||Linkage between Scheduling Process Maturity and Schedule Performance of Construction Projects
||Department of Civil Engineering
||José Mariá Divas
Delays are often found in construction projects in spite of numerous research aimed at improving schedule performance. Studies address the factors affecting project success and establish good practices to help in scheduling process. Some argue the schedule problems are lack of support between management and project participants, and the misuse of the scheduling methods and techniques, while others state that is because of an existing gap between theory and practice.
This research studies the relationship between scheduling process maturity and schedule performance. It first reviews the factors that are of critical influence on schedule performance. A questionnaire was designed based on four parts composed of these schedule factors: schedule theory, management theory, project participants and project environment. The questionnaire was sent out and collected 93 sets of data from owners, consultants and contractors in both Belize and Taiwan.
The analysis results reveal the views of project participants regarding various scheduling aspects. Contractors’ replies have a better linkage with schedule performance. Basic scheduling processes are most frequently and well used by project participants while having a moderate relationship with schedule performance. The scheduling formality of the project participants has a moderate relationship with project delays. Advance scheduling processes are seldom used because they are not familiar to participants are seldom practiced.
TABLE OF CONTENT VII
LIST OF TABLES IX
LIST OF FIGURES X
CHAPTER 1 INTRODUCTION 1
1.1 Motivation 2
1.2 Research Objectives 3
1.3 Research Scope and Limitation 4
CHAPTER TWO LITERATURE REVIEW 9
2.1 Schedule Theory 10
2.1.1 Planning, Scheduling and Control 10
2.1.2 Scheduling Methods and Techniques 13
2.2 Management Theory 15
2.2.1 Project management 15
2.2.2 PM Process and Benchmarking 16
2.3 Project Participants Capabilities 18
2.3.1 Human Factors 18
2.3.2 Skills, Training and Experience 19
2.4 Project Environment 19
2.4.1 Owners’ Sophistication 20
2.4.2 Project Complexity 20
2.4.3 Schedule Specification 22
2.4.4 Culture 23
CHAPTER THREE FACTORS AFFECTING SCHEDULING PROCESS 25
3.1 Scheduling Process Problems 25
3.1.1 Personnel 26
3.1.2 Procedures 28
3.1.3 Problems in Developing Countries 29
3.2 Initial Survey in Belize 32
3.2.1 Preliminary Results 33
3.2.2 Informalities in the Industry 36
CHAPTER FOUR SURVEYING SCHEDULE PRACTICE LEVELS AND RESULTS 39
4.1 Establishing Schedule Practice Levels 39
4.1.1 Effort to establish the scheduling practice 39
4.1.2 Maturity Level Assignment 41
4.2 Questionnaire Design 42
4.2.1 General Information 42
4.2.2 Project Environment 43
4.2.3 Scheduling Process 44
4.2.4 Schedule Performance 45
4.3 Survey Process and Results 46
4.3.1 General Information 47
4.3.2 Project Environment 51
4.3.3 Scheduling Process 57
4.3.4 Schedule Performance 64
CHAPTER FIVE LINKAGE ANALYSIS OF SCHEDULING ASPECTS 71
5.1 Linkage Strategy 71
5.1.1 Relationships to be Identified 71
5.1.2 Regression and correlation analysis 73
5.2 Relationship Identification 74
5.2.1 General Information-Schedule Process and Performance 75
5.2.2 Project Environment – Scheduling Process 78
5.2.3 Project Environment – Schedule Performance 82
5.2.4 Scheduling Process – Schedule Performance 85
CHAPTER SIX CONCLUSIONS AND RECOMMENDATIONS 89
6.1 Conclusions 89
6.2 Recommendations 90
Appendix A: Initial Survey Questions about Scheduling Problems 97
Appendix B: Questionnaire (English Version) 98
Appendix C: Questionnaire (中文版) 101
Appendix C: Summary of Questionnaire Survey Results 104
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