Luận văn thạc sĩ Quản lý xây dựng: A fuzzy-AHP framework for evaluating stakeholders performance in construction projects

INTRODUCTION

General Introduction

Construction has always been an essential part of every country's economy The construction industry's mission is to design, construct, and build infrastructure as well as the urban landscape for a country, which serves as the foundation for a modern civilized society That is why a construction project demands a large amount of participation in order to be implemented, monitored, examined, and maintained with carefully and successfully A project will suffer losses and waste of resources if there is ineffective management and coordination among the stakeholders

In a nation that is still pushing economic growth, such as Vietnam, the construction sector is contributing a substantial amount to this rising economy The statistics in the table below show the Vietnam's economic size, as measured by the gross domestic product index, is growing at a rate of 6% per year (despite year 2019 and 2020 are greatly affected by the covid-19 pandemic, the data is not influenced by it as well) Furthermore, the construction sector has traditionally accounted for a large share of overall GDP and has been growing steadily, demonstrating that the government has a strong interest in the industry The Vietnam construction industry is Asia-Pacific’s best performing, according to a GlobalData report

Table 1.1 – Construction Industry Proportion in GDP of Vietnam

(Data from www.gso.gov.vn)

Vietnam's young population and high rate of urbanization are two main forces behind construction demand, with a focus on housing, factories, offices and urban infrastructure The young population is both an abundant human resource and, in the long run, encourages the trend of construction demand Vietnam has a population of roughly 97.4 million people The population is in the golden age, with an average age of 33.3 years (danso.org) and around 50.7 million individuals of working age (gso.gov.vn)

Urbanization trends increase demand for housing, commercial, public buildings and urban infrastructure Up to now, only one third of Vietnam's population lives in urban areas, which is quite low compared to other countries in the region This indicates the large development potential of Vietnamese cities At the same time, at the end of the golden population period, construction demand will shift from apartments, schools, factories, and offices to medical facilities to serve the aging population

The above figures and data show that the construction industry is on a strong development momentum and has very diverse outputs, easily attracting investment from domestic and foreign enterprises

However, in Vietnam, the effectiveness of a construction project is a regular annual concern The loss of resources is a topic that is regularly reported everyday in the newspapers, televisions Some examples, such as, The Thai Nguyen Steel Plant (losses

3843 billion VND), Metro 1 Railway (adjusted total investment from 17000 billion VND to 47000 billion VND)

In order to increase the efficiency of construction projects, the parties involved must constantly innovate and improve themselves, the construction must ensure progress, the quality must be good and the cost must be as committed to the investor To do that, a performance review is a must for any project The evaluation framework will help in determining the efficacy of each project's work and will serve as a database for systematically evaluating contractors and investors in future projects It should be a required part before a project starts.

Problem Statement

Project Management Institute (2001) defines the stakeholders as: “individuals and organizations who are actively involved in the project, or whose interests may be performance significantly contributed to construction projects cost overruns which resulted into project failure In line with the findings, Rajeev and Kothai (2014) mentioned that, in construction projects where the interactions and interrelationships among stakeholders were not strong, it was observed that projects were not executed within the budgeted cost whereas in situation where interrelationships and interactions between stakeholders were strong, projects where implemented within their initially budgeted cost Kivitis (2013) stating that effective stakeholder performance benefits project performance by eliminating conflicts and reducing costs through increased stakeholder participation in projects decision making

In a developing country that is growing so quickly that infrastructure has not kept up, such as Vietnam, monitoring the efficiency of construction projects is extremely important Throughout the years, a waste of construction resources that has often appeared in newspapers and media has put a lot of pressure on project managers and investors In order to avoid that, all causes affecting Stakeholders Performance in construction projects need to be identified and clearly understood Acknowledge what are stakeholders, persons who impact and were directly impacted by the project, as well as causes affect efficiency of stakeholders, will be the first step to propose improvement plans to increase Stakeholder Performance It helps produce construction sustainability and improved performance of construction project and that eventually leads to develop professional construction industry

Hence, the aim of the study was to evaluate the impact of factors on Stakeholders Performance in construction projects Previous studies have not focused much on assessing stakeholder performance in construction projects, but mainly on evaluating project performance based on time and cost, or based on the investor's perspective, contractor’s perspective… However, those assessment is inadequate because besides time and cost, there are many other factors that affect the performance of the project, especially those related to people (this is the topic that thesis will mention) Moreover, most of the current assessments are still subjective assessments and in an environments with a lot of uncertainty and decision making based on many factors such as the construction industry, the thesis will apply Fuzzy AHP method with triangular number to give an objective evaluation framework in order to evaluate stakeholders performance in construction projects

Durdyev (2017) reported that besides poor project management skills, poor planning and poor resource allocation, inadequate involvement of key stakeholders namely, Contractors, Consultants and Clients was noted to be the main contributor of increased cost overruns in construction projects In addition, ineffective stakeholder engagement contributed to problems such as inaccurate drawings and planning (Durdyev, 2017) Mambwe et al (2020) and Aigbavboa et al (2014) also state that ineffective scheduling of projects was attributed to poor stakeholder involvement Therefore, having a performance evaluation framework will help stakeholders continuously improve themselves throughout the project phases, thereby helping the project go on schedule, without exceeding the costs and benefits of the parties will not be lessened

The SEM model will also be applied to demonstrate the relationship between the factors affecting Stakeholders Performance The model will help to discover which construct has the most affect on efficiency of stakeholders and measure how these construct related to each others It supports the decision maker to manage the project more effectively by providing solutions timely and righty to improve the work performance of the parties involved throughout the project life cycle.

Objectives of the Topic

 Determine factors that affect Stakeholders Performance in construction projects

 Identify criteria which evaluate Stakeholders Performance

 Using the AHP approach, compute the weights of the groups of factor and evaluate their impact on stakeholder performance

 Apply Structural Equation Modeling (SEM) Model to estimate the relationships between constructs and define a model to explain the entire set of relationships

 Propose a thoroughly and objectively framework for evaluating Stakeholders Performance This can help for measuring the work efficiency of stakeholders in every stage of a project.

Research Scope

Research scope was executed in the following area:

 Data collection from construction project in Ho Chi Minh City and some other Southern province

 Respondents to the questionnaire survey: contractors, sub-contractors, project managers, owners, end-users, experts… in construction field.

LITERATURE REVIEW

Definitions and Concepts

This chapter helps us to have an overview of issues related to the research topic through published journals, scientific articles, domestic and foreign theses From there, we may learn about the current state of the research and the connections to this issue

2.1.1 Definitions about Stakeholders in Construction Project

During the different stages of a construction project, from project conceptual to project completion, a vast number of interests will be affected, both positively and negatively The project's stakeholders are representatives of these interests

According to Freeman (1984), stakeholders would be any group or person who can affect or is affected by a corporation's achievements Freeman also stated that the stakeholder approach is about groups and individuals who can affect the organization, project Phillips (2003) added stakeholder theory should be concerned with who has input in decision making as well as who benefits from the outcomes of such decision PMI (2004) practically accepted this definition of project stakeholders, noting that they are individuals or organizations that are actively participating in the project or whose interests may be affected as a result of project execution or project completion

There has been debate on how to define stakeholders Freeman’s (1984) definition, those who impact or are impacted are considered too wide, because everyone will deserve to be a stakeholder If everyone is stakeholder, there is no sense in using stakeholder concept

In this thesis, stakeholder definition will follow the concept of McElroy and Mills (2000) They suggest a definition of project stakeholders as "a person or a group of persons who have a vested interest in the success of a project and the environment in which the project operates." This is a more narrow definition than PMI (2004), as it clearly says that a stakeholder must have a vested interest in the project at hand

A vested interest is described as possessing one or more of the stakeholder attributes of power, legitimacy, and urgency There are essentially two categories of stakeholders external stakeholders are those who are affected by the project Within the scope of the thesis, we mainly focus on internal Stakeholders

Figure 2-1: Stakeholders in Construction Project

The participation of different stakeholders in construction projects is a key factor to achieve project goal and objectives, the success of the project depends on the stakeholder’s efficiency participation in the project Stakeholders Performance is defined as the results achieved by stakeholders after a project finished

Performance has developed from “output oriented” approach to a “process oriented” approach and then to the integration of the two in support of the project’s strategy Initially within performance management, maximizing profits was the primary target and before the 1970s, financial factors were almost the only criteria for performance evaluation Later, people paid more attention to other perspectives such as customer satisfaction, quality of project or trust among stakeholders In this study, stakeholders performance criteria was referred from Roshana Takim and Akintola Akintoye (2002), details was shown in Table 2.1

4 Level of Disputes and Litigation

8 Bring experience value to the following projects

Evaluating frameworks were created to give instructions for evaluating - what will be assessed and how evaluation would be performed

Evaluation frameworks provide a systematic approach to evaluation and can benefit in the reduction of complexity when dealing with uncertainty or making decisions Frameworks can facilitate numerous stakeholders in creating a better understanding of the project and evaluation process, as well as in identifying and agreeing on appropriate criteria and methodologies Frameworks are frequently necessary for system changes, plans, or firm-wide initiatives

A well evaluation framework will lead effective and comprehensive data collecting and provide as the evidence trail for measuring progress and influence over time It should be created from the start phase, as part of the construction project A framework improves comprehension of the project's goal and objectives, identifies the relationships between important implementation components, and articulates the internal and

 Understanding and Analyzing project’s goal;

 Develop monitoring and evaluation plan and implementation of monitoring and evaluation activities;

 Define relationship between activities, outcomes and impact on project

 Propose strategies to improve efficiency during project phases.

Related Studies

2.2.1 Studies about Factors that affect Stakeholders Performance

According to Nabil Ibrahim El-Sawalhi & Salah Hammad (2015) research, evaluating the success of a project performance is more challenging than examining the factors such as time, money, or quality, which are still considered to be dominating criteria Because stakeholders are major source of uncertainty, one of the major concerns increasing in construction projects is the identification and management of project stakeholders, including evaluation

The research indicates that stakeholders need to be identified, their power and influence should be mapped so that their potential impact on projects can be better understood Failure to appreciate this has led to countless project failures (Bourne & Walker 2005), primarily because construction stakeholders have the resources and capability to stop construction projects (Lim et al 2005)

The aim of Israa Fadhil Ibraheem (2018) research was to evaluate the most common factors that affect stakeholder working process in construction projects The study finds that the role of the project manager with high abilities, experience, and strong communication skills is essential to the effective relationship management of stakeholders and will contribute to the project's positive performance Furthermore, it is important to the project's success to consider stakeholder concerns and demands It is critical to evaluate the information input while sharing common project goals and meeting the requirements and expectations of stakeholders

Also related to this topic, Rateb J Sweis, Sharaf M Bisharat, Lorina Bisharat, Ghaleb Sweis (2014) identified a host of factors affecting contractor performance by using both the data collected through a survey and interviews with senior professionals and managers in the construction field Most correspondents agreed that financial difficulties, manpower shortage and excessive owner change orders are the leading factors directly affecting contractor performance in construction project Changes in government regulations and laws, contractor violations of safety rules, and modifications to materials specifications ranked among the least important factors

Adnan Enshassi, Abdul-Rashid Abdul-Aziz and Saleh Abushaban (2012) stated that the average delay due to closures and material shortages was the most significant performance factor, ranking first among all factors These issues might be viewed as obstacles to project completion Furthermore, staff competence development and job satisfaction have a significant impact on stakeholders' productivity, cost, and time performance It is suggested that human resources be developed in the construction project through effective and regular training programs In addition, it is preferred to develop and improve the managerial skills of engineers in order to improve performance of construction projects

The study of Arazi Idrus, Mahmoud Sodangi and Mohamad Haq Husin (2011) concluded that the most significant factors affecting consultant/designer performance are: urgency of the project at hand, project duration in terms of time spent in getting the work done, political influence, timely decision making and the experience of design team on the project The others are ability of the consultant to work as a team, creativity on the part of consultant in controlling cost so that contract sums are within budget

2.2.2 Studies about Stakeholder Performance Criteria

Ivan K.W Lai and Frankie K.S Lam (2009) conducted a study in Hong Kong to examine the importance of stakeholder performance criteria and their respective outcomes in a construction project The study shows that timely completion is the most important performance criterion, followed by profit, environmental protection and quality This means that time management is the most important factor in the success of a construction project Safety and no claims or contractual disputes also mentioned in the order of performance criteria The performance of these performance criteria can be increased by providing a bigger budget during project process Most clients are reflecting the reality that, with the lowest price wins, the main contractor still stands to lose

Maria Creuza Borges de Araújo, Luciana Hazin Alencar, Caroline M Miranda Mota (2016) go further on monitoring the performance of the contractors by proposing a model They identified the following criteria to evaluate contractors in projects, such as, relation between other parties, work management, quality control, time management and ability to control financial status quo Moreover, Dave C.A Butcher (2009) also indicated what exellent construction contractor performance is from the perspective of customer There is a number of key factors, namely, being open about their business strengths and weaknesses, challenging and improving themselves, really listening and acting, keeping business promises and many others behavioural Dave suggested that the client would have to develop a framework around these factors in a way that best suit with their project requirements.

Theoretical related to the Research

Fuzzy logic was first it introduced by Lotfi A Zadeh in 1965 This technique can provide a definite conclusion from vague and inaccurate information (Al-Zarrad & Fonseca, 2018) Fuzzy logic has been used to solve problems related to uncertain and imprecision data Fuzzy set theory is a research approach that can deal with problems relating to ambiguous, subjective and imprecise judgments, and can quantify the linguistic facet of available data and preferences for individual or group decision- making (Shan et al., 2015a)

Nowadays, fuzzy seet theory has been widely used in many different fields to optimize and answer uncertainty or unorthodox information

A fuzzy set is any set that allows its members to have different grades of membership (membership function) in the interval [0,1] A numerical value between 0 and 1 that represents the degree to which an element belongs to a particular set, also referred to as membership value

Let X be a space of points (objects), with a generic element of X denoted by x Thus, X

A fuzzy set Ã in set of X is characterized by a membership function à(x), which associates with each point in X a real number in the interval [0, 1], with the value of à(x) at x representing the "grade of membership" of x in Ã When Ã is a set in the ordinary sense of the term, its membership function can take on only two values 0 and

1, with à(x) = 1 or 0 according as x does or does not belong to A

Figure 2-2: Crisp Set and Fuzzy Set

A fuzzy number is a quantity whose value is imprecise, rather than exact value number

A fuzzy number is a fuzzy set with the conditions such as, convex, normalized, continuous and it is defined in the real number

Generally, environmental decision making process is subjected to scarcity of data and lack of knowledge, fuzzy numbers if they are normal, convex, and bounded (Klir and Yuan, 1995) Different shapes of fuzzy numbers are possible (e.g., bell, triangular, trapezoidal, Gaussian, etc.) In order to simplify the implementation, in this thesis, triangular fuzzy numbers (TFN) are used TFN is represented by three point, A is a fuzzy number if A = (a1, a2, a3), representing the minimum, most likely, and maximum values, respectively

The common calculation of two TFNs was shown below, according to Tesfamariam & Sadiq (2006):

Table 2.2 – Common fuzzy arithmetical operations using two TFNs

Summation A+B (a1+b1, a2+b2, a3+b3) Subtraction A-B (a1-b3, a2-b2, a3-b1) Multiplication AxB (a1xb1, a2xb2, a3xb3) Division A/B (a1/b3, a2/b2, a3/b1) Scalar product Q.B (Qxb1, Qxb2, Qxb3)

2.3.2 Analytical Hierarchy Process – AHP Method

The Analytic Hierarchy Process (AHP) is a method for organizing and analyzing complex decisions, using math and psychology It was developed by Thomas L Saaty in the 1970s and has been refined since then It contains three parts: the ultimate goal the criteria you will judge the alternatives on AHP provides a rational framework for a needed decision by quantifying its criteria and alternative options, and for relating those elements to the overall goal

To obtain priority criteria, this method uses a comparison of criteria paired with a measurement scale that has been determined The main input of the AHP method is the perception of experts or experts, so there is a factor of subjectivity in retrieval decision This method also takes into account data validity with inconsistency limits

Fuzzy Analytic Hierarchy Process is a method of Analytic Hierarchy Process (AHP) developed with fuzzy logic theory The Fuzzy AHP method is used in the same way as the AHP method used The Fuzzy AHP method is used in the same way as the AHP method used It's just that the Fuzzy AHP method puts the AHP scale into a fuzzy triangle scale that could be accessed in order of priority

The Fuzzy Analytical Hierarchy Process method – FAHP is the expansion of AHP to effectively solve the fuzzy data related to decision making Fuzzy AHP helps the leader easier to make the decision and more than that, fuzzy AHP can handle both qualitative and quantitative data in Multi Criteria Decision Making (MCDM), according to Saaty (1980)

An SEM approach is a collection of statistical techniques that allows a set of relationships between one or more independent and dependent variables to be examined (Tabachnick and Fidell, 2012) This methodology is confirmed to be more useful than multivariate or logistic regression methods, especially in the case that there are a large number of variables in data samples that may lead to unexpected measurement errors

It also allows examinations of mutual influences among variables, either directly or indirectly, through other variables as intermediaries

In comparison to other statistical tools such as factor analysis and multivariate regression, SEM performs factor analysis and path analysis simultaneously because it variables) by using several manifest variables; and simultaneously estimate both causal relationships among latent variables and manifest variables It is an advanced application of factor analysis and regression analysis They are being analyzed in simultaneously for theory testing SEM may also be used as an advanced statistical tool to analyze causal models with complicated relationships between one or more dependent and independent latent variables

In SEM, two types of variables are often used: manifest variables and latent variables Manifest variables are variables that can only be measured or viewed directly Latent variables, on the other hand, are hypothetical or theoretical elements of the model that cannot be assessed directly.

RESEARCH METHODOLOGY

Research Process

The research process follows the steps in the figure below:

Evaluating Stakeholder Performance in Construction Projects

Determine the Factors that influence Stakeholder Performance

Based on existing research and expert s opinion STEP 1:

Evaluating Stakeholders Performance Measure relationships between constructs of factors that affect SP

Figure 3-1: Research Process of the Thesis

The research process consists 3 main stages:

After determining research aim and objectives of in Chapter 1, literature review related to evaluate stakeholders performance is conducted to gain basic knowledge and research gaps (Chapter 2) The factors that affect stakeholders performance was referred from

 Stage 2: Surveying and Collecting Data

The authors have shown a lot of factors influencing stakeholders performance during three phases of project life cycle Thesis take 33 factors from those then conducting a questionnaire survey to collect data Phase 1 will collect to identify factors affecting Stakeholders Performance Phase 2 will collect pairwise comparison matrix evaluation data from experts

 Stage 3: Data Analyze and Discussion

After collecting enough survey data, conduct analysis and comment on the results obtained Finally, give opinions and recommendations to help improve the working efficiency between the parties in the construction project.

Theories and Models

PCA method is a very popular technique used in data reduction (input variables) That is, instead of using all the variables, we just use some of the new variables that keep most of the information of the original data The number of factors is less than or equal to the original number of variables and there is no correlation between them In this study, the purpose of using PCA is to reduce the initial factors into new groups of factors, thereby building a hierarchical structure for the next steps

PCA method can only be performed if the newly created factors do not cause significant information loss But, how is the loss of significant information? This depends on the characteristics and objectives of each type of research, which determines how much information loss is appropriate The greater the correlation between variables, the more data reduction we can achieve and vice versa To test the correlation between variables, a statistical test such as Bartlett's test can be used, but this test can only be used for normalized data There is also a KMO test (sampling adequacy Kaiser Meyer Olkin measure) used to check whether the PCA model is suitable:

Table 3.1 - Level of Acceptance of the KMO (Field, 2000)

To interpret the role of each variable in each element, Factor Loadings are used The higher the Loading value of a variable, the greater its influence in the factor and vice versa Therefore, Loading is used to determine which variables to aggregate into a group (component) and what to name the group Usually the value of Loading must be greater than 0.5

3.2.2 Analytical Hierarchy Process (AHP) Method

The AHP method was first introduced in 1971 by Thomas Saaty to solve the problem of resource allocation and planning needs in the military Since then, AHP has become a quantitative multi-objective decision support method widely used in many different fields such as economic, social, scientific, etc to arrange alternatives and select the solution that satisfies the given criteria The criteria are hierarchical into sub-criteria represented on the hierarchy, making it easier for decision makers to see problems and analyze them independently

To facilitate the pairwise comparison process, the size of the comparison matrices should not exceed 9

Steps to apply the AHP method:

 Define the problem and research objectives

 Construct pairwise comparison matrices using scales from 1 to 9 These pairwise comparison scales are shown in the Table 3.2

 Convert those comparison parameters into weights and check the Consistency ratio

CR (Consistency ratio) from expert judgments

 Use calculated weights for alternatives to make provisional decisions

 Perform sensitivity analysis This step is used to test the effect of changing the weights of the criteria on the final result

Table 3.2 - AHP Pairwise comparison table by Saaty (1980)

1 Equal Importance Two activities contribute equally to objective

3 Weak Importance Experience and judgment slightly favour one activity over another

5 Strong Importance Experience and judgment strongly favour one activity over another

7 Demonstrated Importance One activity is strongly favoured and demonstrated in practice

The evidence favouring one activity over another is of highest possible order of affirmation

2, 4, 6, 8 Intermediate values When compromise is needed between to adjacent judgments

As introduced in Chapter 2, although it has the same name as Fuzzy AHP, in fact there are many methods proposed by different authors Each method has a completely different argument and implementation This thesis references the method proposed by Tesfamariam & Sadiq (2006)

Construct set of Pairwise Comparison Matrices

Figure 3-2: Fuzzy AHP method process (Tesfamariam & Sadiq, 2006)

The study uses the Structural Equation Modeling (SEM), which is widely used in scientific research

According to Prentice Hall (2009), SEM is a family of statistical models that seek to explain the relationships among multiple variables It examines the structure of interrelationships in a series of multiple regression equations These equations depict all of the relationships among construct (latent concept that can be defined in conceptual terms but cannot be directly measured) involved in the analysis SEM also has ability to represent unobserved concepts in these relationships and account for measurement error in the estimation process Moreover, SEM help define a image model to explain the entire set of relationships

SEM is often applied in the research fields of psychology, marketing, strategic management, etc Based on previous researches, there have been related articles about

“Effect of project characteristics on project performance in construction projects based on structural equation model” (KM Cho, 2009); “Modeling success factors for public construction projects with the SEM approach: Engineer's perspective (EG Sinesilassie, 2019); “SEM Model for Investigating Factor of an Accident Affecting Safety Performance in Construction Sites in Nepal” (D Sukanami, 2020)…

Therefore, the use of SEM to analyze the factors belonging to Stakeholders and Performance is quite appropriate, and the SEM model is also more responsive and eliminates errors because this is a study on human psychology on performance, suitable for this study

Five steps to building an SEM model:

 Specify the individual factors, which factor is the measurement variable

 Develop and define a measurement model

 Evaluate the reasonableness of the model

 Clearly define the structural model, convert the measurement model to the structural model

Data Collection Phase 1: Determine Factors that influence Stakeholders

Expert Opinions Determine the Factors that influencing Stakeholders Performance

Designing Questionnaire Survey follows the process in Figure 3-3 The content of the survey was referred from previous studies, paper, internet sources and expert opinions

A pilot test was conducted and modified until the survey gets good rated from professional experts When the survey is completely designed, it will be sent to those who have experience and who are working in the construction field, such as, Owner, Contractor, Sub-contractor, Consultant, Designer, Engineer, Supplier… In this thesis, the survey was directly mailed and collected through Google Forms

 Part 1: General information of respondents such as: their professional, workplace, experience, position in their current company…

 Part 2: Measuring factors that affect Stakeholders Performance, using a five-point Likert Scale

 Part 3: Respondents are requested to provide suggestion related to which criteria related to evaluate their company performance in construction project Those criteria was referred from a study of Roshana Takim and Akintola Akintoye (2002),

“Performance indicators for successful construction project performance”

3.3.1 Determine Factors that influence Stakeholders Performance and Stakeholders Performance Criteria

Based on previous studies and expert opinions, the study identified 33 factors that affect Stakeholders Performance Those are divided into 6 main groups including group of Factors related to Working Environment, of Factors related to Client/Owner, of Factors related to Contractor, group of Factors related to Supplier, group of Factors related to Consultant/Designer, group of Factors related to Project Management

For convenience in the data input and data analysis process, the factors are denoted by groups shown in Table 3.3

Table 3.3 – Factors affecting Stakeholders Performance

No Factor affecting Stakeholders Performance References

"Factors afecting performance at the Iraqi Construction Projects, Ministry of Construction, and Housing and Municipalities and Public Works of Iraq as a case study"

"Critical factors affecting the performance of large construction projects in developing countries"

Djoen San Santoso and Polwatta Gallage Madusha Piumal Gallage (2019)

"Factors Affecting the Performance of Labour in Nigerian Construction Sites"

"Modeling and evaluating construction project competencies and their relationship to project performance"

"The effect of relationship management on project performance in construction"

6 W6 Ensure Health and Safety during work

"Prioritizing Project Performance Criteria within Client Perspective"

Arazi Idrus, Mahmoud Sodangi and Mohamad Haq Husin (2011)

"Study of factors affecting the performance of construction projects in AEC industry"

"Quantitative Approach for Project Performance Measurement on Building Construction in South Korea"

Hee Sung Cha and Chan Kyu Kim (2011)

"Study of factors affecting the performance of construction projects in AEC industry"

"Contractors perspective toward factors affecting labor productivity in building construction"

"Factors Affecting the Performance of Labour in Nigerian Construction Sites"

Factors afecting performance at the Iraqi Construction Projects, Ministry of Construction, and Housing and Municipalities and Public Works of Iraq as a case study"

13 O2 Clear Statements of project missions

"Factors Affecting the Success of a Construction Project"

Albert P C Chan ; David Scott; and Ada P L Chan (2004)

14 O3 Ability to control financial problems

20 C5 Ability to control material resources

"Factors afecting performance at the Iraqi Construction Projects, Ministry of Construction, and Housing and Municipalities and Public Works of Iraq as a case study"

"Factors Influencing the Performance of

Construction Projects in Akure, Nigeria"

22 S1 Supplier capacity in providing required resources

"Factors affecting construction performance: exploratory factor analysis"

"Factors Influencing the Selection of Subcontractors in Refurbishment Works" Andi Z.A Dulung and Low Sui Pheng (2005)

Factors related to Consultant/Designer

"Critical factors affecting the performance of large construction projects in developing countries"

Djoen San Santoso and Polwatta Gallage Madusha Piumal Gallage (2019)

25 D2 Ability to provide drawings, notes and certificaes

26 D3 Involvement throughout the project lifecycle

Factors related to Project Manager

27 P1 Ability to manage and build project structure

28 P2 Ability to forecast and identify problems/defects

29 P3 Control other parties' quality of work

31 P5 Ability to manage contractual conflict

32 P6 Understand responsibilities of other stakeholders

"Critical Factors Affecting Quality Performance in Construction Projects"

No Stakeholders Performance Criteria References

4 Level of Disputes and Litigation

"Performance indicators for successful construction project performance"

8 Bring experience value to the following projects New

Questionnaire Survey is an effective tool to help solve problems when collecting data for the research The making of questionnaires is to collect data and information with high accuracy The questionnaire must be scientific and artistic, in which experimental questions play an important role, the words used in the questionnaire must also be clear and logically arranged, avoiding any confusion for respondent Therefore, the design of the questionnaire and the way approach survey to responser should be done carefully, in order to ensure the objectivity and reliability of the data obtained

The questionnaire survey was sent to the respondent via e-mail and google forms It has both open-ended and closed-ended questions The largely open-ended questions involve data such as job title, background, and work experience Closed-ended questions, on the other hand, ask respondents to assess their thinking on each factor statement using a five-point Likert scale (1 = not at all influence, 2 = slightly influence, 3 = somewhat influence, 4 = strongly influence, and 5 = very strongly influence)

Firstly, a preliminary questionnaire was designed and the pilot test was conducted on a small group of 10 experts The experts invited to test the preliminary questionnaire have participated in many Civil & Industrial construction projects and all have 10 years or more in the construction field The experts includes 4 people who are project leaders, 2 people are design managers, 2 people are consultants, 1 person is a project manager and

Experts were asked to check for the clarity and intelligibility of the factors Those factors must be ensured that they do not duplicate in meaning and are neutrality Experts were also asked to add or subtract factors if they felt some were inappropriate At the end of the pre-survey, a summary table of all factors affecting Stakeholders Performance was synthesized, detailed in Table 3.3.

Data Collection Phase 2: Construct Pairwise Comparison Matrices

3.4.1 Create Pairwise Comparison Questionnaire Survey

Paired comparisons, grouped from high to low, were used in the design of the questionnaire to collect expert judgments Saaty's (1980) nine-point scale is still used for pairwise comparisons (Table 3.2) From this scale, a pairwise comparison questionnaire was established to prepare for the data collection process This questionnaire is presented in Appendix 2

Quantitative analysis methods require the support from experts The initial selection of experts is very important because their evaluation results directly affect the results of the study Experts must be experienced, knowledgeable about the research field and willing to spend time answering the table questions or interviews After reaching out and receiving their help, a third group of 20 experts was finally assembled (Appendix 3) Some of their basic information is as follows:

 Number of years of experience in the traffic industry: there are 8 people with 8-10 years of experience, 7 people with 11-15 years of experience and 5 people with 16-

 Education level: 6 people have university degrees, 12 people have master's degrees and 3 people have doctorate degrees

 Position: 7 people hold leadership roles of companies and enterprises; 12 people holding the role of heads, deputy heads of departments and units; 5 people are company employees

 Roles: 6 people work for the investor, 11 people work for the contractor and the remaining 3 people are specialists, holding different roles

Data is being collected through email and face-to-face interviews Particularly, for experts who cannot be interviewed directly, they were sent an email with attachment file, clearly stating the content and how to do it Details of the survey table are described in the Appendix 2

After almost a month of implementation, the results of all 20 experts were collected

CR consistency index of each person is checked using Excel 2013 software The best is

CR index less than 10% For cases where the CR exceeds 10%, we have contacted to conduct a re-confirmation interview However, there are cases where experts are still adamant in maintaining their opinion or there is a change, but the CR consistency index is still greater than 10% In that case, the result is still accepted There were 2 cases removed because the CR index exceeded 20% despite the re-confirmation interview, the remaining results of 18 experts were used for calculation.

FACTORS INFLUENCE STAKEHOLDERS PERFORMANCE

Descriptive Analysis and Rank Factors

The data collection process resulted in a total of 205 responses But to ensure the quality of the collected information and handed to the right respondents, some responses will be removed before the next data analysis stage Namely:

Remove unreliable answers These are easily recognizable cases such as having a series of consecutive answers that are the same, or inputting meaningless answers Whatever the reason, these answers are unreliable Therefore, to increase the reliability of the obtained data, the solution is to remove all these answers

Remove the answers that choose "No" when asked "Is it important to identify the factors affecting the stakeholders performance in a construction project?" People who do not think it is important to study the factors that affect stakeholders performance then their choices are meaningless and unreliable We should remove those answers

Remove those who have less than 3 years of experience and simultaneously participated less than 5 projects For most people, after first 3 years in a profession is enough for them to have a clearer view and more general view of the work they are doing and the problem they are facing With a fresh graduate engineer, some of the problems for them are new and very complicated or unimportant, but after a few years of experience, being involved in different projects, they will gradually change their perspective to have a more complete perspective In other words, experience will help respondents have a more accurate assessment of issues related to their field as well as about the factors mentioned in this survey This is also the reason people with less than 3 years of experience and at the same time participating in less than 5 projects are removed Result: The survey has been undertaken from May 2022 A total of 205 responses was collected Among those, three were rejected due to data incompleteness, resulting in

Table 4.1 – Summary Experience of Respondents

Figure 4-1: Group of respondents according to work experience

The number of people with less than 3 years of experience is at least, a very small number, the rest is divided equally among the remaining 3 levels, reflecting that the experience of the surveyors is appropriate for thesis

Work Unit Frequency Percent Cumulative

Figure 4-2: Group of respondents according to work unit

The lowest number of “Supplier” compared to the rest of the groups is quite uniform, reflecting the real situation of occupations in the construction industry

Table 4.3 – Summary Work Position of Respondents

Figure 4-3: Group of respondents according to work position

Survey participants occupy the positions of Leader, Lead team, Designer/Engineer, QAQC and Director are in the minority

Table 4.4 – Summary Project Joined of Respondents

Figure 4-4: Group of respondents according to project joined

The overwhelming number of project participants > 10 and 0.3 So the scale for the group “Factor related to Working Environment” ensures reliability

4.2.1.2 Factors related to Client/Owner

Table 4.9 - Group Client/Owner Cronbach’s Alpha

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

All observed variables have a Corrected Item-Total Correlation greater than 0.3 Cronbach's Alpha coefficient of the scale is greater than 0.6, so the scale for group

“Factors related to Client/Owner” ensures reliability

Table 4.10 - Group Contractor Cronbach’s Alpha

“Factors related to Contractor” ensures reliability

Table 4.11 - Group Supplier Cronbach’s Alpha

“Factors related to Supplier” ensures reliability

4.2.1.5 Factors related to Designer/Consultant

Table 4.12 - Group Designer/Consultant Cronbach’s Alpha

“Factors related to Designer/Consultant” ensures reliability

4.2.1.6 Factors related to Project Management

Table 4.13 - Group Project Management Cronbach’s Alpha

“Factors related to Designer/Consultant” ensures reliability

Exploratory factor analysis (EFA) is used to reduce a set of observed variables In research, we often collect a fairly large number of variables and many observed variables in which they are correlated with each other Instead of going to study 30 small characteristics of an object, we can study only 4 major features, in each of these major features there are 5 small features that are correlated with each other

Two important values to be considered in this section are convergence and discriminant validity Variables with the same properties converge on the same factor, when represented in the rotation matrix, these variables will be in the same column Observed variables converge on this factor and must be distinguished from observed variables converging on other factors, when represented in a rotation matrix, each group of variables will be separated into separate columns

KMO coefficient (Kaiser-Meyer-Olkin) is an index used to consider the appropriateness

1) which is a sufficient condition for factor analysis to be appropriate If this value is less than 0.5, then factor analysis is likely not suitable for the research data set

Bartlett's test of sphericity is used to see if the variables in the factor are correlated with each other or not Because the condition for applying factor analysis is that the observed variables reflecting different aspects of the same factor must be correlated with each other This point is related to the convergence value in the EFA analysis mentioned above Therefore, if the test shows no statistical significance, then factor analysis should not be applied to the variables under consideration Bartlett's test has statistical significance (sig Bartlett's Test < 0.05), showing that observed variables are correlated with each other in the factor

Eigenvalue is a commonly used criterion to determine the number of factors in EFA analysis With this criterion, only factors with Eigenvalue ≥ 1 are kept in the analytical model

Total Variance Explained ≥ 50% shows that the EFA model is suitable This value shows the extracted factors explain how much of the observed variables

Factor Loading represents the correlation relationship between the observed variable and the factor The higher the factor loading coefficient, the greater the correlation between that observed variable and the factor and vice versa Factor Loading should larger than 0.5 (Hair et al., 2009)

Table 4.14 - KMO and Bartlett's Test in the first run

Kaiser-Meyer-Olkin Measure of Sampling Adequacy

Table 4.15 - Total Variance Explained in the first run

Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings

Extraction Method: Principal Component Analysis

Table 4.16 - Rotated Component Matrix in the first run

Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 6 iterations

As we can see, C6 and P3 loaded in both factors Run again for the second time:

Table 4.17 - KMO and Bartlett's Test in the second run

Kaiser-Meyer-Olkin Measure of Sampling Adequacy

KMO = 0.882 > 0.5, so factor analysis is appropriate

Sig (Bartlett's Test) = 0.000 (sig < 0.05) shows that the observed variables are correlated with each other in the population

Table 4.18 - Total Variance Explained in the second run

Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings

Eigenvalues = 1,367 > 1 at the 6th factor, so the 6 factors extracted from EFA have the meaning to summarize the information of the observed variables the best

Total variance extracted: Extraction Sums of Squared Loadings (Cumulative %) 67.457% > 50% This proves that 67,457% of the variation of the data is explained by

Table 4.19 - Rotated Component Matrix in the second run

Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 6 iterations

According to Hair et al (2010), the factor loading of variables greater than 0.5 is considered sufficient to statistical significance The results of the Table 4.19 show that all the loading factors of the factors are greater than 0.5, meeting the condition

Through considering the relationships that exist between the causes in each extracted factor, the group of factors was renamed as Table 4.20

Group 1 Working Environment and Parties Coordination

1.4 Ensure Health and Safety during work

Group 2 Project Management Skills and Expertise

2.1 Ability to manage and build project structure

2.2 Ability to forecast and identify problems/defects

2.4 Ability to manage contractual conflict

2.5 Understand responsibilities of other stakeholders

Group 3 Contractor Capability and Experience

3.5 Ability to control material resources

4.2 Clear Statements of project missions

4.3 Ability to control financial problems

5.2 Ability to provide drawings, notes and certificates

5.3 Involvement throughout the project lifecycle

6.1 Supplier capacity in providing required resources

Result Discussion

Until now, the factor analysis process has found 6 main groups of factors and is completed by naming the groups of factors This naming is based on the common characteristics of the variables within it Details are given in the figure below

Working Environment and Parties Coordination

Project Management Skills and Expertise (S2)

Leadership Style (S11) Communication with Other Stakeholders (S12) Regular visit meetings (S13)

Ensure Health and Safety during work (S14) Teamwork (S15)

Budget in Construction Phase (S31) Time for Construction Phase (S32) Construction Method (S33)

Clear Statements of project missions (S42)

Ability to provide drawings, notes and certificates (S52) Involvement throughout the project lifecycle (S53) Supplier capacity in providing required resources (S61) Rapidity in Subcontractors work (S62)

Financial capacity (S34) Ability to control material resources (S35)

Ability to control financial problems (S43)

Consulting/Designing capacity (S51) Weather Condition (S18)

Ability to manage and build project structure (S21) Ability to forecast and identify problems/defects (S22)

Planning and monitoring project (S23) Ability to manage contractual conflict (S24) Understand responsibilities of other stakeholders (S25) Technical Understanding (S26)

Figure 4-6: Hierarchical structure derived from Factor Analysis

4.3.1 Group 1 – Working Environment and Parties Coordination

The group of Working Environment and Parties Coordination has the highest value of Variance Explained with 20,403% Consists of 9 factors namely “Leadership Style”,

“Communication with Other Stakeholders”, “Regular Visit Meetings”, “Ensure Health and Safety during work”, “Teamwork”, “Number of rework”, “Human Resources Management”, “Weather Conditions”, “Training Employee” The factors all show its influence more or less on the working environment

The way approaching, problem solving, communicating and motivating employee plays a vital role in increasing work efficiency, it is the stepping stone to the success of any project Leaders should choose the right leadership style to gain trust and set an example for others to follow Besides, how to communicate with the parties effectively is also very important Good communication means that the cooperation between the parties and the exchange of information will be accurate and effective Especially in the field of construction, information flow is countless between the parties, requiring good communication for information to be communicated accurately and timely The smooth coordination within the units participating in the project is equally important, especially between different departments to limit unnecessary mistakes Poor teamwork will lead to a lot of rework, wasting resources and exceeding the original calculation cost Parties need to fully participate in meetings to capture information and timely adjustments, regularly coordinate with other parties throughout the project

In the construction industry, workers are always in very dangerous situations at the construction site, such as falling bricks, collapsing scaffolding, falling from above, stepping on nails and working tools The machinery and equipment at the construction site can also leak electricity or because it has not been maintained for a long time, it is easy to have problems when using Additionally, workers often have to face the harshness of erratic rainy weather, sudden storms and floods, heatstroke, dizziness, and accidents that happen at the construction site from time to time To ensure the safety of workers in the construction industry, it is necessary to ensure strict safety regulations, and to manage and train employees carefully, so as not only to limit the loss of life and stakeholder has a responsibility to perform, it is necessary to ensure that the machinery is in good condition, regular maintenance, workers to be fully equipped with working facilities, and provide workers with a safe working environment, safety, with danger signs at places with deep pits, scaffolding, having full insurance regime and complying with labor safety measures as well as regularly opening training sessions on both safety rules and professional skills training

4.3.2 Group 2 – Project Management Skills and Expertise

The group of Project Management Skills and Expertise has the value of Variance Explained with 13,547% Consists of 6 factors namely “Ability to manage and build project structure”, “Ability to forecast and identify problems/defects”, “Planning and monitoring project”, “Ability to manage contractual conflict”, “Understand responsibilities of other stakeholders”, “Technical Understanding”

Project managers are a very responsible job, they are involved in all stages of a project, from conception to completion The larger the project is, the more important construction management becomes A construction manager needs to carefully calculate each decision because it will affect the project budget and schedule, requiring the PM staff to have a solid understanding of the construction industry The construction management team is responsible for overseeing the work of the parties involved, and they are not allowed to confuse the tasks of the parties Right from the beginning of a project, the project management team must know how to plan and organize plans, processes, disbursement plans, and resource allocation This is the first step for the quality control work performed by the parties later During the course of the project, disputes are inevitable, PM needs to carefully review the contracts and understand the roles between the parties, in order to limit and resolve conflicts and disputes arising In addition, building a clear organizational structure from the beginning will make it clearer about the responsibilities and duties between the parties The project management board must monitor and supervise the project regularly, if at any time the project does not comply with the schedule or budget, it will have to make timely adjustments and improvements In a construction project, problems constantly occur, an experienced manager will be able to foresee the problem and the way to handle it, parties in the project, the project management board is responsible for assisting in handling such issues for the investor, in order to do that, they need to master the knowledge and experienced in the construction field, and understand the different responsibilities, duties, and goals among other stakeholders

4.3.3 Group 3 – Contractor Capability and Experience

According to the EFA, the group of Contractor Capability and Experience has the value of Variance Explained with 10,920% Consists of 6 factors namely “Budget in construction phase”, “Time for construction phase”, “Construction Method”, “Financial Capacity”, “Ability to control material resources”

As the responsible party for receiving the site for constructing, the contractor needs to have solid financial resources to mobilize human resources as well as equipment and materials for each phase of the project If the contractor often faces financial difficulties, wages will not be paid enough, leading to reduced labor productivity, materials not arriving at the warehouse in time, and delaying the work of related parties Moreover, in the construction environment, arising problems often occur, and contractors with limited financial resources will find it difficult to solve those arising problems quickly

During the implementation of the project, the contractor is also responsible for ensuring that the progress and construction costs do not exceed the initial agreed level Calculating a reasonable construction plan so that the construction process can take place quickly and smoothly is a must for any experienced contractor

A little bit lower, the group of Client’s Comprehension has the value of Variance Explained with 9.256% Consists of 4 factors namely “Client interferences”, “Clear Statements of project missions”, “Financial Competence” and “Dealing with authority policies”

In the project, the Client does not directly execute the project or design the drawings, but they are a very influential party to the stakeholders in the project because they are the ones who spend money for the project's operation If the working efficiency between legal settlement with the government, the Client must also be the settler, so as to comply with the law and limit disputes and litigation, affecting the progress of the parties

At the initial stage of the project, in order to avoid controversies and conflicts later, the Client is responsible for clarifying the roles and responsibilities of the parties involved

If the project goals are not clearly outlined from the beginning, mistakes will occur often and lead to delay in progress, affecting the productivity of the project parties Although the Client is the person with the highest authority in the project, the Client should not interfere too deeply in the work of other parties, the co-workers will feel constrained and difficult to complete the project judgment to the fullest extent

The group of Professional Designer/Consultant has the value of Variance Explained with 7.636% Consists of 3 factors namely “Consulting/Designing capacity”, “Ability to provide drawings, notes and certificates” and “Involvement throughout the project lifecycle”

The design consulting group is the party responsible for consulting and bringing the ideas discussed with the investor to the drawings They are not involved in the construction process but their presence at the early stages of the project is extremely important They are responsible for advising the investor on potential conflicts or common design errors to minimize costs incurred For the project to be successful, their design consulting capacity must be appreciated During the construction process, errors arising from the construction site also need the participation of the Designer/Consultant to assist in solving the problems in a timely manner, the revised drawings also need to be regularly updated according to the construction progress

The group of Proficient Supplier has the lowest value of Variance Explained with 5.694% Consists of 2 factors namely “Supplier capacity in providing required resources” and “Rapidity in Supplier work”

In the specific market of the construction industry, the Supplier is also somewhat more special than many other manufacturing or business industries This position requires a to always meet the construction schedule Construction materials are always an important factor affecting the project From cost, price, material quality, shipping time, all must be a closed and professional process In general, the two factors mentioned above are two extremely important factors for any supplier.

STAKEHOLDERS PERFORMANCE EVALUATION FRAMEWORK

Apply Fuzzy AHP

From the defined hierarchical structure, matrices of different ranks are successively established Firstly, it is about fuzzy evaluation matrix S, this is a symmetric matrix with each edge consisting of factors from S1 to S6, shown in Table 5.1, details was shown in Appendix 2 The lower rank matrices are constructed similarly The setup of these matrices is exactly the same as in the traditional AHP method

The only difference is that the pairwise comparisons are triangular fuzzy numbers instead of real numbers

S21 II11 II12 II13 II14 II15 II16

S22 II21 II22 II23 II24 II25 II26

S23 II31 II32 II33 II34 II35 II36

S24 II41 II42 II43 II44 II45 II46

S25 II51 II52 II53 II54 II55 II56

S26 II61 II62 II63 II64 II65 II66

S31 III11 III12 III13 III14 III15

The gathering of expert opinions is an important step in the Fuzzy AHP method as well as the traditional AHP method Its purpose is to quick convert the assessments of the group of 18 experts into a single assessment that is representative of the entire group of experts In the previous section, the method of synthesis by geometric mean was mentioned Appendix 11 to Appendix 17 shows the combined results of all the matrices from the highest level to the lowest

As mentioned in Chapter 3, the defuzzification in this thesis uses two very important parameters that are α-cut and the optimism coefficient λ α-cut has a value from 0 to 1, which will represent the decision maker's level of confidence in performing the pairwise comparison process For simplicity and convenience in calculation, the value λ = 0.5 is used The calculation results are shown in Appendix 1

The next step is to use the optimism coefficient λ to transform the above matrices completely into the usual matrix of real numbers The coefficient is a coefficient used to reflect the attitude The decision maker's risk tolerance is optimistic, neutral, or pessimistic Similar to α-cut, for simplicity and convenience, the value λ = 0.5 is also used in the calculation Other cases will be used in the case of sensitivity analysis The results are shown in Appendix 18 to Appendix 23

5.1.4 Check consistency ratio and calculate weight criteria

When aggregating multiple expert evaluation into a single assessment, the consistency of this aggregate assessment should also be checked The procedure is exactly the same as when checking for consistency for each expert Calculation results show the resulting aggregate CR is smaller than the required value 10% Detailed information is presented in the following Table 5.8

Table 5.8 – Consistency ratio calculation results

After checking the consistency index of all matrices is satisfied, it is time to calculate the weights of factors and sub-factors When the defuzzification is completed, the calculation of the weights of the factors is carried out completely similar to that of the traditional AHP method

Weight among Sub-Criteria Weight

The results of the pairwise comparison matrices have shown that “Working Environment” has the highest weight between criteria This reflects that Stakeholders Performance is most influenced by the working environment Indeed, Low Sui Pheng and Quek Tai Chuang (2004), once said that an adverse working environment can weaken the project performance of project managers, contractor, leading to problems like poor reputation and survival of the firm

With the results of calculating the weight of the sub-factors, we can see more closely that "Leadership Style" (S11) is the leading factor when it comes to factors affecting Stakeholders Performance Professionals, particularly those in management roles in the construction field, usually need to use suitable leadership styles depending on the hierarchical position they have within the project Once again, the importance of leadership style is clarified in this thesis, consistent with previous studies For example, Alnasseri, Nasser, Osborne, Allan and Steel, Glenn (2013) believe that despite leadership style is not directly related to employees efficiency but it always a must in any project in order to achieve high performance and worker’s satisfaction

In addition, the 4 factors that come in behind but also have a high weight are outstanding respectively: “Communication with other Stakeholders” (S12), “Technical Understanding” (S21), “Budget in construction phase” (S31) and “Financial Capacity” (S34), respectively Indeed, this result shows that the way of communication between the parties will greatly affect the quality of work, the stakeholders must also be professional to be able to do well in the construction field, and finally, the Financial capacity is always an important part of construction projects The parties will work more effectively when they have stable financial resources.

Sensitivity Analysis

Sensitivity analysis is a popular technique in decision support methods It evaluates whether the change or variability of one or more factors is considered under different conditions For this specific case, the sensitivity analysis is used to consider the change in the weighted magnitude of the factors (components) when changing the situations of α-cut and optimistic number λ The value of α-cut will vary from 0 to 1 with a jump of 0.1, corresponding to the attitude of the decision maker as optimistic (λ = 1), normal (λ

= 0.5) and pessimistic λ = 0) Through sensitivity analysis, decision makers will have more basis to better understand their decisions

Figure 5-3: Weights of factors for a optimistic Decision maker (λ = 1)

Figure 5-4: Weights of factors for a moderate Decision maker (λ = 0.5)

WEIGHTS OF FACTORS FOR A OPTIMISTIC

WEIGHTS OF FACTORS FOR A MODERATE

Figure 5-5: Weights of factors for a pessimistic Decision maker (λ = 0)

WEIGHTS OF FACTORS FOR A PESSIMISTIC

A Framework for Evaluating Stakeholders Performance

After determining the weights of main criteria and sub-criteria and based on the weight between criteria, a framework for evaluating Stakeholders Performance relationships is formed This framework can be used by different Stakeholders in project, each party will self-assess through each phase of the project and track its performance throughout the project lifecycle

Table 5.10 shows the framework for evaluating Stakeholders Performance in a project, which includes the detailed weights of main criteria and sub-criteria and nature of measurement Five levels of performance have been proposed They are: Bad (0-20); Poor (21-40); Fair (41-60); Good (61-80); and Excellent (81-100) The weights of main criteria reflect their importance in evaluating Stakeholders Performance For example,

“Working Environment” is the most important while “Supplier” is least important in evaluating stakeholder efficiency

The decision makers will give their assessment scores according to the actual performance of their firm in the project First, they will assign the scores in turn to each sub-criteria, from 0-100 Weighted score of each sub-criteria is then calculated by multiplying its score by its weight Detail was shown in the table below Subsequently, weighted scores of main criteria are calculated by multiplying the sum of weighted scores of the sub-criteria under their main criteria by weights of main criteria

After getting final score, the decision makers in the parties can evaluate their own current performance, then make appropriate adjustments to improve their performance and learn from mistake to be better for the following projects

Table 5.10 – Framework for Evaluating Stakeholders Performance

Score of Main Criteria Proposed evaluation criteria

2 Communication with Other Stakeholders 0.218 A2 0.218 x A2 Ineffective (0-20%) - Effective (81-100%)

3 Regular Visit meetings 0.147 A3 0.147 x A3 Rarely (0-20%) - Usually (81-100%)

4 Ensure Health and Safety during work 0.119 A4 0.119 x A4 Inadequate (0-20%) – Adequate (81-100%)

6 Number of rework 0.063 A6 0.063 x A6 Very much (0-20%) - Very few (81-100%)

7 Human Resources management 0.046 A7 0.046 x A7 Ineffective (0-20%) - Effective (81-100%)

8 Weather Condition 0.030 A8 0.030 x A8 Very Bad (0-20%) - Good (81-100%)

1 Ability to manage and build project structure 0.421 B1 0.421 x B1 Poor (0-20%) - Excellent (81-100%)

2 Ability to forecast and identify problems/defects 0.182 B2 0.182 x B2 Poor (0-20%) - Excellent (81-100%)

3 Planning and monitoring project 0.188 B3 0.188 x B3 Poor (0-20%) - Excellent (81-100%)

4 Ability to manage contractual conflict 0.105 B4 0.105 x B4 Poor (0-20%) - Excellent (81-100%)

5 Understand repsonsibilities of other stakeholders 0.069 B5 0.069 x B5 Poor (0-20%) - Excellent (81-100%)

3 Contractor' Construction Capability and Experience 0.238

1 Budget in construction phase 0.318 C1 0.318 x C1 Limit (0-20%) - Full (81-100%)

2 Time for construction phase 0.175 C2 0.175 x C2 Lately (0-20%) - Quickly (81-100%)

5 Ability to control material resources 0.045 C5 0.045 x C5 Poor (0-20%) - Excellent (81-100%)

1 Client interferences 0.309 D1 0.309 x D1 Very much (0-20%) - Sufficient (81-100%)

2 Clear Statements of project missions 0.178 D2 0.178 x D2 Questionably (0-20%) - Undoubtedly (81-100%)

4 Dealing with authority policies 0.419 D4 0.419 x D4 Bad (0-20%) - Brilliant (81-100%)

1 Consulting/Designing Capacity 0.599 E1 0.599 x E1 Ineffective (0-20%) - Effective (81-100%)

2 Ability to provide drawings, notes and certificates 0.176 E2 0.176 x E2 Ineffective (0-20%) - Effective (81-100%)

3 Involvement throughout the project lifecycle 0.225 E3 0.225 x E3 Rarely (0-20%) - Usually (81-100%)

1 Supplier capacity in providing required resources 0.521 F1 0.521 x F1 Ineffective (0-20%) - Effective (81-100%)

2 Rapidity in Subcontractors work 0.479 F2 0.479 x F2 Lately (0-20%) - Quickly (81-100%)

Case Study

A case study was used to validate the AHP Framework for Evaluating Stakeholders Performance The project “Van Phuc Royal Plaza” was implemented in Thu Duc City,

Ho Chi Minh City, Vietnam This project has 70.000m 2 construction area, consists of

87 villas with total investment is 10.000 billion Viet Nam Dong

In this case study, the investor Van Phuc Group was invited to evaluate the project performance of contractors, suppliers and the project management team based on the criteria below In terms of evaluating the performance of contractors, unrelated group

2, 4, 5 was taken out For the evaluation of project management team, unrelated group

3, 4, 5, 6 was taken out The same approach will be applied to other groups but the weight must be converted according to the rule of extrapolation so that total weight must be equal to 1 The details result of the evaluation are presented in the Table 5.11 and Table 5.12

Looking at the table, it can be seen that the performance of Contractor is very close to

“Excellent” level Taking a closer look, the Contractor has prepared well for “Budget in construction phase” and complete their job quickly with score 90/100 “Ability to control material resources” was also appreciated by the Client, with score 80/100 This opinion is strengthened by high rate for performance of Supplier The project always guaranteed to be supplied with all necessary material timely and quickly

The evaluation results show that the overall project performance of the Project Management Team is also at “Good” level However, the rating for “Technical Understanding” is the lowest, reflecting that the PM team's technical knowledge is not good, which can lead to slow decision making They will have to improve their understanding instantly by reading more about science articles or organize some training session for their employees Look more closely, the rate for “Ability to manage project structure”, ‘Ability to forecast and identify problems/defects” and “Planning and monitoring project” is still not in good range It indicates that PM staff might lack of experience and skills In order to solve this problem, PM must improve themselves by focus more about the project, learn from mistake to gain experience

Table 5.11 – Results of Contractor Performance in a Project

Assessment of Decision Makers (Scores: 0- 100)

2 Communication with Other Stakeholders 0.218 75 16.35 Ineffective (0-20%) - Effective (81-100%)

3 Regular Visit meetings 0.147 90 13.23 Rarely (0-20%) - Usually (81-100%)

4 Ensure Health and Safety during work 0.119 90 10.71 Inadequate (0-20%) – Adequate (81-100%)

6 Number of rework 0.063 50 3.15 Very much (0-20%) - Very few (81-100%)

7 Human Resources management 0.046 80 3.68 Ineffective (0-20%) - Effective (81-100%)

8 Unexpected Weather Conditions 0.030 50 1.5 Very Bad (0-20%) - Good (81-100%)

1 Budget in construction phase 0.318 90 28.62 Limit (0-20%) - Full (81-100%)

2 Time for construction phase 0.175 90 15.75 Lately (0-20%) - Quickly (81-100%)

5 Ability to control material resources 0.045 80 3.6 Poor (0-20%) - Excellent (81-100%)

1 Supplier capacity in providing required resources 0.521 90 46.89 Ineffective (0-20%) - Effective (81-100%)

2 Rapidity in Subcontractors work 0.479 80 38.32 Lately (0-20%) - Quickly (81-100%)

Table 5.12 – Results of Project Management Team Performance in a Project

Assessment of Decision Makers (Scores: 0- 100)

2 Communication with Other Stakeholders 0.218 75 16.35 Ineffective (0-20%) - Effective (81-100%)

3 Regular Visit meetings 0.147 70 10.29 Rarely (0-20%) - Usually (81-100%)

6 Number of rework 0.063 50 3.15 Very few (0-20%) - Very much (81-100%)

7 Human Resources management 0.046 80 3.68 Ineffective (0-20%) - Effective (81-100%)

8 Unexpected Weather Conditions 0.03 50 1.5 Very Bad (0-20%) - Good (81-100%)

1 Ability to manage and build project structure 0.421 60 25.26 Poor (0-20%) - Excellent (81-100%)

2 Ability to forecast and identify problems/defects 0.182 60 10.92 Poor (0-20%) - Excellent (81-100%)

3 Planning and monitoring project 0.188 60 11.28 Poor (0-20%) - Excellent (81-100%)

4 Ability to manage contractual conflict 0.105 80 8.4 Poor (0-20%) - Excellent (81-100%)

5 Understand repsonsibilities of other stakeholders 0.069 70 4.83 Poor (0-20%) - Excellent (81-100%)

RELATIONSHIP MODEL BETWEEN FACTORS AND

MEASUREMENT MODEL

From the results of EFA analysis, we still keep the 6 main groups of factors that affect Stakeholders Performance:

Group W : Working Environment and Parties Coordination

Group P : Project Management Skills and Expertise

Group C : Contractor Capability and Experience

The study uses the confirmatory factor analysis (CFA) to test the suitable of the model, measuring the relationship between the above 6 groups of factors above

Based on the factor analysis to discover EFA in the previous chapter, continue to analyze the confirmatory factor analysis of CFA with AMOS 20 software

Figure 6-1: Model of Confirmatory Factor

The evaluation of the model fit includes: evaluating the model fit, testing the convergent validity and discriminant validity

After processing data through AMOS 20 software, the final CFA model does not need to remove any variables and 29 variables belonging to 6 groups of factors are kept in their original positions

Model NPAR CMIN DF P CMIN/DF

Model RMR GFI AGFI PGFI

TLI rho2 CFI Default model 868 852 978 975 977

Model RMSEA LO 90 HI 90 PCLOSE

The fit of the CFA model with the research data is assessed according to the following indexes:

Thus, the important indexes to evaluate the suitable of the model all are good values, so the model is suitable for CFA analysis

After considering the overall fit of the CFA model We will go to the part of evaluating the quality of the observed variables to see which observed variables are suitable and which are not suitable to be removed

As we can see from Table 6.1, all variables are significant due to their p-value (P=0.000)

< 0.5, therefore those variables are suitable for regression analysis

Table 6.2 - Standardized Regression Weights (CFA)

According to Hair et al (2010), observed variables with a minimum standardized regression weight of 0.5 or more will be kept, ideally 0.7 or higher The standardized regression weight is also used as a value to evaluate the contribution of the observed variable to the latent variable The observed variable with the larger standardized regression weight will contribute more to the theories

As we can see from Table 6.2, the Standardized Regression Weights of every variables is > 0.5 So the model is evaluated as convergent and suitable to be included in building SEM Model

6.1.2 Convergent Validity and Discriminant Validity

According to Hair et al (2016), we use the CR, AVE, MSV, Fornell and Larcker tables to evaluate the convergent and discriminant of the scale The structure of the table below consists of two parts: CR, AVE, MSV, MaxR(H) indexes (part 1 in white) and Fornell and Larcker table (shaded part)

Table 6.3: Evaluate Convergent and Discriminant

>> CR values are both greater than 0.7 and AVE is greater than 0.5, so the scales are all convergent

>> The square root of AVE (bold numbers) is larger than the correlations between latent variables (correlation coefficient is in the lower part of the bold diagonal), MSV value is smaller than AVE, so discriminant validity is guaranteed

Figure 6-2: Model CFA Result Standardized estimates

The model results shows the relationship between latent variables and observed variables:

 Group W is representative measured through 9 observed variables In which the variable W7- Teamwork and W6 – Ensure Health and Safety has the highest weight (0.81, which means that the latent variable Working Environment and Parties

 Group P is represented by 6 observed variables In which the variable P7 – Technical Understanding has the highest weight (0.60), which means that the latent variable Project Management Skills and Expertise has the strongest impact on the variable P7

 Group C is represented by 5 observed variables In which the variable C5 - Ability to control material resources (0.64) has the highest weight, that is, the latent variable Contractor Capability and Experience has the strongest impact on the variable C5

 Group O is represented by 4 observed variables In which the variable O4 – Dealing with authority policies has the highest weight (0.60), that is, the Client’s Comprehension latent variable has the strongest impact on the O4 variable

 Group D is represented by 3 observed variables In which the variable D2 - Ability to provide drawings, notes and certificates has the highest weight (0.68), that is, the latent variable Professional Designer/Consultant has the strongest impact on the variable D2

 Group S is represented by 2 observed variables In which the variable S1 - Supplier capacity in providing required resources has the highest weight (0.66), that is, the latent variable Proficient Supplier has the strongest impact on the variable D2.

SEM Model

After the structural measurements were considered reliable and valid, the study carried out to evaluate the results of the structural model to test the predictive power of the model and the relationships between the research variables From the results of the CFA analysis and considering the relationship of the conceptual variables, a model was developed to represent the relationship between the six groups affecting Stakeholders Performance

Figure 6-3: Theoretical model of the influence of factors on Stakeholders

Figure 6-4: Results of theoretical model

According to the model results, all the relationships between the groups of factors are significant in the model, none of the variables because the p-value is less than 0.05 So all 6 groups of factors affect Stakeholders Performance

Table 6.5 - Standardized Regression Weights (SEM)

We will rely on the Estimate coefficient in this table to evaluate the impact of the independent variables on the dependent variable As we can see, all variables have a positive impact on Stakeholders Performance In which the group “Working Environment and Parties Coordination” are the strongest, the second is “Contractor Capability and Experience”, followed by 3 groups namely “Project Management Skills

Table 6.6 - Squared Multiple Correlations (SEM)

The Estimate value of the dependent variable SP is 0.644 Thus, the independent variables explain 64.4% of the variation of the SP variable.

Model Evaluation

6.3.1 Effect of Working Environment and Parties Coordination to Stakeholders Performance

In a project, company, organization or corporation, Working Environment and Parties Coordination is always a leading factor in affecting human productivity Working Environment includes physical conditions such as working space, work-supporting equipment, etc., and Parties Coordination indicates mental conditions such as interaction between colleagues, superiors and employees, and company culture, work processes in the organization An ideal working environment is firstly an environment that has the best facilities to serve the job, besides it is also an environment that needs a lot of positive energy to bring excitement and working motivation for employees In a complex industry with the participation of many parties and many constraints like the construction industry, it is not easy to build an ideal working environment, requiring the leaders to be really experienced people experiential and psychological

The research model results also show that Teamwork (W7) and Regular visit meetings (W4) have the highest weight Affirm that the co-work between colleagues, bosses and employees as well as parties should be regularly taken place to ensure the best working performance Teamwork also requires regular interaction, specific tasks assignment, clear roles and responsibilities of the parties involved in order to work together to achieve the common goal The management also has to organize more training session for improving the performance of employees (W11 – Training Employee) Moreover, the management must take an active role to change their Leadership Style (W1) to suit their team members, including ethics, professionalism, behaviour and interpersonal

6.3.2 Effect of Project Management Skills and Expertise to Stakeholders Performance

Construction project management (PM) is the process of planning, coordinating time, resources, and monitoring the development of a project to ensure that the project is completed on time, within the approved budget, meet the specified technical requirements and quality of works

The PM department always plays an important role in influencing the success of the project in general and the working efficiency of the parties involved in particular PM staff is not only responsible for checking and monitoring progress, checking material resources, planning timetable to match the schedule between the parties, but also has the task of assessing the status of the implementation process, ensuring the project is still on schedule Before that, PM staff also participated in consulting work for the investor when reviewing the designs, selecting the appropriate contractor, and then during the construction stage will have to support the contractor to find the solutions in the case of an accident or unexpected occurrence Obviously, the PM is involved in all phases of a construction project and has to work with many parties at the same time If the PM department does not work well, the performance of others will certainly not be effective and the project will not be fully successful

In order to improve working efficiency for all parties, research results has also shown that it is necessary to manage and build hierarchy project structure (P1) and planning and monitoring project (P4) in a scientific way to be able to systemize the documents and information in clearly way Along with that is an indispensable thing when doing

PM, Technical Understanding (P7), they must have a wide understanding and knowledge that needs to be mastered to be able to give reasonable advice and always have solution timely if any problems occur Other factors such as Ability to forecast and identify problems (P2), manage contractual conflict (P5) are also extremely important for the PM, these factors not only show that this is a capable PM but will help a lot for the project, especially the working between the parties is taking place in the most positive way

6.3.3 Effect of Contractor Capability and Experience to Stakeholders Performance

Construction contractor is a unit or organization that has full construction functions and capabilities to directly sign a contract with an investor to receive construction work for a project

The contractor's responsibility is to manage the quality of the work, provide necessary materials and equipment according to the contract agreement, ensure construction permits and ensure the safety of workers The contractor is also responsible for reporting to the investor, the PM about the differences between the construction drawings and the actual incidents occurring at the construction site Contractor is a direct participant in the project, also communicating with many parties, from designers, investors to workers, so they must require capacity and experience The performance of the parties will also be greatly affected by the Contractor because they are the party that has a great influence on the progress and cost of the project

The research model shows that the contractor always has to control material resources very well (C5) to meet the sufficient supply of materials during the construction phase as well as without incurring additional costs for the investor The criteria for Time for Construction phase (C2) and Construction method (C3) are also two factors with high weight, indicating that the contractor needs to come up with an appropriate construction plan to ensure the original planning schedule In addition, the contractor also needs to focus on Budget (C1) as well as Financial Capacity (C4) to improve Performance between the parties

6.3.4 Effect of Client’s Comprehension to Stakeholders Performance

Client/Owner is an agency, organization or individual that uses capital to carry out construction investment activities and control interest in the project Client plays a key role in evaluating and selecting qualified parties to work with him on a construction project, such as architects, contractors, supervision consultants… Moreover, Client/Owner is the party making the financial decisions, paying money for other participants

Client/Owner is responsible for informing the parties about the duties and powers of the parties in the project, inspecting during the construction process such as urging, supervising the construction contractor, checking structural materials, if the conditions were correct or not, accept constructed drawings During the progress of the project, the Client is also responsible for presiding over and coordinating with parties to solve occur issue as well as to overcome and handle problems It can be said that the influence of the investor on the parties involved in the construction project is the highest A project is successful or not will sometimes only be assessed through client satisfaction But it also says that for the parties to work effectively, it is necessary to have a conscientious and visionary Client

The research model shows that, in order to improve performance between the parties, the Client needs to know how to Deal with authority policies (O4) and clear statements of project mission (O2) This is extremely important at the beginning of the project so that there are no disputes and litigations between the parties later At the same time, the investor also needs to have good financial strength and be able to create effectively financial planning (O3) If the financial resources are not being paid on time or were not well managed, the contractor will be lack of finance, the supplier cannot provide the goods in time, leading to many delays and additional costs In addition, the factor of interference in the affairs of the parties (O1) also needs to be paid attention mindfully

If the investor interferes too deeply in the professional work of other parties or has too strict requirements, it will be difficult for the project to operate smoothly

6.3.5 Effect of Professional Consultant/Designer to Stakeholders Performance

According to the results of the research model, the group of Professional Consultant/Designer has the least impact on Stakeholders Performance However, this is an important and indispensable group in any project

Designer/Consultant are responsible for the design ideas of architecture, ground, landscape as well as the structure of the building, etc., providing optimal solutions in terms of functionality, aesthetics as well as technical solutions for the project, ensuring a solid and beautiful architecture in residential areas, urban areas or industrial zones At the same time, the Designer directly supervises and is responsible for the actual construction process in accordance with the drawings finalized with the Client

Designer are the bridge between Client and Contractor This position requires experienced and wide knowledge in the field of design to be able to give the Client the most reasonable and suitable advice, minimizing the cost of construction and prevent the construction process was interrupted or prolonged Providing drawings, notes and related documents (D2) on time so that the contractor can execute the construction timely is the top mission that the designer must perform In addition, the ability to consult (D1) and participate throughout the project (D3) to provide instructions and coordinate processing are also required factors of the Designer team

6.3.6 Effect of Proficient Supplier to Stakeholders Performance

Supplier is the group with the highest standardized regression weight among the 6 groups of factors affecting Stakeholders Performance Supplier is defined as a party responsible for providing goods for a project in order for project to be operated continuously without interruption If the Supplier fails to supply goods to the project in time, the project will experience a supply shortage, the parties will not be able to continue the work, the project will be delayed, the construction time will be prolonged and the cost will increase or over budget

CONCLUSION AND DISCUSSION

Conclusion

After 4 months of implementation, the thesis has completed the set objectives, including:

 Identify factors affecting Stakeholders Performance To accomplish this goal, number of research papers have been analyzed and synthesized The results obtained is that 33 factors affecting the project implementation efficiency of the parties

 Analyze, rank and evaluate those factors To this aim, a nationwide survey aimed at participants with experience in the construction sector The obtained results show that factors related to Working Environment and Parties Coordination have the greatest influence on Stakeholders Performance

 Group of factors According to EFA factor analysis, the factors are divided into 6 groups namely “Working Environment and Parties Coordination”, “Project Management Skills and Expertise”, “Contractor Capability and Experience”,

“Client’s Comprehension”, “Professional Consultant/Designer”, “Proficient Supplier”

 Build the Evaluation AHP Framework This is the core goal of the thesis By applying the Fuzzy AHP method and triangular numbers, an Evaluation Framework has been built in an intuitive and user-friendly way, which helps decision maker to track the project performance of the current parties From that to learn from mistake and make timely appropriate adjustments

 Building SEM model, showing the relationship between factors The theoretical model is established by 6 groups of factors and 9 criteria for evaluating project performance of the parties

With the above results, the thesis has brought an overview of the factors affecting Stakeholders Performance in Vietnam Although each project will have its own unique conditions and different problems, when managers can visualize and evaluate the effectiveness of project implementation in the most objective way, the performance control will become easier And it is never too abundant to control performance at a good level in a construction project

Among the factors affecting Stakeholders Performance, factors related to Working Environment and Parties Coordination occupy the top priority position This is easily observed in reality when there are many projects stalled or stopped for a long time because the claim and dispute between stakeholders take place frequently, causing many difficulties and inadequacies for stakeholders The root of the problem may come from the fact that the parties could not find a common voice in the beginning of the project This thesis hopes to send a message to the stakeholders involved in the project, especially that the Client needs to pay attention to the teamwork between other stakeholders before starting the construction of any project.

Contribution

The thesis not only provides an overview of the factors affecting Stakeholders Performance, but also proposes a specific evaluation framework for evaluate the performance of each party involved in every phase of the construction project

For pratical significances, the research shows the factors that influence Stakeholders Performance (owner, project manager, contractor, sub-contractor, architecture, engineer,…) in a construction project Then reconsider the influence level of these factors, proposing solution timely to control the project’s effectiveness This can help Stakeholders improve construction project’s resources limitation

For scientific significances, the research provide a new, important contribution when proposing a Evaluation framework for Stakeholders Performance In addition, employing the SEM model for this study allows us to gain a deeper understanding of the factors that have a direct impact on Stakeholders Performance The research also suggest an integrated approach which includes objective approach (Fuzzy-AHP) and subjective approach (questionnaire survey) to find the weight for each factor in uncertain decision making environment.

Limitations of the Study

Regarding the limitation of the study, although AHP is a common tool to build the will become complicated The time for the thesis is limited, so there will be many shortcomings about factors that have not been listed, for example factors related to banks, government, media, other competitors Moreover, for each project implementation parties, there should be different evaluation framework with different criteria, this is the shortage that the thesis cannot cover

In addition, the data for this study were collected mainly in the South of Vietnam For a more general view, it is necessary to collect data from more places.

Recommendation to the following Study

From this study, it is possible to have additional ideas for future studies Studies on evaluating project performance for bridges, roads, irrigation, industrial works

In addition, more specific research direction is to measure the Stakeholders Performance in each phase of the project Each phase will have different evaluation criteria, so there should be different evaluation tables for each phase And another question arises that in what phase the performance of parties is affected highest and how to overcome those effects This is also a potential research direction to be explored

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Questionnaire Survey

CÂU HỎI KHẢO SÁT CÁC NHÂN TỐ ẢNH HƯỞNG TỚI HIỆU QUẢ THỰC HIỆN DỰ ÁN CỦA

CÁC BÊN TRONG DỰ ÁN XÂY DỰNG

Kính chào quý Anh/Chị

Tôi tên là Nguyễn Thành Minh, hiện tại là học viên cao học khóa 2021 chuyên ngành Quản lý xây dựng của Trường Đại Học Bách Khoa – Đại học Quốc gia Thành phố Hồ Chí Minh

Hiện tôi đang thực hiện đề tài luận văn tốt nghiệp về: “Đánh giá hiệu suất các bên tham gia trong các dự án xây dựng bằng phương pháp phân tích Fuzzy-AHP"

Ngành XD tại Việt Nam đứng đầu khu vực Đông Nam Á về tốc độ tăng trưởng trong những năm vừa qua, bất chấp việc cả thế giới chịu ảnh hưởng bởi dịch Covid Tuy vậy, tính hiệu quả chưa cao trong dự án xây dựng tại Việt Nam vẫn là đề tài liên tục được nhắc đến trên các bản tin truyền thông và thông tin đại chúng

Từ trước đến nay, người ta vẫn thường đánh giá tính hiệu quả của 1 dự án dự trên thời gian, chi phí, chất lượng nhưng yếu tố con người trong dự án lại đang bị bỏ qua Vì vậy tôi quyết định làm khảo sát này để nghiên cứu xem những yếu tố nào ảnh hưởng tới hiệu suất làm việc của các bên trong 1 dự án XD và làm thế nào để đánh giá hiệu suất làm việc của họ một cách khoa học nhất

Rất mong quý Anh/Chị dành một chút thời gian quý để chia sẻ kiến thức và kinh nghiệm quý báu của mình bằng cách hoàn thành bảng khảo sát này Các thông tin anh chị cung cấp sẽ được bảo mật và chỉ phục vụ cho mục đích nghiên cứu Thông tin cung cấp sẽ được gửi trực tiếp đến nghiên cứu viên không thông qua bất kì trung gian nào khác

Nếu có thắc mắc quý Anh/Chị vui lòng liên hệ:

Nghiên cứu viên: Nguyễn Thành Minh

Email: minh.nguyen.imp20@hcmut.edu.vn

Hướng dẫn: Vui lòng chọn câu trả lời phù hợp nhất và đánh dấu (X) vào ô □󠄸

01 Kinh nghiệm của bạn trong ngành Xây Dựng?

□󠄸 Nhà Thầu Thi Công □󠄸 Nhà Thầu Tư Vấn – Thiết

□󠄸 Chủ Đầu Tư □󠄸 Ban Quản Lý Dự Án

03 Vị tri hiện tại của Anh/Chị?

□󠄸 Chuyên viên, Giám Sát, QA/QC □󠄸 Chỉ Huy Trưởng/Chỉ Huy Phó

□󠄸 Trưởng/Phó Bộ Phận Chức Năng □󠄸 Kiến Trúc Sư/Kỹ Sư

□󠄸 Giám Đốc/Phó Giám Đốc □󠄸

04 Số lượng dự án từng tham gia?

□󠄸 Dưới 5 dự án □󠄸 Từ 5 đến 10 dự án

05 Quy mô dự án từng tham gia?

□󠄸 Nhà Ở Thấp Tầng □󠄸 Trung Tâm Thương Mại, Khu Phức

□󠄸 Chung cư/Văn Phòng □󠄸 Nhà Công Nghiệp/Nhà Xưởng

06 Theo Anh/Chị, việc nhận biết các nguyên nhân gây ảnh hưởng tới hiệu suất làm việc của các bên trong 1 dự án xây dựng có quan trọng hay không?

PHẦN 2: NHÂN TỐ ẢNH HƯỞNG ĐẾN HIỆU QUẢ THỰC HIỆN DỰ ÁN CỦA CÁC BÊN TRONG DỰ ÁN XÂY DỰNG

Hướng dẫn: Vui lòng chọn câu trả lời phù hợp nhất theo thang điểm 5 điểm như sau:

(1) Hoàn toàn không ảnh hưởng (2) Ảnh hưởng nhẹ (3) Ảnh hưởng một chút (4) Ảnh hưởng mạnh (5) Ảnh hưởng rất mạnh

No Các Nhân Tố Ảnh Hưởng Đến Hiệu Quả

2 Kinh nghiệm tham gia các dự án Xây dựng

3 Lắng nghe, giao tiếp với các bên liên quan

4 Thường xuyên tham dự các buổi họp

5 Thái độ làm việc, đạo đức nghề nghiệp

6 Đảm bảo an toàn và sức khỏe lao động

7 Phối hợp làm việc nhóm với các bên

8 Chỉnh sửa/thay đổi phương án trong giai đoạn

10 Yếu tố không lường trước như bão lũ, đại dịch

11 Đào tạo nhân viên thường xuyên

Các Nhân Tố liên quan đến Chủ Đầu Tư

12 Chủ Đầu Tư can thiệp vào công việc của các bên

13 CĐT vạch rõ mục tiêu dự án từ đầu

14 Khả năng xử lý các vấn đề tài chính

15 Khả năng làm việc với chính quyền về pháp lý

Các Nhân Tố liên quan đến Nhà thầu

16 Chi phí trong quá trình thi công

17 Thời gian trong quá trình thi công

20 Khả năng kiểm soát vật tư

21 Quản lý chất lượng làm việc của thầu phụ

Các Nhân tố liên quan đến Thầu Phụ

22 Khả năng cung cấp đủ vật tư

23 Tốc độ trong công việc

Các Nhân tố liên quan đến Tư Vấn - Thiết

24 Năng lực tư vấn - thiết kế

25 Năng lực cung cấp bản vẽ và ghi chú, các giấy chứng nhận

26 Tham gia xuyên suốt vòng đời dự án

Các Nhân tố liên quan đến Ban Quản Lý

27 Năng lực quản lý, xây dựng cơ cấu dự án

28 Khả năng dự đoán, nhận định vấn đề trước khi sự cố xảy ra

29 Kiểm soát chất lượng làm việc của các bên

30 Khả năng xây dựng hệ thống giám sát và lên kế hoạch cho dự án

31 Khả năng xử lý các vấn đề hợp đồng

32 Nắm rõ khác biệt về trách nhiệm của nhiều bên khác nhau

33 Hiểu rõ về kỹ thuật trong Xây Dựng

PHẦN 3: ĐÁNH GIÁ TỔNG QUÁT

Theo Anh/Chị, dựa trên phần lớn các dự án Anh/Chị đã tham gia trước đây, vui lòng đánh giá hiệu quả thực hiện dự án của công ty/đơn vị mình theo các tiêu chí sau với mức độ đồng ý:

Các tiêu chí đánh giá hiệu quả thực hiện dự án của các bên tham gia

1 Thời gian hoàn thành dự án

2 Chi phí cho dự án

4 Mức độ tranh chấp, kiện tụng

5 Mức độ hài lòng của Chủ đầu tư

6 Mối quan hệ giữa các bên tham gia

7 Lợi nhuận tài chính cho các bên tham gia

8 Mang lại giá trị kinh nghiệm cho các dự án sau

Appendix 2: Pairwise matrices comparison questionnaire

CÂU HỎI KHẢO SÁT ĐO LƯỜNG MỨC ẢNH HƯỞNG CỦA CÁC NHÂN TỐ TÁC ĐỘNG LÊN HIỆU QUẢ THỰC HIỆN DỰ ÁN CỦA CÁC BÊN TRONG DỰ ÁN XÂY DỰNG

Kính chào quý Anh/Chị

Tôi tên là Nguyễn Thành Minh, hiện tại là học viên cao học khóa 2021 chuyên ngành Quản lý xây dựng của Trường Đại Học Bách Khoa – Đại học Quốc gia Thành phố Hồ Chí Minh

Hiện tôi đang thực hiện đề tài luận văn tốt nghiệp về: “Đánh giá hiệu suất các bên tham gia trong các dự án xây dựng bằng phương pháp phân tích Fuzzy-AHP"

Từ trước đến nay, người ta vẫn thường đánh giá tính hiệu quả của 1 dự án dự trên thời gian, chi phí, chất lượng nhưng yếu tố con người trong dự án lại đang bị bỏ qua Vì vậy tôi quyết định làm khảo sát này để nghiên cứu xem những yếu tố nào ảnh hưởng tới hiệu suất làm việc của các bên trong 1 dự án XD và làm thế nào để đánh giá hiệu suất làm việc của họ một cách khoa học nhất

Rất mong quý Anh/Chị dành một chút thời gian quý để chia sẻ kiến thức và kinh nghiệm quý báu của mình bằng cách hoàn thành bảng khảo sát này Các thông tin anh chị cung cấp sẽ được bảo mật và chỉ phục vụ cho mục đích nghiên cứu Thông tin cung cấp sẽ được gửi trực tiếp đến nghiên cứu viên không thông qua bất kì trung gian nào khác

Nếu có thắc mắc quý Anh/Chị vui lòng liên hệ:

Nghiên cứu viên: Nguyễn Thành Minh

NỘI DUNG: Thực hiện các so sánh cặp về mức độ ảnh hưởng giữa 2 nhân tố

Với mỗi hàng ngang so sánh, Anh/Chị vui lòng trả lời các câu hỏi sau:

1 Nhân tố bên trái tác động nhiều hơn hay nhân tố bên phải tác động nhiều hơn

Nếu câu trả lời là tác động như nhau thì đánh dấu vào ô chính giữa và sang câu tiếp theo

2 Nếu phức tạp hơn thì phức tạp hơn như thế nào?

Vui lòng chọn theo các cấp độ như trong bảng dưới

Vô cùng ả nh hư ởng R ất ảnh hư ởng K há ả nh hư ởng Ả nh hư ở ng v ừ a ph ải Ả nh hư ở ng nh ư nh au Ả nh hư ở ng v ừ a ph ải K há ả nh hư ởng R ất ảnh hư ởng Vô cùng ả nh hư ởng

Leadership Style Communication with Other

Stakeholders Leadership Style Regular Visit meetings

Leadership Style Ensure Health and Safety during work Leadership Style Teamwork

Leadership Style Number of rework

Leadership Style Human Resources management

Conditions Leadership Style Training Employee

Other Stakeholders Regular Visit meetings

Other Stakeholders Ensure Health and Safety during work

Other Stakeholders Number of rework

Other Stakeholders Human Resources management

Regular Visit meetings Ensure Health and Safety during work

Regular Visit meetings Number of rework

Regular Visit meetings Human Resources management

Regular Visit meetings Unexpected Weather

Expert Information

No Experience Position Education Role

Fuzzy Expert assessment for matrices S

Fuzzy Expert assessment for matrices S1

II12 II13 II14 II15 II16 l m u l m u l m u l m u l m u

Expert II31 II32 II34 II35 II36 l m u l m u l m u l m u l m u

Expert II51 II52 II53 II54 II56 l m u l m u l m u l m u l m u

III12 III13 III14 III15 III21 l m u l m u l m u l m u l m u

IV12 IV13 IV14 IV21 IV23 l m u l m u l m u l m u l m u

IV24 IV31 IV32 IV34 IV41 l m u l m u l m u l m u l m u

Fuzzy Matrices S

Interval Matrices S1

Defuzzification Matrices S

Defuzzification Matrices S1