The formulae for successful construction projects

Project success criteria are dependent on variables by which we judge the outcome of a project. A popular concept in this regard is the Project Management Triangle, which consists of cost, time and scope. These three criteria and their interrelationships can be explained as follows: 

Where the scope increases, either or both the cost and time must increase proportionately. This is known as ‘balancing the triangle’. Therefore, projects need to be managed closely to meet the scope requirements whilst performing on time and within cost budget. Understanding this concept is the first step towards fostering successful projects.

There are various strategies and models to manage a project successfully. However, it is important to keep in mind that successful project completion starts with its commencement. According to a report from Creamer Media in 2016, the top three reasons cited by Construction Managers for project failures are:

• Missed Milestones
• Exceeded Budgets
• Inability to meet the project requirements

Some considerations in pursuit of a successful project include the following:

• The silo effect has no place in a construction project, and it is best practice for teams or disciplines to work together towards the common goal. A construction company should avoid the head office and site team approach.
• Plan in advance. For example, when considering the construction project schedule, it will be evident when a subcontractor will be required on site. Ensure measures and deadlines are in place to timeously appoint a subcontractor with sufficient timelines to evaluate quotations and make an informed appointment. Rushing at the last minute to appoint a subcontractor due to time constraints often leads to mistakes which could result in the wrong appointment leading to unnecessary costs.
• Clearly define the roles and responsibilities of the various team members. Having an internal contract kick-off meeting is helpful, as it is where the team members are appraised of their roles and responsibilities, the scope, timelines and the key terms of the contract.
• Executing a project requires ongoing effort. Regular internal progress meetings are recommended for the project team to understand the project progress, risks and requirements in order to respond proactively. This assists with early risk identification and management, and monitoring project progress.
• Develop a budget and manage and control costs.
• Implement steps for the early identification of risks and strategies to mitigate them.
• Manage contracts and relationships with suppliers and subcontractors.
• Develop and implement a quality management system to avoid delays with reworks and snags.
• Ensure continuous legislative compliance. Non-compliance can, for example, lead to costly reworks and also penalties and fines from the regulatory body.

The pursuit of successful projects does not end at final completion. It is important to take stock of the project performance and note lessons learned for future projects.

Should you have any queries, please contact the Association.

Bilaal Dawood

Head: Membership Services