A_147_priestley

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Project success attributes 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 Coordinating ability and rapport of PM with his team members and sub-contractor Coordinating ability and rapport of PM with top management Coordinating ability and rapport of PM with owner representatives Coordinating ability and rapport of PM with other contractors at site Leadership quality of PM Project manager’s authority to take financial decision, selecting key team members, etc. 6 Coordination Activities In the previous chapter it has been observed that researchers have identified ‘coordination among project participants’ as one of the important variables responsible for the success of many projects and lack of coordination among the participants of a project has been responsible for failure of projects.

50-100 Crores More than Rs. 2 Project Details and Traits of a Project Coordinator Details pertaining to project details and traits of a project coordinator are sought through several sub-questions in Q7. This question is mainly meant to compare and analyze the response sets of different project details and understand the level of coordination achieved as well as to evaluate the coordinator’s personal trait helping in achieving the project objective. The details sought are given below. 3). 3 Project Details 7.

1 Introduction In the previous chapter research method has been discussed. In this chapter analysis of responses on influence of project success/failure attributes on project outcome are discussed. The objectives being discussed in this chapter are as given below. • To identify the relative importance of success and failure attributes in Indian construction industry as perceived by two important stakeholders—owners and contractors in a construction contract on four performance evaluation criteria: schedule; cost; quality; and no-dispute.

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