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-VOLUME II
• FINANCE & ACCOUNTING
• MARKETING
• ENTREPRENEURSHIP-MANAGEMENT INFORMATION SYSTEM S
Seleeted Proceedings of the Sixth Intem"tion"1 Conferenee on Business, Management and Economies, Organized by Yaşar University
07-09 Oetober20ıo, Izmir-Çeşme, Turkey
YASAK
Ul'IIVERSI1YCFSs in TURKISH CONSTRUCTION PROJECTS
Yıldız
Y. GÜZEY
International Trade and Finance Department, ızmir University. Turkey
yildiz.guzey@izmir.edu.tr
Özlem TASSEVEN
Department of Econamics and Finance. Dogus University, Turkey
otasseven@dogus.edu.tr
Hilmi
ELİFOGLUDepartment of Accounting & Taxation, St. Juhns University, USA
elifo g li@stjohns.edu
AhuGÜZEL
Department of Business, ıZmir University, Turkey ahu.guzel@izmir.edu.tr
N. Can OKAY
University of Portsmouth, UK nejat.okay@myport.ac.uk
ABSTRACT
In this study. we have invcstigated the Critica! Success Factors (CFSs) of the
Turkish construction sector. The Turkish construction sector is one of the fastest growing sectors of the Turkish economy and it deserves • specia! .ttention ıo
undersıand what determines success in this area.
CFSs are few key factors that ensure the success in an organization. To deterınine these facıars we have inverviewed 102 executives in the Turkish construction sectoro The resulIS are ana!yzed with the help of statistica! ıools. such as Chi_Square tesIS. The
analysis of the data indicates that demographic variables associaled with a project leader (such as age. and the years of education and the degrce in engineering) are ~ome of the important factors in this area.
Key Words: Construction. Project Managemenı
JEL Classificiation: M i 9
ı.
INTRODUCTION
Project management is a planned and organized effor! to obtain a unique one-tiıne objective. such as construction of a nuclear submarine or a building. The plan usually
'identifies tasks and resources needed to obtain various milestones in the implementation of the project. In the early stages of project plan a feasibility study evaluates the
possibility of obtaining the objective in time with given resources (such as manpower
and budget). .
The Manhattan Project is the first well known project where most of the modem project management tools were employed. The development of project managemenı as an academic field came to surface with NASA' s Space Exploration projects in !lı,
United States. Today. there are various computer assisted tools to help the management of any type of project. Many universities offer courses and programs in the field.
Today. almost any large project requires the usage of sophisticated project management tools and techniques. This certainly includes the construction projecıs in
Turkey.
i
The following are some of the most comman characteristics we observe in large
i
projects:
i
i
• A well defined realistic achievable goal.
i
• A project manager and project management team.
• Individu,,1 tasks to be performed by each participant and major phases of ılı: project.
• Resources (people. equipment. faciüties. supplies. etc) to do the task. • A time schedule for the taSks (duraıion in terms of hours, days, months),
• Relationships between the tasks and phases (for example. a new manufacturing
process cannot stan before the training of the people in the process).
• Budget (the costs associated with people. equipmenı, faciüties, supplies, ete). Based on the above characteristics. the project management is defined as a one-time.
non frequcnt and non-periodic effon (Lunabi and Qirjo (2002)) to obtain a relativell'
difficult goal. it is a collection of actions taken by one or more persons:
• A results oriented. tangible, realistic a"empt to obtain,
• Directed towards the solution of a relatively difficult problem or issue, • An acıian with determined goals and predictable results,
• Limited by time. and resourceS like economic, technical and human resources. • Planned in the beginning and assesscd at the cnd.
122
In tbe final analysis. the project managemenı will secure tbe completion of the project from beginning to the end. on time and within the limitations of monetary restrainlS described in the budget.
2. CONSTRUCTION PROJECTS
There are some specific factors that the construction projects differ from other projects. These factors are as beIow:
• Most of the construction projects are one time projeclS: The construction projeclS
are applied only once when compared to serial manufacturing projects of
indusırial systems. All construction projects differ according to their participanlS
and the relative importance of the variables.
• The duration of the projeclS: The project duration starts from the incentive to the completion of the project. The duration of the project may differ according to the
cash flow and the size of the project. In the manufacturing projcclS the duration may be minutes or seconds whereas the construction projects may lası years,
• The re!ationships in the project process: The relationships are different in each
project. The projeClS have their own customers, owners, users, etc.,
• The difficulty of the feedback mechanism: The determination of the COSIS in the
construction sector is difficult. HeUard (1993) states that the main reason of this
issue is the variety of the inpulS in each project and the change of the pre requisitions which are set at the beginning.
According to Heliard (1993), there are four elemenıs in construction processes that conruct with each other. There elemenıs are:
• Function: Every technical and physicaI necds,
• Aesthetics: The subjective requiremenlS of the people,
• Cost: The cost iliat a buildiug wW require throughout ilS life time, • Time: The duration that is needed to complete the building.
For the detenninalian of these eriteria. the customer needs and the requirements are very important. Since every construction project is unique in its nature, the importance
of these above factors wiU be different. HelIard (1993) argucs that the customers play the most important role for the determination of the importancc mnking of the ctiteri •.
3. CRITICAL SUCCESS FACTORS IN PROJECT MANAGEMENT
According to Kerzner (2004) CFSs are the factors that are critical to achicving succes, not a measure of performance-which is what Key Performance Indicator are.
Factors (CFSs) are sometimes used synonymously with KPIs. CFSs are the factors that are critical to success. Identification of the CFSs for a project will mean that the project manager and project team know where to concentrate their attention in order to achieve the project objectives (Meredith&Mantel, 2(06). A number of studies have been conducted into the factors found to be critical to project success. Most of iliem are
generic across aU projecrs. but each project will also have its own very specific factors. Morris and Hough (1987) identilied CFSs under the foUowing general hearungs:
•
•
•
•
•
Project derinition, Politics/social factors,Schedule urgency, LegaJ agreements.
Human factors.
•
•
Planning. design and technology management, ScheduJe dur.tion.
• Finance project implementation.
The development of CFSs for the project (with involment of the project manager. project team, project sponsor and other senior stakeholders) is an important exercise in irs own right. since all those associated with the project gain mutual understanding of what is. criticaJ to project success (Milosevic, 2003).
3.1. Key Performance lndicators
Key Performance indicators (KPIs) are used to measure project progress towanl achieving objectives. rather than the detail of progress of the work packages (Mons & Pinto.2oo4).
They may be used to;
• Measure project performanee that is directly related LO the change the project" delivering (which could be shareholders value,
rerum
on invesıment and marlcd share, ete.).• Measure project specific performance-that is the performance of the pro~ processes (e.g. effectiveness of project control mechanisms, dcgree of project CIL\I reduction by using designated procurement pTactices. amount of change occurinı in PTojecl eıc.).
KPIs must be deıermined at the beginning of the projecı and provide direct progı",
in formatian laward project objectives. The in formaıion these measures of pertonnm
provide can help the project manager make decisions on trade -offs belwcen the (usually connicring) control actions needed (MeTedith &Manıei.2006).
3.2. Success Factors
Shtub ei ai. (1994) identified LO critical success factors in Ihe!, book a1ıtlOuıh ıiq
accepted ıhat there are different issues regarding to different projeers. The f.etOl! affect the success of a.project are defined by Shtub ct ai as in the following:
• The oıission of the project and tbe goals: We'l deıermined project goals
basis of ıhe project planning and execution. Understanding ıhe goals and performance measures used in the evaluation is essential for an
coordination of the efforts.
• Top nıanagenıent support: The compeuuon for the resources may lead to
conflict and crisis in the project environment. The cantinuDus involvemcnt and support of the top managemem in the project life cycle helps the project team members to understand the mission. This awareness can be very valuable for
solving the conflicts in the project team. As a result, the regular communication
between the project leader and the top managemem determines the project
success.
• Project planning: The translation of the project mission. goals and the
performance measures into feasible plan is the link between the conceptual design
and production. A well designed project includes every aspect of the project.
• Client discussion: The user of the project determines the success of the project. A
project which is completed in predetennined time and budget accorwng to the
tcehnical specifications can not be considered as a failure. In the project initiation
stage, the elicot input is essential for deterıninatian of the mission and the goals. In the following stages, the c1ient involvemem can help to find out the errors and
perform necessary enhancements.
• Personal issues:' The completion of a project with sustaining the technicaı
requirements but not within the time and budget constraints can not be defined as
a success. Therefore, the relationships among the team members and between the
elient and the project team are essential factors for the project success. if there are
frequent morale problems, the success would be doubtful.
• Technical issuc.: Undersıanwng the technical requirements of a project is viıaJ
for the project success. Adwtionally. the project team members should be selected
according to the technical requirement of the project in order to deliver the
auteomes in a desired way.
• Client acceptance: CantinuDlls elieot involvement during the project 1ife cycle increases the probabitiıy of success in the results.
• Project Control: A continuous tlow of information in terms of feedback helps
the project leader tO deal with the uncertainıy in the projects. With the comparison
between the project status and the project plan. the deviations can be easily
recognized. Additionally, the project plans can be revised in order to keep the
project in its schedule and the predefined largets.
• Conınıunication: A successful transition between the sıages and a good
coordination between the team members can be achieved by the help of
communication. if the authorities are weU defines. the communication betwecn
the team members and the organization and among the team members become casier.
• Troublcshooting: According to Shtub (1994) the control system is designed to
identify problem areas and if possible trace tbeir source through the organization.
In addition to the stuwes of Shtub et al. (1994), the success factors of project
management are explained Gemuenden & Lcchler in four categories: 125
• People. • Activities.
• Barners,
•
Success.
A number of variables affecting ılıc success of project implementation were identified A careful study of previous literature suggeslS tlıat Critical Success Factors can be grouped under five main categories. These include project-related faclOrs,
human-related factors, project procedures, project management actions and extemal environment (Moris&Pinto, 2004).
3.3. Projecl-Relaled Faclors
Project scope is a useful predictor for construction time. The imporıance of project scope factors is echoed by many researchers. The attributes used to measure ılıis factor are type of project, nature of project. number of Iloors of ılıe project, complexity of project. and size of project (Merediılı & Manteı' 2006).
3.4. Procuremenı-R .. laled Faclors
Many researchcrs identified the importance of procurement factors and defined ılıe
scope of procurement as the fr"mework wiılıin which construction is brought abouı,
acquired or obtained. Therefore, two atıributes are used to measure ılıis factor; ılıey are (Milosevic,2oo3):
• Procuremenl method: seleetion of the organization for the design and construction of the project
• Tendering meılıod: proeedures adopted for ılıe selection of ılıe project team and in panieular the main conıractor.
3.5. Project Management Factors
Project management action is a key for project success ılıat by using the management tools, ılıe project managers would be able to plan and execute ılıcir
construction projeets to maxİmize the projetl'S chances of success. Theo, the variables
in project management include adequate communication, control mcchanisms. feedback
capabilities. ıroubleshooting, coordination effectiveness, decision making effectiveness,
monilOring. project organization sıructure, plan and schedule foUowed, and relaıed previous management experience (Kerzner. 2004). A number of attributes will affecı
ılıis factor. including the communication system, eonırol mechanism. feedbad capabilities. planning effort, organization sıructure. safety and quality assurance program, eonırol of subeonıractors' works, and finaUy the overall managerial aetions.
3.6. Project Participants-Related Factors
Project participants are ılıe key players, including project manager. client. eonıractor.
consultanı" subconıractor. supplier, and manufacturers. The influence of client and
chenr's representat;ive is a significant factar on construction time performance
Figurc ı. CriticaJ succcss factors for construction projccts
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(Milosevic, 2(03). The client-related factors concerned with client characteristics, client
ıype and experience, knowledge of construction project organization, projecı financing.
cliem contidence in the construction team, owner's construction sophistication,
wcll-defined scope, owner's risk aversion. client project management.
Designers playavital role as tbeir work involves from inception to completion on a
projecı as welL. Design team·related factors consisı of design team experience. projecı design complexiıy. and misıakes/delays in producing design documenıs. The main
contmctor and subcontracıors stan tbeir main duties when tbe project reaches tbe
coııstruction stagc. The varıables include contractor experience, site management,
supervision and involvement of subcontracting, contractor's cash flow, effectiveness of
eosı control system, and speed of information tlow. The project manager is anotber key Slakeholder in a construction projecı and his competence is a critical facıor affecting
project planning. scheduling, and communication. Variables under this factar consist of the ski"s and characıeristics of project managers, tbeir commitmen!. and competence.
A construction project requires team spİrit; there~ore team building is important
among differenı parties. Team effon by all parties lO a conıract---<ıwncr. archiıect,
construction manager. contractor. and subcontractors-is a crucial ingredient for the
successful completion of a project. The attribuıes of this factor cao be mainly divided inıo ıwo caıegories: one is related to client. another is the project team. For the first
group. it includes client's experience and ability, nature of clienı. size of clienı
organization. c1ient's emphasis on cost. time and quality, and client contribution to the
project. For the second group, it includes project team leaders' experience and skills,
project team leaders' commitment on time, cost and quality, project team leaders'
involvemem, project team leaders' adaptability and working relationship, and the last
one is support of the project team leaders' parent companies.
3.7. External Factors
Yarious researchers support "envirooment" as a factor affecting the project success.
Environment can be defined as the whole external influences on the construction
process, including social, political and technica] systems. Chan, (Scon & Cban (2004)
state that the amibutes used to measure this factor are ecooomic environment, social
environment. political environmenı, physical environment, industrial relation
environment and level of tech!'ology advanced.
3.8. Performance Measurement in Conslruction Projects
According to Cooke-Davies (2002), performance prediclS success and succcss
factors affect performance. Cooke & Davis (2002) mention that in order to identify the
'real' success factors of construction projeclS. the stakeholders are important in rel,tion
to the construction project perforınance. A project is only successful tO the extent that iı
satisfies the needs of ilS proposed user. The element of success in a project refers
w
efficiency and effectiveness measures. Efficieııcy measures correspond to the stlOngmanagemenı and internal organizational structures (adhere to schedule, budget and
specification) and effectiveness measures refer to user satisfaction and the use of Ihe
project. In addition, efficiency would only be achieved t1uough having standard.
systems and methodology. As Takim & Akimoye (2002) interpreı figure 2 shows ı!ıe
relationship between success facıors, project performance and project success.
Research conducted by Alkinson, et ai., (1997) reveals that clienlS will not
re
satisfied if the end product fails to meet their poce, quality, time frame, functionalitr
and delivery performance standard. In rel.tion to that, the consulıants will not develop
the skill and knowledge. or make the effort to design and manage processes. unless ıiıe
c1ient meets their ~equired employment conditions. The contractors and suppliers may
not continue to deliver good produclS and resources to c1ients or to any company ıIıı
fails to give them aıı opportunity to earn a reasonable return on the invesıment of ı!ıe,
time and capita.l. As a resulı. end-users will not be happy if the end product does ro meet their requirement in terms of functionality and quality of service. Atkinsoo.
Waterhouse. & Wells (1997) state that successful stakeholders' performance has wk
measured and managed in order ıo ensure their continual partidpation and CO·Opcfdıil
in a construction project.
Figure 1. The Relationship between Success Facıon:. Project Performance & Projecı Success • .ptrforawıcı iDdi{aton
L'
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E..'UtrDIl Fortts CocDlCtorı' Ptrfonı:w:ı.ets Stakiholdtn' ıtınvaıtl CommuaitiI's· amibtItU 4. RESEARCH RESULTS
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obliptionThe research has been conducted in order to determine the critical success facıors
affected on construction projecıs, imponam aspects in project managemem theory and how much of these factors execured by project managers in the sector are examined. We
will investigate the conceptua] framework of projecıs. project managemenı and
specificaUy the construction projecıs in Turkey. And also, demography of participanıs
of research or lheir companies was assessed in the coverage of the research in order to
see whether it is effective or not in project stage steps. Project managemenı steps in the coverage of research are given be]ow;
4.1. Project Start Stage
"Project's aims are defined clearly"
"Strategies which will be used are determined in order LO realize the project's aims" "Functions which wiU be used in the project coverage are defined elaborately" "Employees who will work in the project and their duties are determİned"
"Relations between employees who will work in the project are defined"
"Funds which wiU be used in the project are determined and project budget is occurred"
"Factors (purveyors. rivals, other projects, funds etc.) which may affect tbe project
and their probable effects are determined"
"Functions which will be realized in the project process are put in order in terms of
imponance"
"Relation of each function with the other functions and the whole project are
determined"
"Schedule estimate for every function is determined" "Start and finish time of every function is determined"
"Functions affecling the project's total time and important functions are determined"
"CriticaJ paiIlts in the project are determined"
"Cost estimate for every function is determined"
"Project programming techniques (Ganu Schema, CPM, PERD are used"
4.2. Project Developnıent Stage
"Whether project c~ntinues exactly as it was determined in tenns of time is checked
periodically"
"Whether project corıtinues exactly as it was determined in terms. of budget is
checked periodically"
"Measures are taken against determined problems"
"Project manager gets situation report from the authority periodieally" "Department meetings are done periodically"
"In ter-department meelings are done periodieaUy"
"Probable risks are determined beforehand and a B plan is prepared for these risks"
4.3, Project Final Stage
"At the end of the project, projec!'s end is declared to all units"
"After the project, inıernal·deparnnenı meetings are done for advices and critics"
"After the project, inter·departmenı meetings are done for advices and crilics" "After the project, project performance evaluation is done"
4.4. Universe and Sanıple
Persons who manage the building projeers (architect, engineer ete.) construeı the . universe of the assignment. Wideness of the sector is as much as the building projects in
the whole Turkey. Sample consists of i 02 persons. Participants are project man.ge" architects and enginecrs. Sample method is execuıed as "simple randomly". I. thcoretical framework, represcnlalive sample size is found in %95 coofidence interval
for this heterogeneous universe. with ± % 10 sarnpling eITors necessary sample size.
96. Sample size is found as follows:
n = N t2 P q / d2 (N-I) + t2pq
N: Individuals numbers of ıarget populalion
130
n: Individuals numbers of representative sample
p : Observed frequency of examined incident (realization probability) q :Unobserved frequency of examined incidenl(unrealisaıion probabilily)
i :In a significaııce levcl, theoretical value found in accordance with i tablc
d : Accepted ± sample errors in accordance with observed frequen! of inciden!
In this framework. questionnaires are practiced on 102 randomly chosen projecı
managers, architecıs and engineers. AI the end. it can be expressed that research
indications are gcneralized in %95 confidence interval, with ± %
Lo
sampling errors.Oue to ıhe facı that universe contains the building sector, it is assumed that sample has
enough wideness and geographical distribution to represent Turkey.
4.5. Data CoUection and Analysis
Survey design and questionnairc were prepared in accordance witb information
which were gained with litefatllIc review. Target which was to intervicw with 102
persons was realized. Participants of research were chosen coincidentally. Data was
analyzed by descriptive stalislic and inferential statistic techniques. Demographic
indicators of participants 'and project stages were defincd as descriptive. Moreover,
analysis was done by crossing up ıhe demographic indicators with each step of project
management stages. Appropriate one from Chi-Square altemaIİve tesıs was used for
tbese analyses. For data analysis. SPSS i 0.0 program was used.
For validity of Pearson Chi-Square analysis results in cross tables, at least 5
obscrvations are needed to exist in cvery eell. Existence of less than 5 observations in
every ceU must not exceed the %20 of total observalİons. Due to the fact that gained
resulıs are not appropriate for this rule, tables were reconstructed and combined resulıs
of tables were assessed. Table and analysis results for each ease are givcn below. In
Chi-Squarc analysis tables which were assessed. (consubstantiate) expression exislS.
While combining. answer choices were decreased LO 2 choices. Demographical variables were divided according to an appropriaıe refraction. In the scale with 5 points which
was used for project stages, "All of the time". "Often", "Some of the time" choices were
combioed as "Practiced"; "Rarely". "None of the time" choices were combined as "No
Practiced" .
if second Chi-Square test which wiU express a significant result can'ı be done with
gained new tables, "No statisıics are computed because the topic (consubstantiate) is a constant" is written there. Second Cbi-Square Test which will express a significan. result was assessed in accordance with Chi-square Test which is statisticaUy valid
according to 2*2 table analysis rules (pearson Chi-Square or Fisher's Exact Test or
Yates Chi-Square).
When demographical indicators are examined. it is seen that most of the participanlS
are young. lı is determined that education levcl is mostly universiıy graduate and degree
is mostly engineering. Due to the fact thaı most of the participanlS are young. project
management experience is betwcen 1-10 years. It is found that average (mean) nulTiber 131
of employee working the projects is 118, mosUy seen value (mode) is 100. and center
value (median) is 50. Mostly seen value
as
average project budget is 200.000 YTL. general average is around 7.000.000 YTL. Projects are usuaUy done successfully. Deseriptive demographic indicators are given below.Table 1. Rescarch Sile Diı>tributions
St.atislics
Age! Year Education Educl\lion Average Project Average Pereeni
of Birth [.eve) Type Enıployee Management of Project Projed
Numbers Experience Budget Achievement
N 102 102 102 102 102 92 102 O O O O O Lo O Mı.:an 1971.588 2,088 1.882 118.931 2.039 7067141.3 2.264 Median 1976 2 2 50 2 775000 2 Mode 1983 2 2 100 200000 2 Sld. Devialion i i .916 0.285 0,323 180.465 1.168 17335917 0.866 Minimum 1942 2 i 2 7000 Maximum 1986. 3 2 1000 4 100000000 5 S"m 201102 213 192 12131 208 650177000 231
Ag~ Caıegorieı; Frequency Pereent Valid Pereeni Cumul:ıtive Percenı
Valid 20-30 yean old 43 42.156 42.156 42,156 31-40 years old 26 25.490 25.490 67,647 41-50 years oLd 15 14.705 14,705 82.352 51 -60 yea" old 15 14.705 14.705 97.058 6 ı + years old 3 2.941 2.941 100 Total 102 100 100
Education Lcvd Frequency Pereent Valid Pereent Cumulative Pı:rçenl
Valid University 93 91.176 91.176 91,176 Master and Plus
Dcgree 9 8.823 8.823 100
Total 102 100 100
Experience Frequency Percenl Valid Pereent Cumulative Pereen!
Valid 1-5 Year.~ 48 47.058 47,058 47,058
6-10 Years 21 20.588 20.588 67,647
ıl-15Yean 14 13,725 13.725 81,372
16 and Plus Years 19 18,627 18,627 100
Total 102 100 100
Employee Frequency Percent Valitd Percent Curnulative Perccnt Valid 1 -I O Employees 24 23.529 23.526 23.529
i ı -25 Employees II 10.784 10,784 34.313
26-50 Employees 19 18.627 18.627 52,941
i
,[
51-100 Employees 24 23.529 23.529 76.470
Lo 1 ·250 Empl. 10 9.8039 9.8039 86.274
25 1 ·500 Empl. 9 8.8235 8.8235 95.098
501·1000 Empl. 5 4.9019 4.9019 100
Total 102 100 100
Average Budget Frequency Percent Valid CumuJative
Percent Percent Valid 1·100.000 YTL 18 17.647 19.148 19,148 100.001·500.000 y-n., 24 23,529 25.531 44.680 500.00 1·1.000.000 YTL 9 8.8235 9,5744 54.255 1.000.001·5.000.000 YTL 24 23,529 25.531 79.787 5.000.001·10.000.000 YTL 6 5.8823 6.3829 86.170
10.000.001 and plus Y11.. 13 12,745 13,829 100
Total 94 92,156 100
Missing System 8 7.8431
Total 102 100
Achievement Frequency Pereeni Valid Pereeni Cumulative Pertenı
Valid 100% 18 17,647 17.647 17.647 90·99% 48 47,058 47,058 64.705 80·89% 28 27.450 27,450 92.156 70·79% 7 6.8627 6.8627 99.019 60-69% 0.9803 0,9803 100 Total 102 100 100
Table 2, Results of Hypothesis
Factar & Assesed Data Relaıionship D.F Tesl Value
Project Aims &Ag~ Not Significant 8 Person 0.315
Chi-Squarc
Projecl's A.ims Are Defined Clearly&Education Type Not Significanl 2 Person 0.935
Chi-Square
Project's Aims &Projec! Managcmen! Experience Not Significanı 6 Person 0,660
Chi-Square
Project's Aims & Calı!gories of Average Naı Significanl 12 Per.ıoon 0.166
Employee Numbers Chi-Square
Project's Aims & Categories of Projeet's Not Signifieant Lo Person 0.319
Average Budget Chi-Square
Project iune Mangement& Age Naı Significant 8 Pe~on 0.253
Chi-Square
Geling Situation Report Perodically & Project Significant X Fisher's 0.037
Managemenl Experience Exact T~sı
Main results of the hypothesis related with this studyare given above. AU project
stages are realized and according to demographic differences, there is no difrerence.
There were 93 detailed hypotheses tests. Only in "Project manager gets situation report
from the authority periodically" step. "Project Management Experience" seems as
distinctive. There is a statistically significant relatianship between the two variables.
Having different demographical feaMes in "Project Management Experience" topic is
effeclive in realizing "Project manager gets situation report from the authority
pcriodicaııy" step.
5, CONCLUSION
According to results gained from primary research, generallyalı project s!ages are
realized and according to demographic differences, there is no difference. Only in
"Project manager gets situation report from the authority periodieally" step. "Project
Management Experience" scems as rusımelive. There is a statisticaUy significant
relationship between two variables. Having different demographical features in "Project
Management Experience" topic is effeetive in reaiizing "Project manager gets situation
report from the aut~oriıy periodically" step. When demographical indicators are
cxarnined: most of the -participants are young. it is determined that education level is
mostly university graduate and the degree is mostly engineering. Due to the faet that
most of the participants are young, project management experience is betwccn 1-10
years. lt is found that average (mean) number of employee working the projects is 118,
mostly sccn value (mode) is 100, and center value (median) is 50. Mostly seen value as
average project budget is 200.000 TL, general average is around 7.000.000 TL. Pröjec~
are usually done sueeessfully.
These results show that sector is not affected mueh from demographic vaıiablos.
Results demonstrate that there are other variables which affect the execuIİng of projcd
stages. For futurc research, testing variables otber than demography is advised to see
whether it will affeeı or noL
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