Success Factors for Project Risk Management in Construction Projects: A Vietnam Case Study

Authors

  • Nguyen Le, PhD MWH Constructors, United States
  • Oswald Chong, PhD, P.E. Arizona State University, United States
  • Dean Kashiwagi, PhD, P.E. Kashiwagi Solution Model, Inc., United States

DOI:

https://doi.org/10.37265/japiv.v12i2.126

Keywords:

Construction Industry Risks, Risk Management, Project Management, Developing Countries, Critical Success Factors, Relative Importance Index, Factor Analysis, Vietnam

Abstract

Despite being one of the oldest industries in human history, the modern construction industry is still suffering from delays, cost overruns, and low satisfaction levels. As construction activities greatly contribute to economic growth for any nation, the study of how to achieve success in construction projects should be continuously developing and attracting scholars’ attention. The Vietnam Construction Industry (VCI) is no exception. The economy in Vietnam has been growing fast and steady with significant contributions from construction activities. The VCI also faces unique risks pertaining to the conditions of developing countries that require a separate study on project risk management strategies. This paper focuses on a survey that is adopted from 23 Critical Success Factors (CSFs) pertaining to common construction risks in the VCI. Factors were found through extensive literature reviews, and inputs were solicited from 101 VCI participants. The participants ranked those CSFs with respect to impact to project success. The study reveals the top five impactful CSFs such as all project parties clearly understand their responsibilities, more serious consideration during contractor selection stage, test contractors’ experience and competency through successful projects in the past, project team members need to be well matched to particular projects, and promote pre-qualification of tenders and selective bidding. Spearman’s rank-order correlation tests determined no significant differences between the participating groups. Factor analysis was conducted to explore the principal success factor groupings and yielded four outcomes – Improving Management Capability, Adequate Pre-Planning, Stakeholders’ Management, and Performance-based Procurement. The findings lay the foundation to understand project management in developing countries and assist project managers in planning and forming strategies to ensure high performance in their projects.

Published

2020-11-13

How to Cite

Le, N., Chong, O., & Kashiwagi, D. (2020). Success Factors for Project Risk Management in Construction Projects: A Vietnam Case Study. Journal for the Advancement of Performance Information and Value, 12(2), 63. https://doi.org/10.37265/japiv.v12i2.126

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