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15 skill by experience. Project benefits for increasing tangible assets may be achieved
through effective cost management and controlling practices of project overheads. Project benefits may be the top motivator for sustaining the future survival of construction
companies. The company‟s interests and project benefits could be stimulated and accumulated through one of the project features, e.g., effective cost management and
controlling practice of project overheads during construction operations.
2.3.5.3. A Group of Important CSFs for INTBEN
The important CSFs in these areas include: the interdependency to other production sectors Alarcón et al., 2009, the company‟s commercial interest for intellectual capital,
tangible assets, financial benefits Skadmanis, 2009, the cyclical nature of business Sears et al., 2008; and Gould and Joyce, 2009, etc.. The managing the company‟s interest and
project benefit factor INTBEN may be incorporated in this group of CSFs to affect the improvement of the cost management and controlling practices
– the CMCPs of project cost during the construction stage of construction projects.
2.3.6. Managing the Nature of Project Complexity PROCOM
2.3.6.1. Relevant Issues for PROCOM
Effron and Ort 2010 suggested that, while eliminating complexities, managers have found the ways to increase the value of elements of the goal-setting processes.
Managing project complexity is not just about simplifying and reducing the intricate nature of complexity itself, but to innovate the possibility for generating an outstanding balance
from the cost of complexities with its‟ cost savings through developing and implementing the critical success factors, appropriate models, tools, and techniques. The principal
problem in this process is that it is optimising authorised costs relating to project complexities, minimising actual expenses according to scheduled activities, and creating
maximum project benefits through avoiding cost deficits to generate cost savings. A project‟s complexity and the sophistication of construction clients often mean that the best
selection criteria are used for determining contractors, instead of basing decisions on lowest costs CIOB, 2009. Fragmented project packages and diversified construction
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16 activities become more difficult processes to satisfy all project parameters such as
specified quantity and quality of activities, within limited time durations, and authorised budgets Sears et al., 2008.
2.3.6.2. Potential Challenges for PROCOM
These complexities of project constraints are the real potential challenge to be faced by project leadership Maznevski et al., 2007. As well as being opportunities, if the
project could be successfully completed, there would be great rewards to be gained. Project managers shoul
d understand the project‟s complexity, it‟s nature and intricate operation on site to deal with the sophistication of clients‟ and the complexity of the construction
demands CIOB, 2009, buildability of project designs Gould and Joyce, 2009, constructability of project delivery methods and techniques McDowall, 2008,
predictability of project costs Winch, 2009, and reliability of project participants on site at the frequent times and appropriate durations.
2.3.6.3. A Group of Important CSFs for PROCOM
