Abstracts – Browse Results
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Alansari, A M (2019) Risk assessment for marine construction projects, Unpublished PhD Thesis, , The Claremont Graduate University.
Cho, J G (2008) Open source project managment: From the integrated control perspective, Unpublished PhD Thesis, , The Claremont Graduate University.
Ferguson, D W (1993) Public works program management using owner-consultant partnerships: Organizational factors influencing effectiveness, Unpublished PhD Thesis, , The Claremont Graduate University.
- Type: Thesis
- Keywords: cost control; integration; job satisfaction; organizational factors; partnership; performance; productivity; water construction; consultant; owner; professional; effectiveness; direct observation; interview
- ISBN/ISSN:
- URL: https://www.proquest.com/docview/304034687
- Abstract:
This dissertation examined, through the use of a multiple-case embedded design, the impact of selected organizational factors on the performance effectiveness of public works programs. The purpose of the study was to develop practical guidelines usable by top managers in structuring owner-consultant partnerships for the management of large public works programs ($0.5 billion or more). Based on an exploratory pilot study, with support from the literature, four organizational factors (independent variables) were selected for further study: (1) the level of staff integration, (2) formal program authority, (3) financial program authority, and (4) contract specificity. The single dependent variable was overall performance effectiveness measured by participant perceptions. Five components of performance effectiveness--technical quality, schedule control, cost control, productivity, and job satisfaction--were also measured for each program. Seven programs, representing nearly $20 billion in water/wastewater construction, were evaluated. All of the programs had been in operation for at least five years and were at various stages of design and construction. Six of the programs maintained separate focused program offices, and five of the programs functioned with co-located owner and consultant staffs. Three data collection methods were used: structured interviews, a formal survey (questionnaire), and direct observation. In total, 59 managers were interviewed and 421 questionnaires were received. Case reports are presented for each of the seven cases, followed by a cross-case analysis. The research results indicate that the greater the level of formal program authority, the higher the level of performance effectiveness of the program. The data further suggest that the greater the level of staff integration, the lower the level of performance effectiveness, and the greater the level of contract specificity, the higher the level of performance effectiveness. Ten additional variables, reported in the literature as project and program success factors, were measured as non-structural independent variables using the questionnaire. Two variables were found to be significant predictors of performance effectiveness, interesting and challenging work (p $<$ 0.01) and clearly defined goals and objectives (p $<$ 0.05). Two additional variables, technical knowledge of the owner's program manager and professionally stimulating environment, were significant predictors of performance effectiveness at p = 0.10.