitioners. The survey method was used to acquire
primary data for this quantitative investigation. (Easterby-Smith, et al., 2008). The study is both
descriptive and cross-sectional in nature. Because the study was limited to business developments,
residential construction was excluded. The audience was divided into two groups: project
managers and contractors from both the private and public sectors. Project managers are self-
employed professionals who operate as the primary point of contact between the client and the
contractor. The contractors were the ones who actually did the building work. For this study, only
active contractors with a Construction Industry Development Board (CIDB) grade 4 were chosen.
The CIDB registration was used to acquire contractor population data, which revealed that there
were 68 active grade 4 contractors in the greater Durban area. According to the South African
Council for Project and Construction Management Professions, project managers have a
population of 101 in the Durban area. A census was attempted due to the small population sizes.
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According to Brown and Suter (2008: 113), a census is a type of sampling plan in which data is
collected from every member of a population. As a consequence, the researcher and graduate
assistants individually delivered questionnaires to 101 project managers and 68 contractors. There
were 95 responses from project managers and 61 responses from contractors, for a 95% and 90%
response rate, respectively.
The questionnaire was divided into two sections: one for biographical information and another for
key success factors. The biographical section was added to investigate if there were any notable
differences between the biographical features chosen and perspectives on essential success criteria.
There were 18 questions in the section on crucial success criteria, five of which addressed
"comfort," four of which addressed "competence," four of which addressed "commitment," and
five of which addressed "communication." Closed-ended questions on a five-point scale (not
important-very important, with 1 indicating not important and 5 indicating extremely important)
were included. Closed-ended questions were employed to reduce respondent bias and facilitate
questionnaire coding (Akintoye & Main, 2007). Respondents were given the opportunity to make
important comments at the end of the questionnaire. Descriptive and inferential statistics were used
to analyze the quantitative data. The data was analyzed using the Statistical Package for Social
Sciences (SPSS). The level of significance was chosen at 95% (p=0.05).
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Chapter Four
“Findings and discussion”
4.1 “Biographical Data”

According to Table 1, the vast majority of respondents were men, with men accounting for
80% of project managers and 79% of contractors, demonstrating a definite male dominance in
the sector. The 40-59 age group had the highest proportion of responders for both project
managers and contractors (47.4% for project managers and 45.9% for contractors).
Surprisingly, 18.9% of project managers and 29.5% of contractors were over 60. Given that
the latter group is set to retire in a few years, there is a long-term demand for capacity
replacement. All respondents have more than five years of industry experience, with project
managers having more than ten years and contractors having more than five years. This is
because it takes several years to gain enough knowledge and a solid reputation to do
consulting or take on difficult projects.
A total of 80.3% of contractors worked in the public sector, compared to 67.4% of project
managers, indicating that just a tiny percentage of respondents worked in the private sector.
This is mostly due to the fact that South Africa is a developing country, with the public sector
providing the majority of tender-based projects. Ideally, the private sector should award more
tenders to the industry, resulting in more job possibilities.
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Table 4.1 : Biographical details of respondents
Respondents Project Contractors

managers N=61
N=95
Gender
Male 80.0 78.7
Female 20.0 21.3
Total 100.0 100.0
Age
20-39 33.7 24.6
40-59 47.4 45.9
60+ 18.9 29.5
Total 100.0 100.0
“Years in industry”
“Less than 5 years” 0 0
“5-10 years” 25.3 39.3
“Over 10 years” 74.7 60.7
“Total” 100.0 100.0
Industry sector
Public 67.4 80.3
Private 32.6 19.7

Total 100.0 100.0
4.2 “Findings and Discussion on the “4 COMs””

The following is a descriptive overview of respondents' thoughts on the '4 COMs' relevance.
4.2.1 Comfort
Table 2 shows that all respondents agreed that the items that comprised comfort were
important, with at least 80% of project managers considering the items that comprised
comfort to be "extremely important." The importance of having comprehensive contract
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documentation was emphasized the most, underlining the importance of having robust
contractual agreements. According to the data in Table 3, all contractors thought the items
that comprised comfort were vital, with at least 78.7% saying the components were
"extremely important." Contractors, on the other hand, considered stakeholder contact to be
the most important component. Surprisingly, contractors placed the least weight on complete
contract information. Both project management and contractors placed a high importance on
stakeholder interaction. This demonstrates a greater emphasis on engagement with relevant
interest groups. According to Swan and Khalfan (2007: 120), including all stakeholders,
including the general public, is crucial for project success. According to Yang, Shen, and Ho
(2009: 166), the project manager must identify the interests of all key stakeholders and ensure
project buy-in. A good project manager, according to Anantatmula (2010: 14), may
adequately describe the roles and responsibilities of project team members. A resource plan,
according to Newton (2005: 110), must be successfully prepared and distributed to all project
stakeholders. Furthermore, Johnson, Scholes, and Whittington (2006: 305) stress the
importance of adequate funding throughout the project. This will prevent any action from
being hampered due to a shortage of finances. Kerzner (2006: 826) highlights the need of
contract documentation, arguing that without a documented contract, it will be difficult to
verify that the necessary activities are completed..
“Table 4.2 : Frequency distribution of factors relating to comfort:”

“Project managers (n=95)”
1= “Not important”
“Items that 5= “Extremely
constituted important” Total Mean Ranking
comfort” 1 2 3 4 5
1 Involvement of
stakeholders % 0 0 0 10.5 89.5 100 4.89 2
2 Competent project
manager % 0 0 0 14.7 85.3 100 4.85 3
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3 Availability of
resources % 0 0 0 19.1 80.9 100 4.79 5
4 Adequate funding
% 0 0 0 20.0 80.0 100 4.80 4
5 Comprehensive
contract % 0 0 0 4.2 95.8 100 4.95 1
documentation
“Table 3: Frequency distribution of factors relating to comfort:”

Contractors (n=91)
1= “Not important”
“Items that
5= “Extremely Total Mean Ranking
constituted
important”
comfort”
1 2 3 4 5
1 Involvement of % 0 0 0 8.2 91.8 100 4.92 1
Stakeholders
2 Competent
project manager % 0 0 0 8.2 91.8 100 4.80 3
3 Availability of % 0 0 0 19.7 80.3 100 4.90 2

resources
4 Adequate % 0 0 0 19.7 80.3 100 4.79 5
funding
5 Comprehensive
contract % 0 0 0 21.3 78.7 100 4.79 5
documentation
4.2.2 Competence
The frequency distributions of items related to competence in project managers and
contractors are shown in Tables 4 and 5, respectively. The aspects were clearly regarded
as'very important' by the majority of respondents for the successful management of building
projects. Competence items were deemed'very significant' by at least 73.7% of project
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managers and 75.4% of contractors. The most important item for project managers was
awarding bids to the appropriate project manager/contractor, whereas the most important item
for contractors was using current technology. However, both project managers and
contractors emphasized the importance of implementing cutting-edge technologies. In terms
of expertise, Nguyen, Ogunlana, and Lan (2004: 411) advise the project manager to identify
all technical requirements during the briefing stage. Chong, Wong, and Lam (2006: 912)
stress the importance of prior project management experience in increasing the likelihood of
project success. Furthermore, as a component of previous experience, tacit knowledge is
crucial in boosting organizational performance and gaining a competitive advantage in the
construction industry (Pathirage, et al., 2007). Another thing to think about is team
competence. London, Chen, and Bavinton (2005: 301) propose conducting a thorough skills
analysis to detect skill gaps. These can then be addressed by implementing suitable
interventions with the goal of establishing competent teams. Phillips, Martin, Dainty, and
Price (2008: 308) recommend using a variety of criteria when selecting contractors. In South
Africa, track record, safety measures, quality management, technical aptitude, and Black
Economic Empowerment should all be evaluated.
Table 4.3 : Frequency distribution of factors relating to competence:
Project managers (n=95)
1=Not important
Items that constituted
5=Extremely important Total Mean Ranking
competence
1 2 3 4 5
1 Utilizing
up-to-date % 0 0 0 16.8 83.2 100 4.83 2
technology
2 Proper emphasis on
past experience % 0 0 0 26.3 73.7 100 4.74 4
3 Competent project % 0 0 0 17.9 82.1 100 4.74 4

team
4 Awarding bids to the
right project
manager/ contractor % 0 0 0 14.7 85.3 100 4.85 1
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Table 4.4 : Frequency distribution of factors relating to competence:
Contractors (n=91)
1=Not important
competence
1 2 3 4 5
1 Utilizing
up-to-date % 0 0 0 11.5 88.5 100 4.89 1
technology
2 Proper emphasis on
past experience % 0 0 0 18.0 82.0 100 4.82 2
3 Competent project % 0 0 0 24.6 75.4 100 4.75 4

team
4 Awarding bids to the
right project
manager/ contractor % 0 0 0 19.7 80.3 100 4.80 3
4.2.3Committment
According to the frequency distributions of items related to commitment in reference to project
managers, as shown in Table 6, the variables that comprise the commitment dimension were
considered'very significant' in more than 80% of the cases. Table 7 shows that at least 82% of
contractors considered competence-related characteristics to be "extremely important." As a result,
the overwhelming majority of respondents cited dedication as a vital success factor in completing
construction projects successfully. Contractors ranked political support as the most critical
component, whereas project managers prioritized senior management assistance.
Given that the majority of projects are in the public sector, political backing was important to both
parties. ones, particularly public ones, are shaped by contemporary politics, requiring political
backing. According to Jacobson and Choi (2008: 646), the principal political actors are non-
governmental organizations and political parties. Projects emerge as a result of a strategic aim that
the organization must achieve, according to Johnson, Scholes, and Whittington (2006: 504). As a
result, the support of top management is important. The significance of commitment to the project
cannot be emphasized. It is critical to have clear objectives and scope. Lindahl and Ryd (2007:
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152) state that project objectives must be iterated and validated on an ongoing basis. According to
Forsythe (2008: 480), quality is created by building clientele.
Table 4.5 : Frequency distribution of factors relating to commitment:
Project managers (n=95)

1=Not important
commitment
1 2 3 4 5
1 Top management
support % 0 0 0 20.0 80.0 100 4.80 4
2 Commitment to % 0 0 0 19.0 81.0 100 4.81 3

project
3 Clear objectives % 0 0 0 11.6 88.4 100 4.88 1
4 Political support % 0 0 0 14.7 85.3 100 4.88 1
Table 4.6 : Frequency distribution of factors relating to commitment:
Contractors (n=91)
1=Not important
commitment
1 2 3 4 5
1 Top management
support % 0 0 0 11.5 88.5 100 4.89 1
2 Commitment to project
% 0 0 0 14.8 85.2 100 4.86 3
3 Clear objectives
% 0 0 0 18.0 82.0 100 4.82 4
4
Political support % 0 0 0 11.5 88.5 100 4.88 2
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4.2.4 Communication
It was observed that at least 71.6% of project managers and 78.7% of contractors judged
communication items to be 'very important,' showing that communication was viewed as a critical
success factor in construction project management by the vast majority of respondents. These
findings are mirrored in Tables 8 and 9. The most important part of communication, according to
both project managers and contractors, was handover protocols. This suggests a shift toward a
more customer-focused strategy. In terms of handover procedures, Karna, Junnonen, and Sorvala
(2009: 117) perceive the construction industry as increasingly becoming a service business.
This necessitates a shift in industry players' emphasis from "working for the client" to "working
with the client." According to Zwikael (2009: 385), special attention should be devoted to activity
description and project plan formation because these serve as the foundation for project plan
updates. Newton (2005: 38) states that the project manager must communicate with the project
team, genuine stakeholders, the customer, and, if applicable, the project sponsor on a frequent
basis. Community involvement, according to Kotler and Keller (2006: 286), indirectly strengthens
the organization's social responsibility stance.
Table 4.7 : Frequency distribution of factors relating to communication:

Project Managers (n=95)
1=Not important
communication
1 2 3 4 5
1 Shared project vision % 0 0 0 28.4 71.6 100 4.72 5
2 Regular update of % 0 0 0 19.0 81.0 100 4.81 3
plans
3 Frequent project
meetings % 0 0 0 11.6 88.4 100 4.88 2
4 Community % 0 0 0 19.0 81.0 100 4.81 3

involvement
5 Handover % 0 0 0 7.4 92.6 100 4.92 1
procedures
Table 4.8 : Frequency distribution of factors relating to communication:
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Contractors (n=91)
1=Not important
communication
1 2 3 4 5
1 Shared project vision % 0 0 0 14.8 85.2 100 4.85 2
2 Regular update of % 0 0 0 21.3 78.7 100 4.79 5
plans
3 Frequent project
meetings % 0 0 0 18.0 82.0 100 4.82 4
4 Community % 0 0 0 14.8 85.2 100 4.85 2

involvement
5 Handover % 0 0 0 13.1 86.9 100 4.87 1
procedures
4.3 “Relationship between biographical variables and opinions on critical success factors”
The Mann-Whitney test was employed at the 95% level of significance (p=0.05) to compare
the mean scores across the four dimensions based on the responses of the 95 project managers
and 61 contractors. Table 10 reveals that at the 95% level of significance, there are no
significant differences in project managers' and contractors' assessments of the four COMs.
This finding shows that both industry participants, namely project managers and contractors,
evaluated the critical success criteria as equally vital.
Table 4.9 : Differences between project managers and contractors on opinions of critical
success factors
Group N Mean P
Comfort
Project Manager 95 4.83
Contractor 61 4.84 0.751
Competence
42 | P a g e
Commitment
Communication
Furthermore, at the 95% confidence level, there were no significant differences in judgments of
essential success criteria between male and female contractors or male and female project
managers (p>0.05).
Only the communication component (p0.05) demonstrated a significant difference in a

Kruskal-Wallis test among project managers of different ages. Communication was deemed
more important by people aged 40-59 and over 60. This could be attributed to older
respondents having been in the industry for a longer amount of time and hence perceiving
communication as more important than younger respondents. Similarly, the Mann-Whitney
test found no significant differences in project managers' or contractors' years of experience
or judgments of critical success factors (p>0.05). It is probable that all project managers and
contractors, regardless of tenure, have identified the critical success criteria without
hesitation. Furthermore, the Mann-Whitney test found no significant differences between
public and private sector project managers' and contractors' ratings of key success factors
(p>0.05). As a result, the critical success factors remain valid to both public and private
sector responders. Project managers should have past expertise in public housing, according
to Chan, Wong, and Lam (2006: 924), to increase the likelihood of project success. This is
mostly due to the nature of public-sector projects. For example, the nature of stakeholders is
more complex than in private-sector ventures. Projects in the public sector involve a wide
range of stakeholders, from the local municipality to the affected populace and even
competing political parties. As a result, past experience in the public sector may boost a
project manager's chances of success.
When asked for additional comments that they believed were critical to the successful
completion of projects, a few respondents mentioned misunderstandings resulting from
contractual documents, which resulted in lawsuits and delays in payment from public sector
43 | P a g e
clients, causing cash flow problems.
Chapter Five
Discussion and Recommendation
Project success and project success factors have been a dominant theme in project
management research for over 50 years. To date research has not led to a full understanding of
these concepts, despite the widely acknowledged need (Turner & Zolin, 2012). Recent
research indicates thatproject success is very much dependent on its context. “One size does
not fit all” (Shenhar, et al., 2001). Different projects are influenced by different factors and
their success is assessed along different criteria. Urgent and unexpected projects are believed
to be a district category of projects, as they, in contrast to most other types projects, do not
start after an extensive feasibility study and completion of a detailed scope, budget and risk
analysis (Meredith & Mantel, 2006). Urgent and unexpected projects represent a far end of the
domain, which to date has received little to no attention. The objective of this study was
therefore to build new theory by identifying the success factors and criteria for contractors of
urgent and unexpected projects and specify their relation. In the subsequent paragraphs, the
44 | P a g e
major theoretical and practical implications, limitations, suggestions for future research and
conclusions of this study will be discussed.
“5.1 Theoretical Implications”

This work contributes to the body of knowledge in a variety of ways.
To begin, it defines the success criteria for contractors working on urgent and unexpected projects
during the post-project completion phase. The perceived success of urgent and unexpected
projects, according to the conclusions of this study, may be determined by measuring performance
against the following dimensions: (1) profit, (2) customer satisfaction, (3) lead time, (4) quality,
and (5) safety. All five success criteria have been established in previous research; however, this
study is thought to be the first to explicitly link the prior set of requirements to a separate group of
efforts, namely those that are both urgent and unexpected. The findings imply that project success
is a complex concept, which supports earlier research. (Cooke-Davies, 2002).
Second, whereas previous research has focused on safety as a success criterion, (Lim &
Mohamed, 1999), It is hardly occasionally referenced in the literature. This criterion is deemed
especially essential in the context of the projects under examination in this study. The cases in
this study are deemed to be at high risk of injury. As a result, safety as a success criterion may
not apply to projects carried out in less risky environments. Some success elements (such as
profit, customer satisfaction, lead time, and quality) are regarded to be project-wide, whilst
others (such as safety) are thought to be project-specific. Scholars studying project success
should take into account the context in which their research endeavors take place. In a situation
with a high level of safety risk, it is best to integrate safety as a success component.
Third, the study's findings support the existence of diverse linkages among the success
criteria. The identified relationships are shown and outlined using an interaction model. The
success criterion of customer satisfaction, according to the research, is decided by the criteria
of safety, lead time, and quality. Other relationships are assumed to exist despite the absence
of evidence to support their existence. Contractors, for example, may attempt to profit from a
situation's urgency while diminishing client satisfaction. Other correlations between the
success criteria are expected to exist, but have yet to be discovered in the current study.
Fourth, our research identified critical success factors for contractors working on urgent and
unexpected projects. The following six traits, according to the conclusions of this study, are
critical to the success of urgent and unexpected projects: (1) communication and feedback
45 | P a g e
quality, (2) adequate flexible and skilled employees, (3) risks addressed, assessed, and
managed, (4) customer/user relationship quality, (5) competent project manager, and (6)
adequate flexible and skilled suppliers. The parameters revealed in this study are consistent
with earlier research (Fortune & White, 2006), implying that none of the discovered success
characteristics are exclusive to the implementation of time-sensitive and unexpected projects.
Although this study does not uncover new success criteria, it does provide statistics to back up
a set of success characteristics that are critical to a specific type of project. Furthermore, the
findings show that previous research was useful in defining success criteria, which could be
critical to the success of urgent and unexpected projects.
Fifth, the collection of critical success criteria varies throughout the projects studied in this
study. Table 7 shows that the list of CSFs is far from complete in terms of all urgent and
unanticipated activities. Each project includes both correlated and uncorrelated components.
The following factors can influence CSF alterations. Although there are many parallels in how
urgent and unexpected efforts are initiated, managed, and carried out, they are fundamentally
distinct and innovative. Projects, by definition, are difficult and prone to a wide range of
interactions, each with its own eccentricities. As a result, uncertainty manifests itself in a
variety of ways, demanding the use of innovative strategies in emergent situations. Despite
the commonalities between urgent and unexpected activities, there are differences. According
to the study, some critical success factors may apply to all urgent and unexpected projects, but
others may be specific to a single, more distinct category. As a result, some success indicators
may be more successful in contributing to project success than others.
Sixth, the research on CSF connections is contradictory. According to one study, CSFs have a
probabilistic link since they 'increase the likelihood of project success' (Kerzner, 1987), Other
investigations have found that the association is predictable. The outcomes of this study
support both types of connections. Four of the first six critical success factors are
deterministic, implying that the success of urgent and unexpected projects can be determined
by evaluating performance against the following dimensions: (1) communication and
feedback quality, (2) adequate flexible and skilled personnel, (3) risks addressed, assessed,
and managed, and (4) customer/user relationship quality. Priorities have been found to be
'essential' in completing urgent and unexpected tasks. According to the research, good
performance on each of these factors leads to project success, whereas poor performance leads
to project failure. The following factors are discovered to have a probabilistic relationship: (5)
46 | P a g e
A capable project manager, and (6) a sufficient number of flexible and skilled vendors. The
better these components function, the more likely it is that a project will be deemed
successful.
Finally, this study contributes to theory by providing qualitative empirical evidence for a set
of prospective success criteria and determinants for a specific subset of initiatives, namely
those that are both urgent and unexpected, as well as explaining their link. This study is
thought to be the first (as far as the author is aware) to only investigate project success within
the given region, and thus contributes by advancing project management success theory.
“5.2 Managerial Implications”

The study's findings could have a number of implications for managers and practitioners in
general. Managers should apply a comprehensive approach to the concept of project success if
the propositions are tested and support the study's conclusions. Managers should strive to
develop project objectives based on the criteria outlined in this study, and project participants
should concentrate on the expected outcomes. Because data show that safety and customer
satisfaction are more important, these objectives should be prioritized. The concepts of this
research can also be utilized as a baseline measure to evaluate project performance and learn
from the variables that contributed to it.
Furthermore, the study demonstrates that if companies want to increase the success of urgent
and unexpected projects, they must provide great communication and feedback among all
stakeholders. Information should be provided with everyone involved on a frequent basis, and
customer expectations should be adjusted, especially in the early stages of a project. Personnel
working on a project must be adaptive, skilled, and easily available in order to keep lead time
to a minimum while yet achieving the desired quality. The project manager entrusted to the
project must be able to motivate staff, keep the project on track, and provide the necessary
technical expertise and skills. Risks must be identified and addressed since urgent and
unexpected projects are typically loaded with uncertainty. Because unanticipated projects are
unavoidable. Commercial risks can be reduced before initiating any activity by creating cost
pricing contracts, issuing explicit order confirmations, and explaining stakeholders'
contractual obligations. Technical risks, on the other hand, can be mitigated by discussing
repair situations openly, including their exposure, examining the quality of on-site equipment,
and determining whether human capabilities match those required. Managers must be aware
47 | P a g e
that suppliers can provide access to hard-to-find parts, more machine capacity, and a broader
range of solutions to assist customers by reducing lead time. In order to make a major
contribution, suppliers must be picked based on their adaptability and knowledge. Finally,
managers should think about investing time to invest in a positive relationship with the
customer and end user, as this may keep a project from spiraling into a negative spiral of
backroom politics, lack of trust, and unwillingness to communicate.
5.3 Recommendations
In addition to the 'golden triangle,' an enabling environment should be created to ensure that
construction projects are completed in comfort, by competent staff, with a clear
communication plan (including skills), and with the commitment of all parties involved.
Contract simplification should be a primary priority for the CIDB, as this issue has recently
resulted in an increase in lawsuits. Because contractors, in most situations, do not deal
directly with the client, this has created an environment of mistrust, mostly between project
managers and contractors.
Conclusion
Given the difficulty of quantifying project performance, the four COMs model has been
presented as a useful tool for evaluating project success, particularly in developing countries.
The goal of this article was to examine the viewpoints of project managers and contractors on
the critical success criteria that lead to project success. According to the statistics, both
project managers and contractors strongly believe that the critical success aspects stated in the
four COMs model are critical to project success. The critical success criteria did not differ
significantly across project managers and contractors. The findings also show no significant
variations in gender, age, tenure in the industry and sector (public and private), or educational
background between project managers and contractors.
48 | P a g e
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“Critical Success Factors”

“Influencing Project Success”

Signature of the Student: Date: 07/05/2023

Signature of the Supervisor: Date: 07/05/2023

“Keywords: Critical success factors, Project success”

Figure 3.1 : Conceptual Framework..............................................................................................................26

“Bridges & flyovers”

1.4 “Research Problem”

1.5 “Research Questions”

1.7 Significance of the Study

1.8 Structure of the final research

1.9 Limitations of the Study

1. Limitation of time and budget.

2.1 “Three Streams of Literature Related to Project Success”

2.6. Literature Study

2.7 “The four COMs”

Source: Author Developed

“H1: There is a positive relationship between comfort and project success”.

“H2: There is a positive relationship between competence and project success”.

“H3: There is a positive relationship between commitment and project success”.

3.5“Population and sampling”

Figure 3.2 : Employee categories

"Skilled and Unskilled labour" The study's population consists

3.5.1 “Sample calculation”

3.5.2 “Questionnaire distribution plan”

3.6 Data collection method”

Table 3.2 : Likert scale option

“5” “Totally agree”

“1” “Totally disagree”

“3.7 Data analysis plan”

4.1 “Biographical Data”

Respondents Project Contractors

40-59 47.4 45.9

60+ 18.9 29.5

Total 100.0 100.0

“5-10 years” 25.3 39.3

“Over 10 years” 74.7 60.7

“Total” 100.0 100.0

Private 32.6 19.7

4.2 “Findings and Discussion on the “4 COMs””

“Table 4.2 : Frequency distribution of factors relating to comfort:”

stakeholders % 0 0 0 10.5 89.5 100 4.89 2

“Table 3: Frequency distribution of factors relating to comfort:”

3 Availability of % 0 0 0 19.7 80.3 100 4.90 2

3 Competent project % 0 0 0 17.9 82.1 100 4.74 4

3 Competent project % 0 0 0 24.6 75.4 100 4.75 4

Table 4.5 : Frequency distribution of factors relating to commitment:

Project managers (n=95)

2 Commitment to % 0 0 0 19.0 81.0 100 4.81 3

Table 4.7 : Frequency distribution of factors relating to communication:

4 Community % 0 0 0 19.0 81.0 100 4.81 3

4 Community % 0 0 0 14.8 85.2 100 4.85 2

Only the communication component (p0.05) demonstrated a significant difference in a

“5.1 Theoretical Implications”

“5.2 Managerial Implications”

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