Implementation of Performance based project ...

Implementation of Performance based project management strategy to improve teamwork productivity

FACULTY OF APPLIED SCIENCES

DEPARTMENT OF COMPUTING, ENGINEERING AND TECHNOLOGY

A project dissertation submitted in partial fulfilment of the regulations governing the award of the degree of MSc Project Management, University of Sunderland April 2015

Implementation of Performance Based Project Management Strategy to improve Teamwork Productivity in Construction Industry

Project Supervisor: Ian Ridley

Student Name: Tolulope Adeoye

Tolulope Adeoye, 139069842

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ABSTRACT This research study aimed at implementing a performance based project management strategy to improve the teamwork productivity in construction industry. The purpose of the implementation of this strategy is to find out the cause of the challenges Frank Boye Nig Ltd faced during the process of a project. The project performance was determined with the use of key performance indicator and the teamwork productivity was determined form the use of quality factors which then required the use of interview method in collecting required data qualitatively, analysis of result helps in identifying the key issues affecting the project performance. The identified issues was discussed to channel the research literature with result analysis, this is as a result of developing strategy components to resolve the issues in Frank Boye Nig Ltd.


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INTRODUCTION CHAPTER ONE 1.1 Background The aspect of teamwork has become a concern for management in construction industries and it is not new in the construction projects (Fung et al, 2013). In history, team work together in a collaborated manner as groups on construction projects. Some of the examples from past construction projects are megaliths and construction of pyramids. In which since this early times, teamwork in construction projects has undergone changes and evolved in several aspects (Shelley et al, 2010). However, teamwork and team building has less attention to in past research literature. Yuzhu et al (2011) indicated that most of the researches are focused on team success instead of researching further on teamwork issues.

1.2 Sponsoring Client Overview Frank Boye Nig Ltd is a construction company in Abuja Nigeria. It was established more than 20yearsago, and mainly deals with construction of multiple projects such as housing estate projects which includes building of houses, borehole construction and other house installations. The company project process involves various team members which includes mainly sub-contractors for the supply of materials, design and installation of equipment in the construction process. 1.3 Problem Overview


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Implementation of Performance based project management strategy to improve teamwork productivity Frank BoyeNig Ltd has been experiencing development problem in team productivity lately resulting to poor project quality, abandoned project and late delivery of project outcome. Also as a result, this has caused the company denial of contract approval from several clients. According to findings from a research on the company, it has been noted that the team work productivity has not been monitored appropriately to discover what could be the result of the problem causing project delay and poor project quality outcome. 1.4 Project Aim The aim of this research study is to implement performance based project management strategy to improve teamwork productivity in Frank BoyeNig Ltd. 1.5 Project Evaluation •

To analyse existing and previous research to produce literature review on the

Implementation of Performance based Project Management Strategy in Construction Projects. •

To collect and analyse data from Frank BoyeNig Ltd for the implementation of

Performance based Project Management strategy. •

To produce a discussion based on literature review and collected data that will

provide direction for the development of Performance based Project Management strategy. •

To provide a Performance based Project Management strategy on how to improve

team work productivity in the company. •

To produce an appropriate dissertation that meets requirement of PROM01, complete

with a critical evaluation of the work. •

To collect feedback from client on project deliverables.


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1.6 Client Requirements •

Identify the causes of delay and poor quality output in projects.

•

Monitor the performance of project team at every stage of the current Project.

•

Evaluate the risk of ineffectiveness of project team in the ongoing Project.

•

Provide Performance based Project Management strategy to improve the company’s

team work productivity. 1.7 Research Limitations •

Limited access to journals and articles on Implementation of Performance based

Project Management strategy in Project because it is still evolving. •

Research time is limited to 600 hours.

•

Limited access to client due to distance and work schedule of client.

1.8 Dissertation Structure Chapter 1 indicates the introduction and shows the reason for this dissertation research study and also identifies the structures of the project and the client’s requirement. Chapter 2 indicates an overview of past and previous research study to produce a literature review on the project performance in construction industries and the challenges teamwork


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Implementation of Performance based project management strategy to improve teamwork productivity face to produce quality project output. This research helps to identify the challenging factors associated with teamwork productivity and the issues in project performance from review on relevant literature. Chapter 3 provides a descriptive method in collecting data required for the research with the use of interviews. Chapter 4 shows the analysis of data collected to find out the areas they are falling behind in the company and the areas to be discussed in the next chapter Chapter 5 is to discuss extensively the result analysis from the previous chapter by relating it to the literature review from past research study to know areas required for recommendation and needs to be strategized. Chapter 6 Gives recommendation on areas that as issues discussed from the analysis result and gives an approach to implement the strategy. Chapter 7 Is to evaluate the project objectives and client requirement against the project outcome of the research study and also gives evaluation of a complete dissertation. Chapter 8 is the summary of the research study from start to finish and makes suggestion on areas for further study.


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CHAPTER TWO LITERATURE REVIEW

2.1 Introduction The construction industry is said to be the bed rock of rapid economic growth of any country (Chinedu et al, 2011). Construction projects are then regarded to be on a very high rank between inter sector linkages among other economic sector and it is further said to be a major factor in political and social sector, rank as one of the major budgetary area of developing countries (Emma & Yong, 2012). Moreover, need is to be managed efficiently for success and with critical analysis on the issue of wasted resources, construction sector needs to employ professionals and expert to the project team in avoiding this issue (Akinola, 2014).

Constructions projects also consists mostly of multicultural team members, individual team specialised in different area of construction process involved in the teamwork productivity (Babatunde et al, 2010). Construction industry has a dominant role to play for an economy to be progressive mostly in developing countries, construction projects therefore result to abandoned and less quality project in a low progressive economy (Anyanwu, 2013).


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Implementation of Performance based project management strategy to improve teamwork productivity According to Idoro, (2010) construction projects in Nigeria currently result to delay and cost overrun and some of the causes of delay in projects are death of client and inability to raise fund for the construction project. This chapter is therefore segmented into sections on past research literature regarding the state of project management approaches in Nigerian construction industries, how teamwork is being managed and how performance based project management is used in construction projects from past research studies.

2.2Project Management in Nigerian Construction Industries According to Anyanwu, (2013) project management approach is said to be in infant stage in Nigeria sector and all the Nigerian construction workers such as architect, engineers, estate surveyor and builders achieve project management techniques based on their experience. Nowadays, professional bodies in construction project management is scarce in Nigeria sector, this has now led most project management professional bodies to have earned it through postgraduate studies abroad in countries like United Kingdom, Canada, USA, Australia (Olateju et al, 2011).

Nigerian construction projects are almost in conjunction with time and cost overruns issues which has required the need for a practical approach for notification when issue is about to arise in a project (Executive,2013). In regarding Nigerian contractors, findings revealed that most of them do not use project planning techniques appropriately (Akinola, 2014).

2.3 Project Performance in Nigerian Construction Industries According to Pheung and Cheun, (2006), Project management is described as the only criteria on which project performance is made unpredictable. However, Ugwu and Haupt, (2007) then made it known that knowledge and understanding helps manage goals such as project Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity specification, decision making in project design. Performance level identified as project management practice is to improve better performance and give recommendations on how construction industry can improve their performance in China (Ling et al, 2008). Construction projects are mostly organised by several project organisation changing from one project to another leading to conflict amongst the collaborated organisation (Walker, 2007). However, diverse perception about project execution in achieving objectives was revealed by Turner, (2010). Construction participants such as architect, contractor, subcontractors and mechanical engineers identified construction process from their own point of view with different result (Anyanwu, 2013). As a result of this, Gould and Joyce, (2008) said demanding challenge in construction project is due to collating many autonomous businesses into similar objective. S.O, (2012) illustrated that high performance environment is invested in human resources to assist the innovation and technical skills. For instance in construction industries, project teams focus on their working life which therefore leads to change in construction activities in forming different team each time new project is initiated. However, policies are applied by construction industries for the improvement of teamwork activities (Akinola, 2014). 2.3.1 Project Performance in other Developing Countries Researchers have proved that construction industry in developing countries suffer from cost overrun and time delay. However, 40% of construction projects in India are currently facing cost and time overrun, also Ugandan construction projects experience cost and time overrun resulting to delay in their construction project delivery and are also summarised as part of the country’s project problems in Vietnam government projects (C.B, 2009).


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Implementation of Performance based project management strategy to improve teamwork productivity According to Akinola, (2014) therefore rated productivity performance to be on a low average in Nigeria industries, whereby his findings identified technical inefficiency as a major influence declined by -1.29% per annum for period between 1962 – 2000; technical change declined by 11 % annually over the same period of time. In most researchers’ studies, critical success factors have been identified as an influence to projects on both developed and developing countries. For instance in economic system, most of these characteristics associated with developing countries and emphasis was made that project factors differ from one another (C.B, 2009). 2.3.2 Issues of Project Performance in Nigerian Construction Industries Many studies identified performance in Nigerian construction projects to be frequently related to poor management

resulting from poor commitment of project goal, poor

motivation of project teams, poor competence in technical aspect, poor project planning, poor project control and poor project scope (Aniekwu & Audu, (2010); Bala et al, (2009). Whereby, Uduak, (2006) & Ibrahim, (2012) argued that performance of construction in Nigeria is better in building and civil engineering projects and can be entrusted with larger projects. According to Olawale, (2010) project management has shifted from the use of hard system to soft system in which hard system approach involves the use of mechanical input in the implementation stage in projects. The approach is therefore proved by several researchers that it can lead to fault due to change in demand from specification to performance (Ekundayo, 2013). Therefore to achieve project delivery performance, soft system factor must be considered and it involves the development of soft skills focus on customer satisfaction.


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Implementation of Performance based project management strategy to improve teamwork productivity This is applied throughout the process of project to enhance the project success, this is applied to construction industries in Nigeria but poor project performance are recorded resulting to low productivity growth in all Nigerian industrial sectors (Malladi, 2007). The project performance implementation will help improve productivity, for enhancement process problem issues hindering performance of project need to be addressed first. Another issue that can be identified is the environmental issues, whereby during project process, more attention is given by government and non-government bodies. Therefore it is identified that construction projects affect environment in several ways contributing mostly to environmental impacts (Alzahrani et al, 2013). It was therefore reported that 14 million tons of waste has been put annually to landfill in Australia in which 44% of this waste is from construction industry. Generally in developing countries, construction industries consume 62.86% of non-metallic mineral such as glass, clay, lime, and cement. Alzahrani et al, 2013) stated with an argument that 30% of annual wastes in UK are from construction industry where this could be accounted for economic growth from environmental damage affecting time, cost and project quality. However, construction projects are hereby said to be broadly classified into two procurement system such as traditional and non-traditional (Mathonsi&Thwala, (2012); Babatunde et al, (2010); Harris &McCaffer, (2005). However, it was shown in several researches that both methods are currently used in the procurement and those underperformed in time and cost of construction projects in Nigeria (Idoro, 2012; Ikediashi et al,2010; Babatunde et al, 2010; A.D Ibrahim,2008; Ojo et al, 2006). This could be an attribute from weak institution, poor practices and policies, ineffective and inefficient planning (Aniekwu&Audu, 2010).


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Implementation of Performance based project management strategy to improve teamwork productivity According to Idoro, (2012) research, he reveals that planning in project has an effect on the project outcome and this has led to a big issue in Nigerian construction industry with the reason that there is a considerable contribution planning gives to economic growth, with the requirement of human resource has been able to complete globally. Although researchers have not revealed on the performance of Nigerian construction industry and application of planning techniques in building projects procurement system in Nigeria (Mbamali&Okotie, 2012; Odediran et al, 2012). However, underperformance consequences has led to inability for Nigerian construction industry to deliver services effectively and efficiently and also cause late in delivery of project, falling short of quality and quantity and wastage in resources (Ankrah et al, 2009). Ubani et al, (2010) identified from his research literature that experienced slipped milestone of projects in Nigeria, high cost, and time overruns has a negative impact on economy development of nation Nigeria. In regarding the consequence to inefficiency of Nigerian construction industry, it was said by Odediran et al, (2012) that foreign contractors take charge of 95% of major public projects in the country. This however results to incompetency of project contractor, poor quality of construction materials. According to Ankrah et al, (2009) research literature identified poor sharing of information between contractors and sub-contractors in terms of getting right information about the quality of construction materials and knowledge sharing. Also said that contractors and sub-contractors under traditional procurement do not plan and develop project together, this has led to wrong gathering of project information which cause project failure and result to delay in projects (Oladapo, 2007). 2.4 Critical Success Factor in Construction Projects


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Implementation of Performance based project management strategy to improve teamwork productivity Judger and Muller, (2005) defined success in a project to be an art of gaining people’s idea and knowledge on the definition of good art. However, critical success factor in construction project was emphasized in as study on large scale construction projects in Thailand by Oladapo, (2007) that success factor varies on the type of project and his findings revealed the factors to be client involvement, project planning and control and project personnel influencing success of a project. In regarding a similar study on critical success factor by Park, (2009) identified a briefing process in achieving success in project performance which considered open communication, clear intention, precise briefing of documents, client’s objectives, clear goals and objectives. Also the process involves achieving client’s goals and project requirements. Major performance indicators in construction projects were being identified as cost, time and quality whereby these indicators are further said to be driven factors used to determine the certainty of project performance strengths and weaknesses (Marteralla, 2007). Therefore these indicator factors can be the downfall or success in project performance and research was identified by Olav et al, (2007) that success factor is indicted to focus on project performance and project success factor can be described as an input to project management system in a direct or indirect approach to project success. Commitment to project planning, monitoring performance and feedback, project ownership, project teamwork, planning, programming techniques, project managers influence were suggestion as important success factor for a structural and managerial system in Pakistan’s construction projects. Quality control will make project team meet and understand meeting requirements, it will also help understand need to consider some certain process in terms of added value. In the implementation of ICT projects in construction to be successful, critical success factors were identified as; cost of development, team knowledge development, clear Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity communication, top management support, change management and availability of appropriate tools (Judge & Muller, 2005). However, Tha and Iyer, (2006) used survey to find out the most critical success factors in India to be owner’s competence and participant’s commitment. Additionally to the critical factors identified in countries from different research studies, projects in South Korean was investigated by Park, (2009) revealing ten common factors and 188 individual factors influencing project performance. The study identified individual factors as project budget, team management, trust, fixed construction period, clarity of contract and quality of materials.

FIGURE ONE: Summary of literature reviews on CSFs for project performance (Park, 2009) Tolulope Adeoye, 139069842

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The result revealed six critical success factors which can influence project performance in Nigeria. These factors were objective management, management of design, technical factors, top management support and risk management. These six identified critical success factors are essential for practitioners in order to reduce project failures and increase project performance in Nigerian Construction Industry. The findings will enable practitioners to gain better understanding on the key areas to focus in order to obtain optimum results

2.5 Roles of Construction Project Team Construction project teams are described as group of interesting people brought together to achieve specific joint project goals (Emmit and Gorse (2007). A typical construction project team is portrayed to involve project manager, architect, engineer, contractor, and owner’s representatives. Participants of atypical construction project team is listed below as project manager, client, financier, architect, main contractor, subcontractor, cost consultant and other consultants depending on the type of projects in which some are further explained according to different research literature.

According to Baiden et al 2011 research literature stating that there are several types of groups under construction industry with different characteristics, different cultures, and management style with complementary skills required for project delivery. Additionally a typical construction project is said to involve several collaboration of organisations brought together for duration of time of project to form project team (Forques&Koskela, 2009).


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2.5.1 Nigerian Project Team Performance in Construction Industry The success of any project relies on the effectivity of project teams and this should start from when the project is been initiated to the end of the project (Yawel et al, 2005).The major issues in construction industry is the reason behind time delay in project delivery, cost overrun and poor quality standard. This therefore led Chandra, (2010) to identify construction projects in public sector especially compromising on quality, time and cost overrun, which then made Alzahrani et al (2013) to point out project delivery being achieved when initial phase in project are correctly done. Contradictory, Banki et al, (2009) said the construction project delivery depends on how effective the contractor and consultant carry out initial phase of the project.

The size or scope of client needs are important in delivering project therefore it was reported by Isik et al, (2009) that client needs project scope and financial resources identified contractor’s credibility and reputation in the ability to handle projects. In other to be successful in construction projects, there is need for project team to act towards achieving required goal of the project and must have strong desire to remain till the project finishes (Olateju et al, 2011). According to Oloyede, (2008), managing construction project is said to be demanding and challenging in a professional and skill level. A project team is required and needed to ensure project is completed successfully and they are required to be on professionally skilled in their various roles, the professional project team is stated to be responsible for all the technical works in the project and they need to be carefully exercised during the process of the construction project for they are encountered for any project failure (Odeyinka, 2006). 2.5.2 Factors Influencing Teamwork Performance in Construction Projects in Nigeria Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity Every project has its own distinct factor in regarding the specification of design, delivery methods, the project teams and terms of location. However, if the influencing factors are identified in a construction project, team performance measures will be upgraded due to the known influential factors (Aje & Awodele, 2006). Olatunji et al, (2014) identified factors influencing construction project team performance is therefore indicated in the following categories with some factors under each category.

1. Organisational Determinant: As examined by the researcher, organisational determinant are referred to as remuneration, supervision, co-worker, benefits, work, promotion opportunities, hours of work, job security and communication. Remuneration is therefore stated as amount of compensation received for a specific job, and salary is identified to be the significant multidimensional predictor of job satisfaction. Also pay satisfaction is of importance to meet the satisfaction of economic needs so as to motivate their level of commitment to work, whereby dissatisfaction of employee regarding pay tends to decrease the level of commitment to job (Currall et al, 2005). The under rewarded employees will come to work reluctantly by going late or go absent. Supervision in construction project requires emotional and technical skills to be successful. However, supervision is identified as seeing over work and task done and employers who enjoy work with supervisor learn more and perform more to success of the project. There are three dimension of supervision affecting performance such as (i) the level of commitment of supervisor to the employer’s wellbeing (ii) the extent project (Akpan, 2014). 2. Team participate in decision making that affect their job roles (iii) employees perception on their value to the organisation and supervisor and also noted that this can be related to enhance performance (Bonache, 2005). Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity 3. Demographic Descriptors: Age, gender, rank, length of service, experience, marital status, religion and academic qualification are the factors related to each individual. Gender refers to personal characteristics of an individual and it falls under professional category affecting performance. This can also impact employment values whereby women put importance to inherent attributes which are positive relation with colleagues, social and emotional aspects whereby, men importance focus on external attribute such as job advancement opportunity, job security, high salaries and work independence (Gurbu, 2007).

Age influences relative importance on various work attributes. For a younger professional in construction industry, they tend to focus on how to work harder to be promoted to a higher position and more pay compared to older professionals that value jobs with meaningful content such as balancing their personal needs with job (Oyewobi, 2012). Length of Service is said to be measured on the period a professional project team member has been practicing. According to researchers, professional bodies practicing for a period of time has much experience and tends to perform better than the early start. Oyedele, (2012) said that people with more work experience respect their job more and apply experience skill on every job successfully. Educational Level is the level of achievement in the educational sector. The educational level of a professional body in construction project will determine the level of performance. It was also revealed that people with more experience and education. Ekung, (2013) discovered that performance increases when level of education increases.


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Implementation of Performance based project management strategy to improve teamwork productivity 2.6 Teamwork Productivity The study of construction team productivity is important because the higher the productivity, the lower the cost (Bouchaib & Charboneau, 2005). Measuring team productivity therefore helps in identifying resources that are underutilised (Nwelih & Amadin, 2008). According to Wagner & Ruhe, (2008) suggested that providing training, and giving periodic feedback on teamwork performance improves team productivity. A research study on software productivity illustrated that productivity of constraint controlling the programmer is the time constraint, financial constraint, specification of software, and program methodology Raiden and Dainty (2006). Also team productivity is said by Tabassi et al, (2011) to be independent on individual productivity whereby team member experience of success influence motivation, team cohesiveness and work environment.

In a research by Aronson et al, (2006) illustrated that leadership skill has an effect on teamwork performance but emphasized on effect of leader personality trait in new product development project performance through teamwork effect based on different issues project development face. Project managers should ensure proper use of leadership skills in request to situation and foster cooperation atmosphere with transformational leadership. Additionally project managers can encourage and strengthen self-confidence of team member in other to improve their delegation to teamwork (Kolarsky & Oshri, 2005). Quality factors of teamwork are interrelated performance components needed to facilitate adaptive performance successfully. These factors are communication; which is sufficient frequent, precise and exchange of information, trust, cohesion; project team members are motivated and makes team spirit, value diversity; share same goal, and team performance; level at which project team complete effective and efficient project makes factors of quality teamwork (Salas et al, 2008). Performance measure is essential in identifying value of Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity teamwork production. In past research study, an objective measure of team performance intake the aspect of teamwork has become a concern for management in construction industries and it is not new in the construction projects (Fung et al, 2013). In history, team work together in a collaborated manner as groups on construction projects. Some of the examples from past construction projects are megaliths and construction of pyramids. In which since this early times, teamwork in construction projects has undergone changes and evolved in several aspects (Shelley et al, 2010). However, teamwork and team building has less attention to in past research literature. Yuzhu et al (2011) indicated that most of the researches are focused on team success instead of researching further on teamwork issues and stakeholder perspective involves measuring target time and cost to assess performance of project, (Argawal & Rathod, 2006). Therefore, project performance evaluation can vary across team members and stakeholder with difficulty in measuring team performance objectively (Tabassi, 2012). Despite the constant argument on subjectivity of performance measure, multiple performance measures were still found in research literature (Yang et al, 2010). However, multiple measures have been done on software development in a research study by Delone & Mclan, (2008) and two central aspects of project success were observed as efficiency and effectiveness. Team effectiveness is then described as degree team meets expectation of quality of project outcome while team efficiency is said to be level of degree team meet time and budget objectives and togetherness of effectivity and efficiency makes project success (Fong & Lung, 2007).

2.6.1 Quality Factors of Teamwork Productivity 2.6.1.1 Focus on goals and objectives


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Implementation of Performance based project management strategy to improve teamwork productivity According to love et al, (2005) stating that project effectiveness and efficiency depends on construction project team ability to focus and work together to achieve common goals and objectives in project. This goals and objectives will therefore be achieved if project team members work together helping each other, share information and experience. Additionally, suggestion was made by Ochieng & Price, (2009) that project managers should have the potential to understand and clearly verify project goals with the project team to enable the effectiveness of team performance. Focusing on goals and objectives in construction projects is building together each member’s perspectives on project and it is also necessary for project team understand stakeholder value, interests and need in other to achieve project goals and objectives (Forques & Koskela, 2009). 2.6.1.2 Trust and Respect When there is lack of trust and respect amongst project team, altitude and suspicion arises amongst team members, in which trust and respect is classed as an important factor to determine the quality productivity of teamwork (Tabasssi et al, 2011). According to Dainty et al (2005), stating that construction industry is vital to develop trust and respect with other members for it can necessitate some culture changes within the construction organisation for long period. Also Baiden et al (2011) added that at the early formation of construction project team and continuous formation shared can add significantly to equal respect of the involved project team. Apparently the reason for poor flow of information amongst team members is due to lack of trust between the members (Tabassi & Bakar, 2009). 2.6.1.3 Communication Communication is identified as one of the core indicators in enhancing tam effectiveness in construction project; communication is therefore associated to team effectiveness, job satisfaction, integration of work unit in organisational level. Poor communication in construction project team can lead to poor development of project management process and Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity design implementation (Raiden & Dainty, 2006). Therefore to reduce the issues caused by lack of communication, Moore and Dainty, (2005) suggested introducing a multidisciplinary project team for it will improve the communication system by encouraging face to face relationship between the team members. This communication system will ensure good and reliable flow of information amongst team members in the construction project (Luka et al, 2014). Implementation of this system can be done by using numerous technique and tools to encourage open communication amongst project team. According to Dainty et al, (2006) given that construction is in dynamic, fragmented and disparate sector has made effectivity of communication essential for the delivery of successful performance in project goals. For instance scope of work and construction details is communicated by the means of drawings, contract documents and specifications (Mehra, 2009).

2.6.1.4 Sharing of Information Project information is said to be open, accessible to project team members for efficient decision making and to create effective integrated project team and ensure decision made gets to the right person (Baiden et al, 2011). Team members should meet regularly to discuss project plans and share information on any arising issue to achieve project objectives. Information can be shared by using strategies like developed IT tools in other to achieve smooth and clear information sharing (Tai, 2006). 2.6.2 Critical Issues in Teamwork Productivity in Nigerian Construction Project According to Lawal, (2008) research study which stated that construction workers in Nigerian sectors have almost zero productivity and poor productivity is said to be identified as one of the most critical issue in construction industries most especially in developing countries. Despite an observation made on the intensive investigation on factors affecting labour productivity, researchers disagree on a universal set of factors that has significant Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity effect on productivity. However, factors affecting construction labour productivity are grouped under ten headings namely; leadership, time, motivation, supervision, safety, project, quality, materials and external. (Enshassi et al, 2007). Whereby, productivity factors are categorised as organisational factor, physical factors, socio-psychological factor and economic factors based on motivation theory (Kazaz et al, 2008). 75 factors were identified affecting construction teamwork productivity from literatures and group discussions with artisans and project supervisors and these factors are classified under five groups namely; environmental factors, labour-related factors, management related factors, natural factors and project-related factors (Odesola, 2012). According to Uni et al, (2010) result analysis in his research study, he stated the demotivating factors affecting construction teamwork performance. These factors are namely; poor construction method, lack of communication among owner and contractor, lack of training, late delivery of materials and delay in project schedule.

2.7 Factors adversely affecting quality of construction project performance Performance issue can be grouped into unrealistic target setting which is resulted from planning, and causes from actual construction (Navon, 2005). He also said that traditional project performance is usually cost control technique and rely on manual data collection meaning that it is done once a month (that is frequently done). However, collection of data manually affects quality of project (Navon, 2005). In China construction firm, architectural, engineering and construction (AEC) face the challenge in managing performance in construction projects because of less experience with the new operating system (Ling et al, 2007). Whereas international construction firm is mostly challenged by more complex and dynamic factors such as political, social, economic, cultural risk factors (Kim et al, 2008).


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Implementation of Performance based project management strategy to improve teamwork productivity According to Iyer and Jha 2005, many factors was identified as influence on project cost performance such as project manager’s competency, monitoring and feedback, top management support, social, climatic and economic condition. However, coordination amongst team members was identified as most significant factor on cost performance. Project cost time performance is therefore indicated to be a poor predictor of time performance Love et al, (2005) whereby performance evaluation model was introduced by Elvamany et al, (2007) to provide a proper tool for company’s owners to evaluate construction performance of construction industry in Egypt.

2.7.1 Poor monitoring performance The main attributes in this aspect is effective monitoring and feedback from team members if managed effectively, helps in controlling workmanship and to enhance project quality (Anyanwu, 2013). However if not properly monitored affects the desired quality of project outcome in the aspect of poor workmanship and improper usage of resource material (Aminu, 2013). Therefore this will require a committed member to adapt to the quality plan and follow necessary procedure in carrying out project activities (Jha & Iyer, 2006).

2.7.2 Project manager’s ignorance and lack of knowledge According to Navon, (2005) research literature stated that collected data are for construction project manager use as basis for evaluation of project performance indicator (PPI) to make comparison of planned value and forecast its future value on past performance. However, some environmental variable was identified to be important for performance of project manager in a project organisation. It shows the result of working hours, complexity of project, material and supplies, duration of project, time availability and size of project


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Implementation of Performance based project management strategy to improve teamwork productivity (Olalekan, 2013). According to Jacobus et al, (2010) stated that project managers monitor the efficient level of so as to control task conflict from developing to personal conflict. Whereby, team relationship was said to be the main important variable affecting the performance of project manager while experience of project manager does not have lots of effect on their working environment variable (Pheng & Chuan, 2006).

2.8 Project Management Strategy Project management strategy is categorised into three main factors namely communication, planning and control and many researchers identified that project strategy may contribute to performance of project such as cost time and schedule (Srivannaboon & Milosevic, 2006). However, project strategy is said to be critical to project success and should be on institutional level and should not only concern operative and tactical level (Artto et al, 2007). According to Shenharet al, (2007) identifying project strategy role to be a set tone for project management and help encourage project team aware of project position. Additionally to the project position, Patanakul & Shenhar, (2012) that it can be strengthened through identified element such as product definition, competitive advantage and success criteria. Project strategy also direct the path project team takes in acquiring project goals. However project strategy act as a direction to behaviour of project team by defining the project scope (Shenhar & Dvir, 2007). Project strategy creates perspective and position the way project team should follow to achieve success in project outcome. Project strategy therefore directs team behaviour (Aron et al, 2012).


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FIGURE TWO:Components of Project Strategy (Patanakul & Shenhar, 2012)

This strategic component translates the competitive advantage into project participant guidelines and these guidelines focus on activities that will enable the competitive advantage a reality (Poli, 2007). However, items involved in strategic component are guidelines for behaviour, policies, processes, and roles of different team members in a project (Patanakul & Shenhar, 2012).

2.9 Performance Based Project Management Strategy (PBPMS) in Construction Projects Project performance is defined as meeting cost and time objectives and adhering to a product specification. Application of strategic management practice in project organisation enables project organisation enhances performance through improvement of effectiveness, flexibility and efficiency (Dzeng & Wen, 2005). Construction project success can be indicated by project performance and this performance can depend on various project factors such as contractual arrangement, project complexity, competency of project manager, team member’s ability in projects. Project performance is Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity therefore quantified by performance measurement in which performance measurement is described to be a common method in collecting data information about input, efficiency and effectiveness in construction project in which the performance measurement can be crucial in tracking, controlling variables to acquire success in project outcome (George et al, 2005). Bakar et al, (2011), proved from his research that there is positivity in effect of strategic management if permission is given to organisation to increase profit with quality standard for customer awareness. In regarding the attracting of customers, the implementation of strategic management should be conducted properly, analysing the outside environment to acquire information in terms of threats and assess internal environment to evaluate the organisation strength and weakness to cope with threats. Furthermore a conceptual framework was developed for benchmarking project management performance form contractor’s perspective, it was discussed that the approach of benchmarking helps construction organisation acquire knowledge from the best project management practice of other organisations to enable them improve on their area of weaknesses ( Luu et al, 2007). Apparently, Artto et al, (2007) argued that project strategy is associated with goals, plans that are aligned with parent organisation’s strategy. For instance, success is regarded as how well project is able to achieve its goals and objectives when referring to NPD project from project outcome perspective such as cost performance, innovation performance, schedule performance, quality performance and market performance. Additionally, an example on how project strategy is implemented successfully in project management was developed by Dietrich & Lehtonen, (2005) indicating the linkage between strategy process and project management as a success factor. However, project management Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity is said to impact business strategy adaptation if threat is detected in the project environment (Srivannaboon & Milosevic, 2006). According to previous studies, project failure and success is used to identify some explanatory factors such as nature of organisation in relation to different ways of understanding performance (Shore, 2008). Importance of time, cost and quality during project performance evaluation in private and public construction projects is being analysed by several researchers and the use of three metrics can be reversed back to the year 1950 during the inception of project management concept (Ahadzie et al, 2008; Kaliba et al, 2009; Zuo et al, 2007; Kamru & Indra, 2010). It was reported by Kerzner, (2006) that as early as 1989 that project management traditionally indicate managing and controlling organisation to be given time, cost and performance. Using of these three metrics is considered good practice for some projects while some are considered to undermine important project outcome and therefore critically identified that they do not cover all performance measurement adequately. Therefore in other to improve the evaluation of project, consideration on uniqueness in project characteristics, and project goals taking place in the environmental needs to be considered. Critically, a performance measurement criterion must consider technical and societal needs as well as diversity of the project (Barclay & Osei-Bryson, 2010). According to an argument by some researchers that due to shortcomings of the iron triangle criterion project performance evaluation is important in the incorporation of safety aspect of project because construction industry is termed unsafe due to high fatality rate (Haslam et al, 2005; Billy et al, 2006; Zuo,2011).


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Implementation of Performance based project management strategy to improve teamwork productivity In most developing countries, the main labour intensive and workforce working on construction industries is unskilled, and therefore exposed workers to health hazard which require adequate safety precautions (Zuo, 2011). Emphasis was give regarding dispute resolution in which leads to disagreement amongst project team and also affect project objectives and goals (Tabish & Jha, 2011; David, 2009). However David, (2009) identified dispute resolution considered as be part of management of stakeholders and thus should be part of performance evaluation criteria. 2.9.1 Project Performance Measures Performance measures is the process with factors such as key performance indicators such as costs, time, quality, client satisfaction, productivity and safety to enable achieve significant performance improvement. Performance measurement is used to compare desired and actual performance (Navon, 2005). The measuring of project performance is very complex therefore involve the use of expatriate in every project area such as contractors, specialists, and construction managers (Iyer & Jha, 2005). It was identified that many fields are related to performance such as construction, information technology, performance measurement of project, key performance indicator and benchmarking (Pheng&Chuan (2006). Performance measures is considered to be the measurement as an organised technique in evaluating performance by input evaluation, output evaluation and evaluation of final project outcome (Ankrah& Proverbs, 2005) 2.9.1.1 Challenges of Using Performance Measures in Construction Projects The measurement of performance in construction projects is mainly focused on past events of the construction projects. Therefore, challenges faced include poor strategy, lack of environmental information and cooperation between quality and partners (Pheng and Chuan,


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Implementation of Performance based project management strategy to improve teamwork productivity 2006). Additionally, Four categories of challenges was identified by Pollanen (2005) which prevents acceptance and execution of performance measurement are (i) lack of specification and standard (ii) insufficient reliability and convenience (iii) significant investment of time a010nd resource. Therefore reduce the use of performance measurement due to problems in measuring long term and expensive expenditure needed (Ankrah & Proverbs, 2005) The key restriction for using performance measures in construction projects are record and storage of data, logistics and resource allocation (Ndurupati et al, 2007). Both in private and public organisation sectors are facing challenges by not using performance measures due to lack of approach to acquire strengths and weaknesses (Luuu et al, 2008).

2.9.2 Performance Metrics Performance metric is used to determine how effective performance management system is in an organisation using various perspectives (Medineckiene et al., 2010). However, if the performance metric is used in relation to organisation set strategic goals, performance management system goals will be achieved successfully (Miles et al, 2008). Challenges that can arise during the use of performance metric in an organisation can be by measuring the wrong things right when the purpose is to relate the perspectives to match the organisation strategic goals. Consequently, this occurs mostly when there are large numbers of performance metrics used in an organisation and most things are measured but little that matters (Tan et al, 2011). Project executives use performance metrics to communicate strategic objectives with every individual involved in the project organisation while managers use them in identifying underperforming teams guiding them back on track (Tsoulfas and Pappis, 2008). Additionally, employees use performance metrics focus on important things to focus on to


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Implementation of Performance based project management strategy to improve teamwork productivity achieve their goals. However performance metrics is said to align performance with strategy and can be critical in performance management (Chan et al, 2010).

There is irreversible impact of construction project on local environment due to wastage in construction process and the use of non-energy related resources which result to pollution. Environmental impact being indirect cannot be found under the traditional measures but has impact on project sustainability (Eriksson & Westerberg, (2011). In supporting that, Ali & Rahmat, (2010) found that clients, customer satisfaction serves as an important goal for every construction project and should be put into consideration when evaluating project performance. Chen et al, (2010) therefore stated that it is necessary to include environmental impact into performance metric of construction project performance which then made Shao and Muller, (2011) to report that community satisfaction should be the ultimate goal every construction project must consider during performance evaluation. Examples of performance metrics was identified by Tan et al, (2011) as work extent, number of key milestones, accuracy of cost estimate, use of work breakdown, use of team charter to manage conflicts, effectiveness of risk response strategies in mitigation, vendor progress in meeting schedule, cost and performance and structure to develop plan. A set of metrics was developed by the construction industry institute benchmarking and metrics program in measuring construction project performance. However, these metrics brought value to construction industry based on comparison between actual data and planned data only heavily depending on the estimated budget and accuracy. Additionally, the metrics consider no specific characteristics that will differentiate industry’s exhibition. Also a research was performed by the independent project analysis focusing on identification of cost


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Implementation of Performance based project management strategy to improve teamwork productivity drivers, facility delivery strategies and organisation effectiveness rather than developing performance measurement system and specific metrics (IPA, 2008). The establishment of European construction institute in 1990 nurtures a unique community in Europe by the development and dissemination of good practice which then set a standard performance metrics common with capability of supporting external development (ECI, 2008). 2.9.3 Key Performance Indicator Key performance indicator was classified by Ugwu and Haupt, (2007) as project specific and site specific. Also involvement of contractor and supplier at the early stage of the project enables them to seek and give advice and ideas at the early stage to enhance project performance. Key Performance Indicator can identify undesirable progress in projects resulting to poor project outcome (Kerzner, 2011). KPI is regularly measured during the project process to indicate required project team duties (Paramenter, 2010). Most importantly, the use of KPI should not be easy to measure criteria whereby should be used to measure intangibles in a project (Kerzner, 2011).

Indication was made by Parmenter, (2010) that KPIs can be evaluated quantitatively and qualitatively by measurement.

Hapanova& Al-jibouri, (2010) identified Performance

measurement indicator to be driven from the concept of benchmarking and the aspect of KPIs is their ability to reflect past, present and future performance measures. An example was given by Jensen, (2005) introducing stakeholders, traffic, quality and environment indicating them as non-cost KPI in road construction projects. However, timing, safety, deliverables, overall satisfaction are presented as non-cost KPIs in plant construction projects (Spencer, 2009).


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Implementation of Performance based project management strategy to improve teamwork productivity According to Saleh, (2008) research studies, identified different value represented in evaluation of time and cost performance such as project team performance, contractor characteristics, client representatives characteristics, procurement system, design team characteristics and external conditions. It was then further stated that the use of KPI development help identify dysfunctional in procurement process then for further studies stated that KPI development on cost performance can be stated as cost of pricing tendering, number of changed time based on tender price, average delay in payment and average time of approval. Use of KPI model in measuring project performance help indicate future action on issues and enhance process of decision making but has ability on present and past performance measures (Kerzner, 2011). Additionally, lag indicators measure results while lead indicator measure progress of process and can predict future performance but however the lagging indicators reflects on past performance (Barrett, 2013). In a research on KPI model by Bryde, (2005), emphasis was made on the establishment of KPI with no concern on project team resulting to big issue hindering the success of the project performance. For this reason it is most important for considering success factors regarding project management model used in a research by Qureshi et al, (2009) stressing that the need for KPI establishment serve as a condition necessary to achieve project performance.

Khang and Moe, (2008) has confirmed with further research that life cycle of a project is an important stage in measuring project performances and KPI establishment with all leading to a conclusion that project life cycle of each phase is necessary for definition of measures in regarding to critical success factors required to that phase serving as parameter for evaluation pf project success. KPI entails analysis of all project elements and direct identification of Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity knowledge used for project activities performance (Kerzner, 2011). KPIs can be measured regularly throughout project process to indicate the required project team responsibilities and also measure intangibles within a project (Kerzner, 2011).

2.9.4 Benchmarking The approach of benchmarking in project organisation is to determine the strong and weak points for performance evaluation and identify the competitive advantages and disadvantages (Grigoroudis et al, 2006). According to Augusto et al, (2006) stating that good performance cannot be achieved without issues and problems. Therefore led to facing and tackling the issues by making sure organisations have clear and sound understanding of performance relating to organisation competitors. However to achieve a good result, a benchmarking system is to be established in the organisation which consist of analytical models mainly for measuring multifaceted characteristics of performance. Analysis of benchmarking consists of (i) the identification of customer preference with the estimation of relative importance (ii) the performance evaluation of competitive organisation against satisfaction criteria. Result from the benchmarking analysis is to present how organisations may locate positions against competition and reduce their weak point with determination of which character will improve their global performance in other to improve actions and adopt best practice in the organisation (Grigoroudis et al, 2006). In Egypt construction projects, Abdel-Razek discussed application of benchmarking for the improvement of labour productivity in Egypt. However, a benchmarking approach for the production control in manufacturing industry was presented by Monch, (2007) and a comprehensive view on benchmarking and performance measurement in evaluation and comparison techniques by Cavalieri et al, (2007).


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Implementation of Performance based project management strategy to improve teamwork productivity 2.9.5 How to implement Project Performance Strategy Project performance is identified as meeting cost and time objectives in project specification. To measure project management performance, key performance indicator will be used and this is useful when compared to actual and estimated performance in regarding to efficiency, effectiveness and quality of workmanship and project outcome. However, success factors are the inhibitors that help to achieve success in project goals, and further use to compile data measures by quantitative or qualitative method of collecting data to assess performance of construction project (Patanakul and Shenhar, 2012). In other to measure success of a project, project performance needs to achieve project objectives and must relate with criteria by stakeholders. Apart from the fact that KPI and benchmarking approach are used to measure success of project, research has claimed that using benchmarking approach helps to measure project management performance based on KPI (Pollanen, 2005). Despite management of project with an outstanding performance, numerous project organisations seems to ignore evaluation of project management performance and many focus on project meeting time, cost and project specification (Parmenter, 2010) Therefore, project manager’s competency, performance of project management and team member’s technical skills were ignored. In other words, this issue needs to be handled with proper professional project management skills. 2.10 Summary This chapter reviewed on past research literature on project performance in construction industry in Nigeria and also compare the project performance in construction industry from other developing countries with the issues associated with their performance. Additionally, teamwork productivity was also reviewed from past and previous research literature on their


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Implementation of Performance based project management strategy to improve teamwork productivity performance in construction industries, on how they work as team to achieve project goals with good quality outcome and the challenges faced. Similarly, quality factors of teamwork productivity were been identified from recent research literature. The next chapter will therefore discuss the types of method in collecting data required to answer the research questions.

CHAPTER THREE RESEARCH METHODOLOGY 3.1 Introduction This chapter describes how to carry out the method in collecting data, and gives a concise description on why the method used is chosen for this research method. The chosen method


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Implementation of Performance based project management strategy to improve teamwork productivity therefore serves as best approach in collection of needed data for the analysis to be carried out and also suits the requirement of the client in other to implement the strategy proposed to achieve dissertation objectives. Research methodology is therefore described as the systematic way to solve problem, scientifically how research is to be carried out and it is the procedure researchers use to describe, explain, predict phenomena (Rajaseka et al, 2013). This chapter is sectioned several segment, the first is the research objectives, followed by the design methodology, data collection method, selection of sample size, data analysis method, ethical consideration. 3.2 Research Objectives This section is based on how the research questions aligns with project objectives, the research questions are highlighted below (i)

How can project performance strategy be implemented to improve teamwork productivity

(ii)

What are the identified issues affecting the teamwork productivity in Construction Projects?

(iii)

What is the level of awareness of project management approaches in Nigerian Construction Industries?

Project objectives are listed below and related to research questions 1. Identify issues affecting project team productivity (ii) 2. Identify indicator parameters for performance in project management(iii) 3. Develop a strategy and give recommendation on how the issue can be addressed (i) 3.3 Research Method Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity Research method used in this chapter is the qualitative research method which helps bring understanding to human experience present in the area of study (Stew et al, 2012). It was also argued that qualitative research is appropriate for research in management and business (Bryman& Bell, 2007). Additionally, Creswell, 2007) identified qualitative research to be the composition of the participant voice, reflection of researcher, overview of issues and summary of literature. 3.4 Research Approach In this section of this chapter of methodology, the research approach is to help analyse the qualitative approach because of the purpose for which inductive approach applies when there is necessity of establishing clarity between research objectives, developing framework of existing process in the presented data and condensing raw data into summary (Thomas, 2006). 3.5 Research Design In this method of research design qualitative data parameters would be from the questionnaires, interviews, documents, text, participant’s observation and researcher’s impression (Myers, 2009). The research design used in collecting qualitative data is the interview. This interview questions is therefore achieved by relating them to research objectives in which the researcher needs to consider and ensure the contents of interview questions represents the required information suitable to generate answers from the research questions. 3.5.1 Interview Questions Design


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Implementation of Performance based project management strategy to improve teamwork productivity According to Jacob & Ferguson (2012), interview questions was systematically designed and developed from research objectives. The questions were open-ended in other to give more concise explanation when answering the question. Also the reason behind open- ended questions is to give the interviewees contribution and provision of more information in their area of specialisation based on their experience. In designing qualitative research questions, a broader and more flexibility is required (Maxwell, 2008), the interview questions is therefore linked with research objectives. The below table indicate the process involved to carry out the interview process Interview Questions Linkage to research objectives Can you describe how effective your team (1) communicate to achieve project deliverables? How often does your project suffer from (2) delay and what are the causes? Can you give instances of how team entrust (1) and respect one another? How committed and focus does your project (1) team act in the level of achieving project quality? How is project performance measured in your (3) company? Can you give instances of when your clients (2) complain of quality of project deliverables if any?


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Implementation of Performance based project management strategy to improve teamwork productivity Does your company use any project management approaches to deliver projects?

TABLE ONE: Linkage between Interview Questions and Research Objectives 3.6 Data Collection The method used in collecting data is the interview method with the use of a telephone and it is chosen due to distance constraint whereby the interview is located in United Kingdom while the interviewees are based in Nigeria. The interview is based on open ended manner in other to carry out the approach. Three main managers were selected to be interviewed and mostly all their questions were similar based on their roles in the company. Questions asked were based on the required feedback expected from client in an open ended manner (Turner, 2010). An open ended interview is used because it would enable client express their answers clearly from their point of view and experience on the questions asked (McNamara, 2009). Also McBride, (2008) suggested that it is the capacity to break down questions asked and give feedback in a broad knowledge to the researcher to concisely understand every area. The interview questions was gotten from the literature review on what is needed to deliver dissertation objectives and client’s objectives, then the interview questions was reviewed for mistakes and was corrected. The project manager, main contractor, and the engineer of the company were chosen because they much more experienced in the company environment and more involved in the project teamwork than any other project team members.


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Implementation of Performance based project management strategy to improve teamwork productivity According to a research by Cresswell, (2007) stated that the reason of selecting people appropriately for interview is to carry out interview in a conducive environment to answer in open and with sincerity. Additionally, some certain factors were considered which are ensuring the respondent is in a no pressure and assure their answers are kept private, while the use of questionnaire is not suitable in this aspect because of time factor for response is needed on time in other to continue the research study. The duration of the interview took 20 minutes for the cost of telephone calls internationally is on the high side. 3.7 Method of Analysing Collected Data Analysis is the process of bringing up findings from your collected data. In other to complete a qualitative research analysis, certain process has to take place; first step is using coding method in organising the collected data. The next step is placing the organised data into thematic level of analysis (to produce a very satisfactory thesis). To complete this analysis, discussion should be done by identifying the concepts that brings the categorised themes together (Anne, 2006). 3.8 Sampling Size Sampling size is the number of participants selected with their level of education and skill. It serve so important in using sample size selection in selecting participants. According to Fox et al, 2009) research study stated that it is important for participants to be on a qualified level. Therefore, the participant selected for interview, are the head of teams in Frank Boye Nig Ltd which are project manager, civil engineer and the contractor.

3.9 Ethical Consideration


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Implementation of Performance based project management strategy to improve teamwork productivity In other to reduce issues and collect quality and reliable data during the process of data analysis, some certain aspects must be considered in the interview process such as 3.9.1 Confidentiality The essential part of the research is for the researcher to maintain and protect the participant as anonymous when presenting result of the analysis (Broom, 2006), and also requested that their names should not be acknowledged in the research paper. 3.9.2 Respecting Autonomy. During the research process, respect was given to the interview participant b politely asking them if they will be able to participate or not (Hammersley & Traianou, 2012). This principle is to rule out any kind of deception in data collection and it is to show respect to people in other for them to take decision based on their terms. 3.9.3 Offering Reciprocity Researcher depends only on the disclosed data such that he only has assessed to available information given by the company with no additional or subtraction (Hammersley & Traianou, 2012). This also may involve the cooperation of the participant in all ways by giving up time to be interviewed to get more information. 3.9.4 People Treated Equally The participants the researcher will be having contact with should endeavour to treat the researcher with equal respect in such that no one should be unjustly favoured (Hammersley & Traianou, 2012). 3.10 Summary


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Implementation of Performance based project management strategy to improve teamwork productivity This chapter has identified the method used in collecting the required data and the steps to take in data collection and the required objectives based on research objectives and will then proceed to the analysis and discussion of data collected in the next chapter.


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Implementation of Performance based project management strategy to improve teamwork productivity CHAPTER FOUR DATA ANALYSIS 4.1 Introduction This chapter is about the analysis of collected data from the qualitative approach used which is the interview method and the collected data will be presented below in different sections such as 4.2 will explain data analysis and the chosen participant for this interview, 4.3 indicates the profile of the participant and 4.4 will present the questions and the answers from individual participant. 4.2 Analysis of Data Result analysis is presented in relating to answered interview questions from the interviewees and the collected data and information not presented in the statistical data will be further discussed. The interviewees for this analysis are four in number namely the project manager, civil engineer, architect and the contractor. The interview was scheduled to suit the participant time factor to avoiding conveniences and to ensure they are in conducive environment suitable to avoid distractions during the interview process.


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Implementation of Performance based project management strategy to improve teamwork productivity 4.3 Interview Responses 4.3.1 Interviewees’ Profile

JOB ROLE

AGE (years)

EXPERIENCE LEVEL(yrs)

Project Manager

33

10

Architect

38

12

Civil Engineer

42

10

Contractor

54

25

TABLE TWO: Interviewee Profile Data 4.4 Presentation of Data Analysis In this section the interview questions will be related to the answer given by the interviewee based on level of experience spent in Frank BoyeNig Ltd to give a better clear view of how project is been carried out. All the interview questions asked are similar due to similar role as managers in the industry.

4.4.1 QUESTION ONE Can you describe how effective your team communicates in other to achieve project goals? Project Manager: The communication level amongst the team leaders including him is ok; he then explained further on the reason why he said ok that it is as a result to the ego on level Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity of experience, the age difference between the team leaders. He mentioned an instance on an implementation of a project in the past few years, the civil engineer needed to meet the architect to discuss further on the design of the project but he was not ready to meet as scheduled by the project manager but wanted his own appointed time scheduled. Civil Engineer: I will say the communication amongst myself and my team members which is the artisans: painter, electrician and carpenter are quite effective. This is as a result of every team member always present for any scheduled meeting and they always give feedback on the information given. Also in regarding myself and the team leaders, I am always confident to ask them questions and call on them when needed to because without them there is no way my own part of the project work can proceed. Architect: We communicate well enough, and I do not have any issue communicating with any of my project team member. They come to me when there is need for correction in the design for instance, when our client called the project manager for a change of design in a building project whereby we have proceeded with the initial design. This then required my attention to redraw the design and I made myself available with immediate effect so as not to delay the project process. Contractor: The issue I have with communication is my relationship with subcontractors (suppliers) whereby from the information I had with my fellow team leader (civil engineer), he commented that the suppliers complain of my age difference and level of experience compared to theirs has made them loose confident in giving me feedback such as responding to my complaint on a quality of construction material. This is due to some instances whereby I went angry at the suggested kind of construction material which ended up affecting the


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Implementation of Performance based project management strategy to improve teamwork productivity project quality as complained by the client, and has made me to give them room to contribute to information given rather they keep mute and respond ok to every detail given to them.

4.4.2 QUESTION TWO How often does your project delivery suffer from delay and what are the causes? Project Manager: Very often. Based on the previous projects, I will say the first issue of delay comes from the client. Our company has had issue on situations when client dies or fall sick during process of the project, which leads to seeking fund from client’s family to complete the project level, but ended up not contributing the progress and finally leading to abandonment of project. He further explained based on client’s issue that project fund seems to be another problem client arise with after the project has already started and sometimes lead to abandonment till he gets money or eventually acquire the required fund to continue. Another issue causing delay in our company is the supply of construction materials which the fault is from poor monitoring of the state of the supplier and the construction materials of when it will arrive by the contractor. Therefore slows the civil engineer and his project team, and affect date of delivery of the project. Civil Engineer: Delay occur very often most especially when the contractor and the supplier delay the supplying of construction materials and also when the company delay their work pay which affects the payment to my team members(artisans). This however makes them reluctant to come to work and even if they do they arrive late and penalty cannot be applied because they are not motivated due to payment delay.


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Implementation of Performance based project management strategy to improve teamwork productivity Architect: When referring to project delay, it occurs very often mostly due to client delay in work payment. These affect individual team members in proceeding with the project work because there is no zeal and the payment delay therefore affects my personal living. Contractor: Delay is mostly common when the supplier deliver the construction materials late which results to delaying the engineers from proceeding with their project work. The issue related to this delay as complained by the suppliers is that the transport vehicle developed fault and a material is scarce in market.

4.4.3 QUESTION THREE Can you give instances on how your team entrust and respect each other? Project Manager: I will define team trust as having confident in your team member that he or she is capable of doing a particular appointed job role. For instance, my relationship with the civil engineer based on the level of experience together has made me to entrust him on his job role to be of good quality if the material quality is not poor. Also the level of respect in our company is based on the level of experience such that we respect each other on the basis that we are more experienced on individual job role and we credit each other. Civil Engineer: The level of trust with my team members (artisans) is quite strong because I relate transparency with them. Architect: Trust is ok when relating to other team members, other team member entrust my capability based on my level of experience with the company. Contractor: My level of trust with my team members is quite low due to their constant disappointment in delivery of construction materials. In that way I don’t trust them for they Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity can come up any excuse in late delivery of materials and I have changed supplier but they seem to be the same.

4.4.4 QUESTION FOUR How committed and focus are your team members in achieving similar goals? Project Manager: As the leader of the project team, I will say the project team focus in achieving similar goal is quite good. The only hindrance is them loosing focus is when work pay is being delayed, the enthusiasm to continue work will not be there and they will feel less motivated to proceed with good quality work. Civil Engineer: My team members are highly focus on their skilled job, they get credit appraisal from me after each day project work which keep them focus on meeting the target of the project process. This appraisal sometimes could be having a night out with them for job done well at the end of the week. Architect: The project team as a whole stay focused once the project starts. Contractor: Focus on goals as a team will be poor when related to the suppliers because they do not stay focus on delivering construction materials on and they do know how it affects the project work. Individual project team member stays focus on their various job roles to achieve similar goal at the end of the project.


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Implementation of Performance based project management strategy to improve teamwork productivity 4.4.5 QUESTION FIVE How is performance of project team measured? Project Manager: I am not even aware of project management approach not to talk of measuring performance. I only check up on them and make them aware they are lacking behind due to the time delivery specified to the client. I will say there is need for training on the project management approaches and orientation level for other members of the team for better improvement. We are facing lots of issues resulting to delay in project delivery and we are stuck on how to go about it. Civil Engineer: I will say on the level of performance my team is doing well if only other project team does not hinder the process or due to work pay and issue of client fund on the project. Architect: On the level of my awareness to project management approach, I am less aware but I only hear about it and been planning to develop myself on that area to improve on my design planning. Contractor: I do not have any reason to be aware of project management approach.

4.4.6 QUESTION SIX How often are project team monitored during project process? Project Manager: If the duration of a project is six months for instance, I check up on them twice in a month and on the last month monitoring will increase to every week to rush them in rounding up as appointed.


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Implementation of Performance based project management strategy to improve teamwork productivity Civil Engineer: I monitor my team members (artisan) almost every other day and in any day I am unable to go check progress in the project site, I get called that my attention is needed. In that way I think my attention is mostly needed at every stage. Architect: I do not have to monitor as long as the project manager is doing his job. Contractor: I monitor the suppliers every minute due to expectation of construction materials delivery. 4.4.7 QUESTION SEVEN Can you give instances on when client complain of quality of project outcome? Project Manager: There are several instances to poor quality of project outcome from the client complaint. This is as a result to rush period to complete the project to meet time scheduled with the client and the poor quality of supplied construction materials and end up bringing out the project structure in poor image to the client. For instance, a client arrived to inspect the project outcome and discovered some revealing patches not neatly done and slight crack on the building wall. Civil Engineer: The complaint of client on the quality of project outcome was due to an instance when we were running out of time, and we have to deliver on time thereby made us rush the project work. Architect: Client complaint does not relate to my work as an architect. Contractor: Several instances of client complaint on quality of project outcome occur due to poor quality of construction materials from the supplier. The issue with the supplier is they will buy the poor quality with reduced price and profit their pocket with the left change.


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CHAPTER FIVE DISCUSSION 5.1 Introduction This chapter is the discussion of collected data analysed from the interview method used in the previous chapter. Description of how the interview questions are answered to meet the project objectives with comparison to the literature review on past research papers similar to the objectives. The discussion will be sectioned into two namely the factors affecting the company’s productivity as a team and the factors affecting project performance this will help visualize how to carry out the strategy to implement to adjust the way of operation to improve on the area falling behind. 5.1.1Factors affecting the Performance of Teamwork Productivity Based on interview result analysis in 4.4.1, the project manager’s response stating that the communication amongst team leaders is ok but has challenges associated with age difference and level of experience. The aspect of age difference and level of experience in a construction organisation was discussed in the literature review of this research literature 2.4.1 on the Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity influence of level of experience and age on teamwork performance in construction project. However in a research literature by Raiden & Dainty, (2006) stating that Poor communication in construction project team can lead to poor development of project management process and design implementation. This issue of communication factor if not managed effectively, affect the relationship of project team on how they transfer information about the project situation to promote the project work for success when project finishes. Another issue identified is with the interview response from the contractor saying similar communication challenge with project manager’s response which affects the project stage, the duration and the schedule planned for every stage in the project. The other two interview participant agreed that the communication with their fellow team members is quite effective and they have no issue concerning that whereby it was reviewed in 2.6.3 that communication system will ensure good and reliable flow of information amongst team members in the construction project (Luka et al, 2014). This will enable better flow of information, share knowledge on various skills and will help improve the quality of project outcome. The level of team trust from the analysis result 4.4.3, the project manager result says having confident in your fellow team member in a particular job role. This was reviewed in the research literature 2.6 construction industry is vital to develop trust and respect with other members for it can necessitate some culture changes within the construction organisation for long period (Dainty et al, 2005). Other result analysis from the civil engineer and architect are similar to project manager’s result, while the contractor’s result analysis contradicts other team’s result such as the level of trust with his team member (suppliers) is on a low level. A


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Implementation of Performance based project management strategy to improve teamwork productivity researcher from the literature study reviewed that when there is lack of trust and respect amongst project team, altitude and suspicion arises amongst team members, in which trust and respect is classed as an important factor to determine the quality productivity of teamwork (Tabasssi et al, 2011). This issue of lack of trust affects the project quality at the end of the project and also may lead to conflict amongst the team members. Project team as a whole need total focus in other to achieve similar project goals in the project outcome. However, 4.4.4 result analysis of project manager, civil engineer and architect identified how focus the project team members are in achieving similar goals, which simply stated as quite good in staying focus as a team. The only challenge in loosing focus as identified from the result analysis of the project manager is delay in their work pay. In regarding research literature 2.5.2 on a review on importance of regular work pay to the project team is stated as 'pay satisfaction is of importance to meet the satisfaction of economic needs so as to motivate their level of commitment to work, whereby dissatisfaction of employee regarding pay tends to decrease the level of commitment to job (Currall et al, 2005)’. The contractor result analysis is the opposite of other interview participants which identified focusing on goals with his team members is rated poor and serve as one of the factors affecting project quality and outcome. In the research literature 2.6.1.1, it was reviewed that project effectiveness and efficiency depends on construction project team ability to focus and work together to achieve common goals and objectives in project (love et al, 2005). 5.3 Factors Affecting Project Performance The second interview question in analysis result 4.4.2 was focused on delay in project delivery, whereby the project manager reported that the delay in their company occurs very Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity often and the issue is associated with the client. He further explained the issue related to the client as under-funded and sudden death of client. It was reviewed from the research literature 2.3.2 that underperformance consequences has led to inability for Nigerian construction industry to deliver services effectively and efficiently and also cause late in delivery of project, falling short of quality and quantity and wastage in resources (Ibrahim & MusaHaddary, 2010). However this issue with the client has a negative effect on the project as a whole and can eventually cause the construction organisation loss of profit and waste of time on the particular project. Additionally, it can result to time delay of the scheduled project if the client eventually returns for the project to finish and if not can result to abandoned project and waste money of the client and effort of the project workers. The civil engineer also contributed to the project manager’s response on issue with the client delay of work payment. He them further complained on how it affects the motivation of his team members (artisans) work, the architect also identified similar issue in project delay which affects his motivation to be present when he is needed urgently. According to contractor’s result analysis, he identified another issue in regarding his suppliers such that they delay delivery of materials which affects the continuity of the project work because with materials delivered there will be no means to work. This issue was also reviewed in the research literate 2.3.1 that poor sharing of information between contractors and subcontractors in terms of getting right information about the quality of construction materials and knowledge sharing (Ankrah et al, 2009). Also said that contractors and sub-contractors under traditional procurement do not plan and develop project together, this has led to wrong gathering of project information which cause project failure and result to delay in projects (Oladapo, 2007).


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Implementation of Performance based project management strategy to improve teamwork productivity In regarding the awareness of project management approach from the analysis result 4.4.6, project manager result analysis indicates an unawareness to project management approaches and he also feel there is need for the awareness of the project approaches to help their company handle and manage challenges. Research literature 2.3 reviewed on the level of project management approaches to construction industry in Nigeria such that Anyanwu, (2013) stated project management approach is still in infancy in Nigeria sector and all the Nigerian construction workers such as architect, engineers, estate surveyor and builders achieve project management techniques based on their experience. From the analysis result of the Civil engineer, he only explained due to his commitment to close supervision to his team members (artisan) and identified them to be of good performance but in regarding performance associated to project approach, he is also unaware. This then led the architect and the contractor to indicate project performance as not part of their method in their area of specialisation. In regarding the result analysis on monitoring of project teamwork, project manager’s result analysis in 4.4.6 is identified as poor monitoring. Research literature review 2.7.1 stated that if, monitoring of performance is not properly done can affects the quality of project outcome in the aspect of poor workmanship and improper use of construction materials (Aminu, 2013).In regarding the project manager’s result analysis it is regarded as an ignorance on taking monitoring as part of his duties which is similar to research literature reviewed in 2.7 stating that project managers monitor the efficient level of so as to control task conflict from developing to personal conflict (Jacobus et al, 2010). Civil engineer and contractor result analysis indicated effective monitoring as indicated by Anyanwu, (2013) that effective monitoring and feedback from team members if managed


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Implementation of Performance based project management strategy to improve teamwork productivity effectively, helps in controlling workmanship and to enhance project quality. Whereby the architect result analysis implies that he does not need to monitor the project process for it is not part of his job role. Project quality determines the level of client satisfaction if good or bad. However analysis result 4.4.7 of project manager’s interview result is identified as poor quality of project outcome as regarding the client satisfaction. This was reviewed in research literature 2.3.2 that critical success factor was identified as a briefing process in achieving success in project performance which considered open communication, clear intention, precise briefing of documents, client’ objectives, clear goals and objectives, also the process involves achieving client’s goals and project requirements (Ann et al, 2006). Project manager then further complained due to dissatisfaction of project outcome that it is as a result of poor quality of materials and rush hour to meet project deadline. However the civil engineer then contributed to the fact that poor quality of construction materials were been supplied and was also delayed in delivery which therefore affect their project process and cause the rush to finish in other to meet deadline. In regarding the result analysis of the contractor, it indicates that the delivery of poor quality of construction materials come from the suppliers that wants to earn extra profit by purchasing the less quality of materials at a low price. Critical factors was reviewed in the research literature 2.4 from research study in South Korean which was investigated by Park(2009) revealing ten common factors and 188 individual factors influencing project performance. The study identified individual factor as project budget, team management, trust, fixed construction period, clarity of contract and quality of materials. 5.4 Further Discussion on Identified Challenges


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Implementation of Performance based project management strategy to improve teamwork productivity From these above discussion of analysis result of the collected data, the cause of the challenges Frank Boye Nig Ltd have in result to project delay and incorrect quality has made the researcher develop some parameters which falls into two drivers associated to the research objectives on teamwork and performance. According to the literature review in this research study, these drivers called key performance indicator (KPI) and teamwork are used to detect their impact on both the project performance and teamwork productivity.

However, performance measures is the process by which key performance indicators such as costs, time, quality, client satisfaction, productivity and safety is used to achieve significant performance improvement (Navon, 2005). Teamwork drivers used is as a result of the factors that influence teamwork productivity as stated in this research study reviewing 2.6 that quality factors of teamwork are interrelated performance components needed to facilitate adaptive performance successfully. These factors are communication; which is sufficient frequent, precise and exchange of information, trust, cohesion; project team members are motivated and makes team spirit, value diversity; share same goal, and team performance; level at which project team complete effective and efficient project makes factors of quality teamwork (Salas et al, 2008). Therefore this research study use KPI drivers such as time, quality and client satisfaction in relating to the analysis result from the company to determine the impact level of theses drivers has on the performance of the project. Also factors of teamwork quality chosen as drivers that has a level of impact on team performance based on the analysis result are communication, team trust, team focus. Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity Apparently, these KPI and teamwork factors will serve as drivers to determine the strategy components suitable to develop and implement the strategy components to improve the company’s performance.

CHAPTER SIX STRATEGY/RECOMMENDATION 6.1 Introduction This chapter consist of the diagrammatical explanation of how the discussed drivers in section 5.4, on how it will serve as an impact on performance of teamwork and on the project as a whole. This implementation of strategy is developed in other to address the issue on the negative impact the two identified drivers has on the project performance, which results to a change management technique for better improvement. 6.2 Project Performance Strategy Development to Improve Teamwork Productivity According to the literature review in chapter two, it was said that project management strategy helps create perspective and position ways project team should follow to achieve success in project outcome. Therefore, this research author then developed a project performance strategy to eradicate the challenges discussed in the project team in construction industry face during the process of the project. This strategy is to help the construction Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity project team improve their productivity process in other to achieve quality project output at the end of the project.

FIGURE THREE: Implementation of Performance Based Project Management Strategy to Improve Teamwork Productivity.

6.3 Discussion of Project Performance Strategy for teamwork productivity In the above figure on the implementation of project performance strategy for teamwork productivity, the two drivers (key performance indicator and teamwork) were identified as the main influence on the strategy component at Frank Boye Nig Ltd.

These strategy

components are regarded as change management which is described from the literature Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity review as the approach to transition team, individual and organisation to an improved state and in regarding the project management perspective. In the implementation of ICT projects in construction to be successful, critical success factors were identified from the literature review 2.4 as; cost of development, team knowledge development, clear communication, top management support, change management and availability of appropriate tools (Judge & Muller, 2005). Change management is therefore said to be a structured process in dealing directly and intentionally with human factor by planning and implementation through change of behaviour. These change management comprises of three legged stool identified as people, process, technology, which means these stools are required in other to implement change management. These stools together are called strategy components and will therefore be discussed below on how it will be implemented in the project process for better improvement in the company. 6.3.1 Client Satisfaction The client in a project controls the duration and budget of a project, therefore the client is responsible to verify the competency of the project workers and the quality of resources used in construction. In other words, clients should ensure provision and compilation of preconstruction information to the contractor and engineer to avoid inappropriate design at the end of the project. It was reviewed from the research literature 2.4 on identified critical success factor by Park, (2009) with a briefing process in achieving success in project performance which considered open communication, clear intention, precise briefing of documents, client’s objectives, clear goals and objectives. Also the process involves achieving client’s goals and project requirements.


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Implementation of Performance based project management strategy to improve teamwork productivity Therefore, client satisfaction is recommended at the end of the project to determine the level of satisfaction of the client if project outcome meets client’s requirement. This strategy will enable project team stay focus on client requirement to increase the team’s reputation and promote their future work relationship. 6.3.2 Project Schedule In developing project schedule strategy, the first thing to consider is breaking down the project work structure, producing an estimate for each project task also with a resource list. The reason for the project schedule is to avoid time delay; therefore the project manager handling this process as part of his role should ensure an accurate estimation is made when developing a project schedule. Performance metrics was identified by Tan et al, (2011) in literature review 2. 9.2 as work extent, number of key milestones, accuracy of cost estimate, use of work breakdown, use of team charter to manage conflicts, effectiveness of risk response strategies in mitigation, vendor progress in meeting schedule, cost and performance and structure to develop plan In other to make the project successful, the project schedule must be constantly updated weekly, estimation at completion must be equal to the baseline and the remaining project work must be distributed appropriately among project team members. 6.3.3 Monitoring/Control Monitoring skill involve making sure supervision is taken place at every project process to verify if the project is going on well as proposed from the design. This in other ways is to detect on time if there is any arising issue during project process so as to control before it goes out of hand.

Research literature 2.4 reviewed Commitment to project planning,

monitoring performance and feedback, project ownership, project teamwork, planning, Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity programming techniques, project manager’s influence were suggestion as important success factor for a structural and managerial system in Pakistan’s construction projects (Judge & Muller, 2005). However, monitoring skill also involves the monitoring of variables such as scope, cost and effort against the project management plan. This is to observe project performance measure and identify corrective actions to address issues in other to influence factors that can control when change is implemented. 6.3.4 Leadership Skill Leadership skill entails utilizing and recognising different individual skills in other to mould the skills together to form a project team. The skill requires team leader demonstrate constituency of his or her action in monitoring the project process and project quality. In a research by Aronson et al, (2006) from the literature review 2.6 illustrated that leadership skill has an effect on teamwork performance but emphasized on effect of leader personality trait in new product development project performance through teamwork effect based on different issues project development face. Decision making in leadership skill helps reduce amount of unspent time on arising issues, keeping project on deadline within budget. Leadership skill involve influencing other team members, inspiring, motivating, and ability to make decision on time in other to maximise their potentials, improve their morale and productivity level. Leadership skill is mostly applied to team leader role, must be responsible to other team members by being a great thinker in quality and responsibility. This helps build trust on who is capable and suitable to handle a specific role among team leaders and team members.

6.3.5 Training/Awareness Program Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity The first thing in change management is creating awareness for the need for change in other to create project team desire in the new change development. Training is used in other to build knowledge about the change among project team members to develop training requirement on knowledge, skills and behaviours in other to implement change management. According to Wagner & Ruhe, (2008) from the research literature 2.6 suggested that providing training, and giving periodic feedback on teamwork performance improves team productivity. The measuring of project performance is very complex therefore involve the use of expatriate in every project area such as contractors, specialists, and construction managers (Iyer&Jha, 2005). This however requires skills, knowledge and behaviour to serve as the first stage for project team to develop training program about the new tools or technique to be introduced. 6.3.2 Communication Skill From the previous strategy on training and awareness, communication is essential in doing achieving successful training and awareness for the reason that it helps to share information and message at the right time. Therefore, the change management team is required to design a communication plan in other to address the need for supervisors for the change management. Communication is said to be internal and external in construction project whereby internal deals with sharing of information among team members while external is sharing information among contractors and vendors. Research literature 2.6 reviewed that Quality factors of teamwork are interrelated performance components needed to facilitate adaptive performance successfully. These factors are communication; which is sufficient frequent, precise and exchange of information, trust, cohesion; project team members are motivated and makes team spirit, value diversity; share same goal, and team performance; level at which project


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Implementation of Performance based project management strategy to improve teamwork productivity team complete effective and efficient project makes factors of quality teamwork (Salas et al, 2008).Additionally communication tools such as payment devise, cost plan, contract document and drawings should be provided to pass information around the project team members during the project process on time in other to avoid delay and to be aware of the appropriate project process required. Therefore effective and efficient communication skill will help team members aware of decisions made in no time and leave no room for uncertainty in achieving project goals

6.4 Discussion on other Recommendation to support the Strategy 6.4.1 Selection of Sub Contractors Who? The contractor is suitable to make appropriate selection of subcontractor Why? Subcontractors should be carefully selected in order to reduce the challenges faced with the quality of project work and late delivery of construction materials. According to the research literature 2.3.2 reviewing Odediran et al, (2012) said that foreign contractors take charge of 95% of major public projects in the country. This therefore requires proper selection of competent subcontractor because they are the pillar to avoid delay and also pillar to cause delay. For instance, if construction materials get delayed in delivery, site engineers cannot proceed with project work and this however affect the project schedule to deliver on time. How? This is done by making sure there is supervisory structure by checking the volume of work done in past, understand how the subcontractor supervise structures by finding out who


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Implementation of Performance based project management strategy to improve teamwork productivity runs the business, confirm the subcontractors have appropriate bonding capacity with insurance and also look into the company’s safety record. What? Implementation of Quality control mechanism which comprises of a procedure mechanism called ISO 9001 to promote a process approach in developing and improving quality management effectively to enhance customer satisfaction to meet their requirements. Who? The project manager is responsible to implement this mechanism strategy. Why? The poor quality of construction materials affects the quality of project outcome. Therefore, this mechanism is to adjust this issue so as not to lead to affecting the schedule and budget of the project. This recommendation is reviewed from the literature review 2.4 that quality control enable project team meet and understand meeting requirements, it will also help understand need to consider some certain process in terms of added value. Additionally, it is to obtain result of process performance and effectiveness of teamwork and continual improvement of process on objective measurement. How? Implementation of quality control mechanism requires demonstration of organisation ability to meet customer and applicable regulatory requirement to enhance the company s satisfaction. Also quality control can be implemented by using quality policy, quality objectives, audits results, management view and corrective and preventive actions.

6.4.3 Client Budget must be analysed Who? Project Manager should be responsible for analysing client budget Why? This recommendation is to reduce the issue of when client dies or when runs out of fund to continue the project. Additionally to avoid late pay for the project team members because this slows down project work due to less motivation. Tolulope Adeoye, 139069842

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Implementation of Performance based project management strategy to improve teamwork productivity How? By ensuring a legal agreement is passed and signed by both parties to verify in no circumstance, the project will still proceed.

CHAPTER SEVEN PROJECT EVALUATION 7.1 Introduction This project evaluation chapter is to critically evaluate and summarize the level of achievement in the project objective and client requirement as indicated in the terms of references. As stated from the terms of reference (TOR), the client requirement delivered was to; 

Identify the causes of delay and poor quality output in projects.



Monitor the performance of project team at every stage of the current Project.



Evaluate the risk of ineffectiveness of project team in the ongoing project



Provide Performance based Project Management strategy to improve the company’s team work productivity.


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Implementation of Performance based project management strategy to improve teamwork productivity Also the project objectives identified in the terms of reference is achieved in this research study and it is further listed below; •

To analyse existing and previous research to produce literature review on the

Implementation of Performance based Project Management Strategy in Construction Projects. •

To collect and analyse data from Frank Boye Nig Ltd for the implementation of

Performance based Project Management strategy. •

To produce a discussion base on literature review and collected data that will provide

direction for the development of Performance based Project Management strategy. •

To provide a Performance based Project Management strategy on how to improve

team work productivity in the company. •

To produce an appropriate dissertation that meets requirement of PROM01, complete

with a critical evaluation of the work. •

To collect feedback from client on project deliverables

7.2 Evaluation of Project Objectives Project Objectives


Critical Evaluation of Project Outcome

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Implementation of Performance based project management strategy to improve teamwork productivity 1

To analyse existing and previous This objective was achieved with a critical literature

review

on

the review and extensive research on project

implementation of performance based management performance, how it can be project

management

strategy

construction projects.

in implemented in Nigeria and developing countries.

Additionally,

the

challenges

faced

in

construction project team into performance, reviewed from the literature review was similar to the client’ challenges. These were identified in the literature review chapter 2 2

To collect and analyse data from Data was collected with the use of interview Frank

Boye

Nig

Ltd

for

the method from team leaders in the company

implementation of performance based and was analysed by qualitative method in project management strategy.

chapter 3 and 4.

This analysed result therefore creates a channel with the research question in other to provide the parameter needed for the strategy.

The time constraint was too short to interview all the project team which made the researcher collect data information form


Page 69

Implementation of Performance based project management strategy to improve teamwork productivity project team leaders.

3

To produce a discussion on literature In achieving this, the analysed result from review

and

collected

provided chapter 4 was further discussed in other to

direction for the development of identify the areas the company has been performance

based

management strategy.

project falling behind in relation to the literature review from chapter 2 in other to produce appropriate discussion in chapter 5.

The discussion entails area that has issues and the reason behind this issue. 4

To provide a performance based This strategy was finally implemented to project management strategy on hot to tackle the areas discussed in chapter 5. The improve teamwork productivity in strategy was also described diagrammatically Frank Boye Nig Ltd.

to point out areas improved and additional recommendation

was

made

to

further

improve the strategy for better teamwork productivity.


Page 70


To produce an appropriate dissertation An appropriate dissertation which met the that

meets

requirement

of standard requirement of PROM01 was

PROM01and complete with a critical completed evaluation of the research study.

and

covered

abstract,

introduction, literature review, methodology, data analysis, discussion, recommendation, lessons learned and conclusion with a complete critical evaluation.

6

To collect the feedback from client on After the completion of the whole research project deliverables

study, project was delivered to client and feedback was given to meet the client requirements.

7.3 Evaluation of Client Requirement Client Requirement 1

Evaluation against Project Outcome

Identify the causes of delay and poor This was identified form the research quality output in projects.

literature reviewed from past research study based on construction projects with similar issues.

The reason for this issue was also critically reviewed in this research literature.


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Monitor the performance of project team at The company does not have a current every stage of the current Project

project in other to monitor during this research process.

However, the result analysis was gotten based on past project to identify how project is been monitored properly. 3

Evaluate the risk of ineffectiveness of This was evaluated after the data project team in the ongoing project

information has been collected and analysed.

Based on the fact that there was no ongoing project, discussion of the result analysis on past project serve as the evaluation

of

project

team

ineffectiveness.

This however, linked the method process suitable for the strategy.


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Provide

Performance

based

Project A

performance

based

project

Management strategy to improve the management was provided for the team company’s team work productivity

in Frank Boye Nig Ltd to improve the areas they falling behind that is affecting the project performance.

Also this will help focus on affected areas identified in future projects, so as to proper monitor if the issue arises.

7.4 Project Supervision Evaluation Meeting with my supervisor (Ian Ridley) was held steady and I always look forward for the meeting because he adds to my knowledge. Working with him has made me a confident project manager and he has always been my guidance throughout the process of this research study. All thanks to him for showing how to learn and research and apply to the research study. Details of the meeting are attached in the appendix.

7.5 Evaluation of Client Feedback According to the client feedback evaluation form sent form the University of Sunderland as the report of their level of satisfaction on student research study towards their company. The result was satisfied with +5 rating in all the listed criteria from my client in regarding their level of satisfaction in the accomplishment on the research study. This evaluation form can therefore be found in the appendix.


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7.6 Project Overall Evaluation The overall evaluation involves the achievement of the research objectives and the acceptance of the research study was shown in 7.5 that it was fully approved with very good satisfaction by the client. Also the research objectives brought about researching broader on factors influencing teamwork productivity and project performance in construction industry which enable the gathering of knowledge from experienced project teams in Nigerian construction industry. This overall project engaged me in putting to use and apply project management and control, research skills and academy literacy skills, managing people and project leadership, and project risk and quality help me the way project team operates in real life projects and the impact of project management approaches.


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CHAPTER EIGHT CONCLUSION 8.1 Introduction This chapter is the final in this research study and it entails the lesson learnt from the research, recommendation for further research on this research limitation within the area of study. However, this research study has enabled me to develop a strategy to improve teamwork productivity in construction projects. This was achieved with my regular attendance meeting with my supervisor, continuous research on area of study, enhancing my personal skills and competency level. 8. 2 Objectives Evaluation In this research study, objectives were met with the critically reviewing past research literature in chapter two based on project performance in Nigerian construction industry, challenges faced in project performance, teamwork productivity in construction projects, Factors that can affect team performance, how project management strategy is being implemented in construction industries, parameters involved in measuring performance was also critically reviewed in the research literature. In relating this research literature to my client’s company on the challenges affecting the performance, certain questions were developed by interview method to collect required data in the methodology chapter three. This data were then analysed in the chapter four of this


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Implementation of Performance based project management strategy to improve teamwork productivity research study to explain the response of the interviewee to identify the areas related to the research objectives to discuss on in the fifth chapter. The discussed result was to enable the required strategy components to implement a framework to help improve the project team productivity for better project performance in Frank Boye Nig Ltd. Therefore leads to chapter six identifying the various components diagrammatically and with further recommendation to comprehend the framework diagram. 8.3 Lessons Learnt The research study engaged me with my computer which improve my IT skills based on Microsoft office packages. It helps improve on my research skills and has built my confidence in use of project management approaches based on lots of researches. This research made me develop interest in considering the application of Phd which involves several researches and has made me learn that researches improve the level of knowledge in selected areas and also gives means to new developed approaches. 8.4 Recommendation for Future Work Some relevant areas are to be research on in future such as: 

Project performance strategy to improve teamwork productivity in multicultural construction projects.



Research on comparison of project performance strategy in developing countries and in developed countries.



Research on performance of teamwork productivity when working in disparate projects.


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