Technical Papers
Nov 27, 2020

Developing a List of Key Performance Indictors for Benchmarking the Success of Construction Megaprojects

Publication: Journal of Construction Engineering and Management
Volume 147, Issue 2

Abstract

An increasing number of construction megaprojects have been invested in and built worldwide over the past decades, yet effective indicators for assessing construction megaproject success (CMS) are not validated, which leads to an ineffective assessment of megaprojects. Therefore, the current study attempts to identify a series of key performance indicators (KPIs) to assess the success of construction megaprojects. By conducting a questionnaire survey, research data were collected, which contained 129 valid replies from three groups of respondents from the Chinese construction industries: owners, contractors, and designers. IBM SPSS version 25 software was employed to analyze five underlying dimensions for CMS: (1) project efficiency, (2) key stakeholders’ satisfaction, (3) organizational strategic goals, (4) innovation and development of the construction industry, and (5) comprehensive impact on society. Afterward, the fuzzy set theory was utilized to evaluate the KPIs’ effectiveness. The results of this research can contribute to the body of knowledge in the field of megaproject management and serve as a theoretical foundation for the enhanced performance assessment of construction megaprojects and related management success.

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Data Availability Statement

Data generated or analyzed during the study are available from the corresponding author by request. Information about the Journal’s data-sharing policy can be found here: http://ascelibrary.org/doi/10.1061/(ASCE)CO.1943-7862.0001263.

Acknowledgments

This research is part of a Joint Ph.D. Program leading to dual awards (Ph.D. of The Hong Kong Polytechnic University and Tongji University). The authors are grateful to the National Natural Science Foundation of China (Grant No. 71971161) for funding this research.

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Journal of Construction Engineering and Management
Volume 147Issue 2February 2021

History

Received: Jan 14, 2020
Accepted: Jul 27, 2020
Published online: Nov 27, 2020
Published in print: Feb 1, 2021
Discussion open until: Apr 27, 2021

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Qinghua He
Professor, Research Institute of Complex Engineering and Management, School of Economics and Management, Tongji Univ., 1063 Siping Rd., Shanghai 200092, China.
Joint Ph.D. Student, Dept. of Building and Real Estate, Hong Kong Polytechnic Univ., Kowloon, Hong Kong; Ph.D. Student, Research Institute of Complex Engineering and Management, School of Economics and Management, Tongji Univ., 1063 Siping Rd., Shanghai 200092, China (corresponding author). Email: [email protected]
Albert P. C. Chan
Chair Professor and the Head, Dept. of Building and Real Estate, Hong Kong Polytechnic Univ., Kowloon, Hong Kong.
Junyan Xu
Ph.D. Student, Dept. of Construction Management, Tsinghua Univ., Beijing 100084, China.

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