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Is construction different? A comparison of perceptions of project management performance and practices by business sector and project type

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  • David James Bryde

Abstract

Although poor project management (PM) performance on construction projects and limitations in PM practices continue to be reported, there has been little research specifically focused on comparing perceptions of PM performance and practices of the construction business sector with other sectors and of construction projects with other types of project. This gap is addressed by a survey of 238 UK organizations, incorporating a sub-sample from the construction business sector. A questionnaire was used to obtain data relating to perceived levels of PM performance and of levels of maturity in certain PM practices. Those involved in projects in the construction business sector perceived their PM performance to be higher than did those involved in projects from other business sectors. However, there was no difference in perceptions of PM performance on specific construction projects among participants drawn from all business sectors, i.e. owner/clients from other business sectors. In terms of practices the construction business sector reported higher levels of maturity in the management of programmes and organizational support for PM than other sectors. However, in the areas of sponsorship and benefit management the construction sector practices were no more evolved than those in other business sectors.

Suggested Citation

  • David James Bryde, 2008. "Is construction different? A comparison of perceptions of project management performance and practices by business sector and project type," Construction Management and Economics, Taylor & Francis Journals, vol. 26(3), pages 315-327.
    • Handle: RePEc:taf:conmgt:v:26:y:2008:i:3:p:315-327
    DOI: 10.1080/01446190701874413
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    Cited by:

    1. Nakhon Kokkaew & Vachara Peansupap & Noppadon Jokkaw, 2022. "An Empirical Examination of Knowledge Management and Organizational Learning as Mediating Variables between HRM and Sustainable Organizational Performance," Sustainability, MDPI, vol. 14(20), pages 1-25, October.

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