Success Breakdown Structure: Application to Petrochemical Projects Success Assessment

Document Type : Research Article

Authors

1 Civil Eng. Department, University of Toronto, Canada

2 Department of Business and Economics, University of Würzburg, Sanderring 2, Würzburg, Germany, Postal Code: 97070

3 Civil Eng. Dept, Sharif University of Technology

Abstract

Project success is not fulfilled unless it lives up to stakeholders’ expectations. The fact that project success barely can be envisaged and construed, along with want of agreed upon success dimensions and criteria, augment the convolutedness of studying the concept. This paper focuses on assessing the success of petrochemical projects which not only engender employment and wealth but also underlie significant added-value to economies. This momentum unequivocally necessitates investigating petrochemical projects success. Therefore, through reviewing the seminal literature and consulting with experts, four success dimensions, four main stakeholders, and eighteen success criteria for petrochemical projects were discovered. Using these findings and results of a subsequent questionnaire survey, two petrochemical projects Success Breakdown Structures (SBSs) have been advanced. SBS1 breaks down the structure of success for petrochemical projects and clarifies that the success of these projects has four dimensions each of which is perceived differently by the stakeholders. In other words, by this SBS, it is possible to measure the “project’s efficiency”, “business success”, “preparing for future” and “impact on end-user” for each project. Having the success criteria rated, SBS2 or stakeholders-based SBS was developed. SBS2 not only contains the traditional success elements of cost, time, and quality but also reveals significant connections between stakeholders’ attitudes and petrochemical projects success. To validate the SBSs, the Delphi method was used. Based on SBS2 a mathematical model was structured to quantify the success of the petrochemical projects. A case study was conducted to test the serviceability of the model. The case study showcased that the stakeholders’ expectations directly affect the success of a petrochemical project. For instance, if contractors and consultants are unhappy with their profit margin or if the credit they gain is unsatisfactory, the success rate of the project declines. Similarly, from the viewpoints of end-users of petrochemical products supplying sufficient quantities of high-quality products is the most important contributor to the project success to which the project client has to pay attention.

Keywords

Main Subjects


[1] K.K. Tripathi, K.N. Jha, Determining success factors for a construction organization: A structural equation modeling approach, Journal of Management in Engineering, 34(1) (2018) https://doi.org/10.1061/ (ASCE)ME.1943-5479.0000569
[2] Z. Tsiga, M. Emes, A. Smith, Critical success factors for projects in the petroleum industry, Procedia Computer Science, 121 (2017) 224–231.
[3] L. Wenying, L. Xiaojun, Progress risk assessment for spliced network of engineering project based on improved PERT, Systems Engineering Procedia, 1 (2011) 271–278.
[4] K. Davis, An empirical investigation into different stakeholder groups perception of project success, International Journal of Project Management, 35(4) (2017) 604–617.
[5] S.Z.S. Tabish, K.N. Jha, Beyond the iron triangle in public construction projects”, Journal of Construction Engineering and Management, 144 (2018) (8), https://doi.org/10.1061/(ASCE)CO.1943-7862.0001517
[6] P. Serrador, J.R. Turner, J.R., The relationship between project success and project efficiency, Procedia - Social and Behavioral Sciences, 119 (2014) 75–84.
[7] M. Radujković, M. Sjekavica, Project management success factors, Procedia Engineering, 196 (2017) 607–615.
[8] K.E. Papke-Shields, C. Beise, J. Quan, Do project managers practice what they preach, and does it matter to project success?”, International Journal of Project Management, 28(7) (2010) 650–662.
[9] Z. Alias, E.M.A. Zawawi, K. Yusof, N.M. Aris, Determining critical success factors of project management practice: A conceptual framework, Procedia - Social and Behavioral Sciences, 153 (2014) 61–69.
[10]J. Gomes, M. Romão, Improving project success: A case study using benefits and project management, Procedia Computer Science, 100 (2016) 489–497.
[11]Z. Sebestyen, Further considerations in project success, Procedia Engineering, 196 (2017) 571–577.
[12]H. Hassani, E.S. Silva, A.M.A. Kaabi, The role of innovation and technology in sustaining the petroleum and petrochemical industry, Technological Forecasting & Social Change, 119 (2017) 1–17.
[13]R.Z. Doulabi, E. Asnaashari, Identifying success factors of healthcare facility construction projects in Iran, Procedia Engineering, 164 (2016) 409–415.
[14]R. Joslin, R. Müller, The relationship between project governance and project success, International Journal of Project Management, 34(4) (2016) 613–626.
[15]H. Beigi, A. Mahpour, M.M. Mortaheb, Progress Facilitation Framework for Construction of Mega Methanol Production Plants in Asallouyeh, Iran, CSCE Annual Conference, Laval, Canada, 2019.
[16]M. Shariatfar H. Beigi M.M. Moraheb, Assessing Lifecycle Success of Petrochemical Projects–based on Client’s Viewpoint. KSCE Journal of Civil Engineering, 23(1) (2017) 21-28.
[17]E.A. Kuwaiti, M.M. Ajmal, M. Hussain, Determining success factors in Abu Dhabi health care construction projects: customer and contractor perspectives. International Journal of Construction Management, 18(5) (2018) 430-445.
[18]G.H. Volden, Public project success as seen in a broad perspective. Lessons from a meta-evaluation of 20 infrastructure projects in Norway, Evaluation and Program Planning, 69 (2018) 109–117.
[19]J. Liu, Low SP, Wang LF. Critical success factors for eco-city development in China. International Journal of Construction Management, 18(6) (2017) 497-506.
[20]T. Krajangsri, J. Pongpeng, Effect of sustainable infrastructure assessments on construction project success using structural equation modeling, Journal of Management in Engineering, 33(3) (2017) https:// doi.org/10.1061/(ASCE)ME.1943-5479.0000509
[21]L. Luo, Q. He, J. Xie, D. Yang, G. Wu, Investigating the relationship between project complexity and success in complex construction projects, Journal of Management in Engineering, 33(2) (2017) https:// doi.org/10.1061/(ASCE)ME.1943-5479.0000471
[22]M.M. Carvalho, R.R. Jr. R.R. Can project sustainability management impact project success? An empirical study applying a contingent approach, International Journal of Project Management, 35(6) (2017) 1120-1132.
[23]O.P. Sanchez, M.A. Terlizzi, H.R.D.O.C.D. Moraes, Cost and time project management success factors for information systems development projects, International Journal of Project Management, 35(8) (2017) 1608–1626.
[24]G. Wu, C. Liu, X. Zhao, J. Zuo, Investigating the relationship between communication-conflict interaction and project success among construction project teams, International Journal of Project Management, 35(8) (2017) 1466–1482.
[25]A.U. Musawir, S.E.M. Serra, O. Zwikael, I. Ali, Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation”, International Journal of Project Management, 35(8) (2017) 1658-1672.
[26]R. Al-Saadi, A. Abdou, Factors critical for the success of public‒private partnerships in UAE infrastructure projects: experts’ perception, International Journal of Construction Management, 16(3) (2016) 234-248.
[27]B.A. Hussein, S.B.S. Ahmad, Y.J.T. Zidane, Problems associated with defining project success, Procedia Computer Science, 64 (2015) 940– 947.
[28] S.M. Nordin, S. Sivapalan, E. Bhattacharyya, H.H.W.F.W. Ahmad, A. Abdullah, Organizational communication climate and conflict management: communications management in an oil and gas company, Procedia - Social and Behavioral Sciences, 109 (2014) 1046–1058.
[29]G. Al-Sharrah, A. Elkamel, A. Almanssoor, Sustainability indicators for decision-making and optimisation in the process industry: The case of the petrochemical industry, Chemical Engineering Science, 65(4) (2010) 1452–1461.
[30]T. Ren, Barriers and drivers for process innovation in the petrochemical industry: A case study”, Journal of Engineering and Technology Management, 26(4) (2009) 285–304.
[31]M.J. Lang, Project management in the oil industry, International Journal of Project Management, 8(3) (1990) 159-162.
[32]R. Osei-Kyei, A.P.C. Chan, Developing a project success index for Public–Private Partnership projects in developing countries”, Journal of Infrastructure Systems, 23(4) (2017) https://doi.org/10.1061/(ASCE) IS.1943-555X.0000388
[33]L. Gingnell, U. Franke, R. Lagerström, E. Ericsson, J. Lilliesköld, Quantifying Success Factors for IT Projects—An Expert-Based Bayesian Model, Information Systems Management, 31(1) (2014) 21–36.
[34] S.W. Hughes, D.D. Tippett, W.K. Thomas, Measuring Project Success in the Construction Industry, Engineering Management Journal, 16(3) (2004) 31–37.
[35]D. Baccarini, The Logical Framework Method for Defining Project Success, Project Management Journal, 30(4) (1999) 25-32.
[36]D. Baccarini, The Logical Framework Method for Defining Project Success, Project Management Journal, 30(4) (1999) 25-32.
[37]A. Sadeh, D. Dvir, A. Shenhar, The role of contract type in the success of R&D defense projects under increasing uncertainty, Project Management Journal, 31(3) (2000) 14–22.
[38]M. Shariatfar, Assessing success in Iranian petrochemical projects, a lifecycle approach, M.Sc. Thesis, Sharif University of Technology, Kish Island, Iran, 2017.
[39] S.E. Harpe, How to analyze Likert and other rating scale data, Currents in Pharmacy Teaching and Learning, 7(6) (2015) 836–850.
[40]U. Wadgave, M.R. Khairnar, Parametric tests for Likert scale: For and against, Asian Journal of Psychiatry, 24 (2016) 67–68.
[41]I.H. Bernstein, Encyclopedia of Social Measurement, Likert Scale Analysis, First Edition, Elsevier Science Publishing Co. Inc., Texas, 497– 504, 2005.
[42]M.J. Ostad-Ahmad-Ghorabi, M. Attari, Advancing environmental evaluation in cement industry in Iran” Journal of Cleaner Production, 41 (2013) 23–30.
[43]J. Hartley, Some thoughts on Likert-type scales” International Journal of Clinical and Health Psychology, 13(1) (2013) 83−86.
[44]M.R. Hallowell, J.A. Gambatese, Qualitative research: Application of the Delphi method to CEM research, Journal of Construction Engineering and Management, 136(1) (2010), https://doi.org/10.1061/(ASCE) CO.1943-7862.0000137
[45]M. Embo, K. Helsloot, N. Michels, M. Valcke, A Delphi study to validate competency-based criteria to assess undergraduate midwifery students’ competencies in the maternity ward, Midwifery, 53 (2017) 1-8. [46]N. Tymvios, J.A. Gambatese, Direction for generating interest for design for construction worker safety-A Delphi Study”, Journal of Construction Engineering and Management, 142(8) (2016), https://doi.org/10.1061/ (ASCE)CO.1943-7862.0001134
[47]G. Lucko, E.M. Rojas, Research validation: Challenges and opportunities in the construction domain, Journal of Construction Engineering and Management, 136(1) (2010), https://doi.org/10.1061/(ASCE)CO.1943- 7862.0000025
[48]J. Liu, A. Shahi, C.T. Haas, P. Goodrum, C.H. Caldas, Validation Methodologies and Their Impact in Construction Productivity Research, Journal of Construction Engineering and Management, 140 (10) (2014), https://doi.org/10.1061/(ASCE)CO.1943-7862.0000882
[49]A. Mahpour, M.M. Mortaheb, Financial-based incentive plan to reduce construction waste, Journal of Construction Engineering and Management 144 (5) (2018), https://doi.org/10.1061/(ASCE)CO.1943- 7862.0001461
[50]M.M. Mortaheb, A. Mahpour, Quantification of Construction Waste Production of Bulk Materials (Case Study: Residential Buildings in Tehran), Sharif: Civil Engineering, 332 (2018) 113-123.