2019 CSCE Annual Conference - Laval (Greater Montreal)

2019 CSCE Annual Conference - Laval (Greater Montreal) Conference

A model for measuring project health in complex construction projects

Ms. Ekin Eray, University of Waterloo (Presenter)
Dr. Carl Haas, University of Waterloo
Dr. Derek Rayside, University of Waterloo

The Project Management Institute’s (PMI) Pulse Report (2013) findings showed that “effective communication to all stakeholders” is the most critical success factor in project management and it is important to all organizations. This includes construction organizations. Large scale construction organizations often undertake several projects concurrently, managing various stakeholders, contractors, subcontractors, and vendors simultaneously. In such a chaotic management environment, project health is directly impacted by any miscommunication, time-overrun on the information requests, or excessive number of design revisions, etc. A healthy project can be defined as a project performing as expected with the project stakeholders functioning towards the project goals as a team. According to the PMI’s Pulse Report (2013), on average two in five projects do not meet the original project goals, and one in five projects are unsuccessful due to ineffective communication. Therefore, a special emphasis needs to be placed on measuring project health between stakeholders. There are traditional quantitative project health measures for construction projects such as schedule and cost variance, but these methods mostly highlight standard project failure symptoms, and don’t have the ability to identify emerging problems between project stakeholders that can cause potential project failure. In 2002, Construction Industry Institute (CII) published “Project Health Indicator (PHI) tool: assessing project health during project execution” to complement traditional measures and to help project managers to get a clearer understanding of the signs of an unhealthy project. Although CII PHI tool brings a new perspective on identifying unhealthy projects, it is based on qualitative assessments of projects managers for 43 leading indicators. In this conference paper, a model for measuring project health between project stakeholders with quantitative indicators that can be applied to a wide range of construction projects, and that can be measured by information management system data such as Interface Management, Request for Information, and Change Management, etc. is presented. The outline of this conference paper is as follows; first, 12 project health indicators are selected from the literature. Second, the weight of each selected indicator is calculated. Third, the required data and calculation method for each indicator is explained. Lastly, project health between two stakeholders of a case project is calculated for two different time frames in the design phase to compare the results using the presented model.