PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013CHAPTER 7: QUANTITATIVE STUDY: ANALYSIS OF THE EMPIRICALFINDINGS ON THE IMPACT OF FRAMEWORK AGREEMENTS UPONPROJECT OUTCOMES7.1 IntroductionThe performance model in Chapter 4 relies upon factors that can be accuratelydefined and measured so that levels of performance may be compared and metricvalues determined. Such factors were highlighted during the literature review inChapter 3 as ‘critical success factors’, where clients identify which specific outcomesare important in creation of success to a project. The literal review found that three toseven critical success factors provided an optimum measure of success. In allexamples, elements of time, quality and cost appear with every project.Analysis of projects within this case study starts with a review of raw data bycomparing outcomes using simple statistics. These are contrasted between the twogroups – discrete traditional verses framework projects – and then matched withcomparable published results. This allows an initial view of recorded findings todetermine if differences are worth exploring further. A series of scatterplot diagramsgraphically illustrates strength of groupings or detection of bias and the like.The case study identifies Critical Success Factors (CSF), which are defined andexpanded into units of measurement, allowing data from the projects to berepresented by numerical indices. Aggregation of the five CSF’s allows a ProjectSuccess Index (PSI) to be calculated.Indices are applied to the case study projects allowing detailed statistical analysisbetween the two groups to be undertaken and this is explored using independent t-tests. Results are subjected to Levene’s test used to measure magnitude of variances,with discussions upon results obtained.7.2 Classification of project successChapter 2 of this research identified the construction phase as the most effectiveperiod to undertake performance assessment due to availability of measurable dataand the significant influence of the construction process upon project success. Publicsector projects interact and involve a wide range of stakeholders – elected members,124