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Chen, Z, Li, H, Kong, S C W and Xu, Q (2005) A knowledge-driven management approach to environmental-conscious construction. Construction Innovation, 5(01), 27–39.

Dulaimi, M F (2005) The challenge of customer orientation in the construction industry. Construction Innovation, 5(01), 3–12.

Matsumoto, I T, Stapleton, J, Glass, J and Thorpe, T (2005) Developing a framework to measure organizational and employee skills development in a professional engineering design consultancy. Construction Innovation, 5(01), 53–66.

Packham, G, Miller, C J, Thomas, B C and Brooksbank, D (2005) An examination of the management challenges faced by growing SCEs in South Wales. Construction Innovation, 5(01), 13–25.

Powl, A and Skitmore, M (2005) Factors hindering the performance of construction project managers. Construction Innovation, 5(01), 41–51.

  • Type: Journal Article
  • Keywords: Hindrances; Performance; Project Managers; Project success
  • ISBN/ISSN: 1471-4175
  • URL: http://www.emeraldinsight.com/10.1108/14714170510815168
  • Abstract:
    It has been said that the effective performance of the Project Manager (PM) is the single most critical factor affecting successful project outcomes. Little is known, however, of the nature and extent of the hindrances to PM effectiveness in the Construction Industry (CI). This paper reports on the results of a worldwide survey of PMs concerning these issues and shows that they have the potential to be more effective and more productive in their working. Associated with this is a need to be more aware of progress and developments in the CI generally, more aware of progress and developments in their own organization, more delegation of contract administration tasks and more general administrative support. Also highlighted is the lengthy working hours of PMs. Record 66.