Analyzing the influence factors of the post-earthquake reconstruction project using fuzzy DEMATEL

Figures & data

Figure 1. China’s post-earthquake reconstruction EPC process model.

Table 1. The project success factors extracted from the process model.

Factor	Code	Explanation
Site and facility	SF	Including the site’s geological conditions, topography, site scale, shape, connection status between the site and the outside, the status of existing facilities in the site, and other materials and their representative information.
Available resource	AR	It includes the resources that all parties put into the project to transform or consume to form project products.
Owner’s behavior	OH	The owner’s behavior refers to various behaviors such as supervision, support, and intervention of the owner (including the consulting company entrusted by him) to the project and the contractor during the entire construction period.
Owner’s requirement	OQ	The owner’s requirements are various quantifiable requirements for the project generated by the owner, including the function, scale, and coordination of the project.
Contract and plan	CP	Contracts and plans regulate the behavior of all parties and stipulate the methods and procedures for handling various matters.
Project experience	PE	Project experience is the information and knowledge gradually generated and accumulated in the whole process of construction, and it reacts with various activities of the project.
General contractor	GC	The general contractor includes the project execution team (EPC management team, design team, procurement team, construction team) and collaboration departments (bidding department, financial department, logistics support department).
Method and tool	MT	Methods and tools refer to various technical methods and tools used to improve performance, including professional technology and management technology.
Participant constraint	CC	Participant constraints are mainly the rules and management systems of participating companies and those established for the project, which have always imposed constraints on the project from the preparation stage to the completion of the project construction.
External constraint	EC	External factors refer to the external environmental factors of the project that may hinder or affect the construction, including the natural environment, laws, regulations, norms and government permits, social culture, ethnic and religious habits, industry and market trading habits, logistics and transportation conditions, etc.
Project product	PP	The physical outcomes of the project at various stages in the process.
project Idea	PO	The project concept is the starting point of project construction, which stipulates the basic concepts or ideas such as the type of project, main objectives, main functions to be realized, and scale, and gradually forms implementable project requirements after the preparation stage
Technical document	TD	Technical documents refer to the data that provide technical guidance to project personnel and monitor the project during the construction process.
Optimization information	OI	Optimization information includes constructability information and changes, construction technical information, and material and equipment technical information. This information is feedback from subsequent steps to optimize the output of previous stages.
Performance information	PI	Performance indicators include progress, cost, quality, customer satisfaction, etc.

Table 2. Semantic evaluation and the triangular fuzzy numbers.

Linguistics assessment	Influence score	Triangular fuzzy numbers
No influence	0	（0.00，0.00，0.25）
Very weak influence	1	（0.00，0.25，0.50）
weak influence	2	（0.25，0.50，0.75）
strong influence	3	（0.50，0.75，1.00）
Very strong influence	4	（0.75，1.00，1.00）

Table 3. An example of original data from one expert.

	SF	AR	OH	OQ	CP	PE	GC	MT	CC	EC	PP	PO	TD	OI	PI
SF	0	0	3	0	0	0	3	3	1	4	2	3	2	4	1
AR	3	0	4	1	2	1	4	4	4	4	3	4	4	4	3
OH	1	0	0	0	0	0	2	1	0	3	0	2	2	1	1
OQ	2	2	4	0	2	1	4	4	3	4	2	4	4	4	3
CP	4	1	4	3	0	2	4	4	2	4	3	4	4	4	3
PE	3	2	4	1	2	0	4	4	3	4	2	4	4	4	3
GC	1	0	2	0	0	0	0	1	0	2	0	2	1	2	1
MT	1	0	2	0	0	0	1	0	1	3	0	2	1	2	1
CC	1	0	4	1	0	0	4	4	0	4	0	4	4	3	2
EC	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
PP	2	1	4	0	0	0	4	3	2	4	0	4	4	3	3
PO	0	0	2	0	0	0	2	2	1	3	0	0	1	1	1
TD	0	0	1	0	0	0	2	1	0	3	0	1	0	1	0
OI	1	0	1	0	0	0	1	1	1	4	1	2	1	0	0
PI	2	0	3	1	0	0	3	2	0	4	0	3	3	3	0

Table 4. The initial direct-relation matrix.

	SF	AR	OH	OQ	CP	PE	GC	MT	CC	EC	PP	PO	TD	OI	PI
SF	0.000	0.050	0.031	0.036	0.047	0.050	0.052	0.045	0.052	0.074	0.050	0.059	0.066	0.049	0.052
AR	0.054	0.000	0.038	0.052	0.057	0.063	0.054	0.054	0.061	0.077	0.068	0.072	0.070	0.066	0.057
OH	0.072	0.057	0.000	0.061	0.065	0.063	0.063	0.070	0.074	0.091	0.079	0.072	0.079	0.072	0.083
OQ	0.070	0.061	0.043	0.000	0.064	0.068	0.066	0.061	0.061	0.086	0.070	0.077	0.081	0.065	0.072
CP	0.068	0.047	0.043	0.052	0.000	0.057	0.050	0.049	0.056	0.079	0.065	0.066	0.081	0.054	0.061
PE	0.052	0.040	0.036	0.042	0.040	0.000	0.042	0.047	0.056	0.074	0.059	0.072	0.077	0.049	0.045
GC	0.058	0.054	0.040	0.054	0.052	0.054	0.000	0.056	0.065	0.077	0.059	0.066	0.072	0.061	0.065
MT	0.058	0.043	0.035	0.051	0.047	0.061	0.040	0.000	0.061	0.074	0.063	0.061	0.074	0.045	0.058
CC	0.047	0.043	0.036	0.033	0.040	0.036	0.049	0.038	0.000	0.063	0.050	0.049	0.066	0.047	0.052
EC	0.024	0.026	0.010	0.017	0.024	0.027	0.026	0.020	0.031	0.000	0.029	0.029	0.033	0.026	0.035
PP	0.052	0.040	0.028	0.035	0.047	0.038	0.042	0.043	0.052	0.066	0.000	0.056	0.061	0.052	0.049
PO	0.043	0.040	0.038	0.026	0.036	0.041	0.043	0.040	0.045	0.066	0.047	0.000	0.056	0.038	0.043
TD	0.034	0.033	0.017	0.031	0.034	0.034	0.027	0.026	0.038	0.052	0.036	0.047	0.000	0.040	0.036
OI	0.047	0.040	0.031	0.042	0.040	0.054	0.052	0.059	0.061	0.079	0.061	0.061	0.082	0.000	0.061
PI	0.045	0.036	0.026	0.038	0.033	0.032	0.036	0.049	0.050	0.072	0.050	0.058	0.056	0.049	0.000

Table 5. The total relation matrix of each factor.

	SF	AR	OH	OQ	CP	PE	GC	MT	CC	EC	PP	PO	TD	OI	PI
SF	0.109	0.141	0.099	0.121	0.140	0.151	0.147	0.142	0.165	0.224	0.166	0.183	0.205	0.154	0.165
AR	0.180	0.110	0.119	0.151	0.166	0.181	0.166	0.168	0.194	0.255	0.203	0.218	0.235	0.189	0.191
OH	0.219	0.185	0.097	0.178	0.193	0.202	0.195	0.204	0.230	0.301	0.238	0.244	0.273	0.217	0.238
OQ	0.209	0.181	0.133	0.113	0.186	0.199	0.191	0.188	0.210	0.285	0.221	0.240	0.264	0.202	0.220
CP	0.190	0.152	0.121	0.149	0.110	0.173	0.160	0.160	0.186	0.253	0.197	0.209	0.240	0.175	0.191
PE	0.159	0.133	0.105	0.127	0.134	0.104	0.138	0.145	0.169	0.226	0.175	0.196	0.217	0.155	0.160
GC	0.181	0.160	0.119	0.151	0.160	0.171	0.114	0.168	0.195	0.253	0.193	0.210	0.234	0.183	0.196
MT	0.171	0.141	0.108	0.140	0.146	0.168	0.143	0.106	0.181	0.235	0.186	0.194	0.222	0.158	0.178
CC	0.144	0.127	0.098	0.110	0.125	0.129	0.135	0.127	0.105	0.201	0.156	0.163	0.193	0.143	0.156
EC	0.079	0.072	0.045	0.060	0.071	0.079	0.074	0.070	0.089	0.079	0.088	0.093	0.104	0.080	0.092
PP	0.150	0.125	0.091	0.113	0.132	0.131	0.130	0.133	0.156	0.206	0.109	0.170	0.190	0.149	0.153
PO	0.134	0.118	0.095	0.098	0.116	0.127	0.124	0.122	0.141	0.194	0.145	0.108	0.174	0.128	0.140
TD	0.108	0.096	0.065	0.089	0.099	0.104	0.094	0.093	0.116	0.157	0.116	0.132	0.099	0.112	0.115
OI	0.160	0.137	0.104	0.131	0.139	0.160	0.153	0.161	0.180	0.239	0.183	0.193	0.229	0.114	0.180
PI	0.138	0.117	0.086	0.112	0.115	0.122	0.120	0.133	0.149	0.204	0.151	0.166	0.178	0.140	0.101

Note: Text in bold indicates a significant relationship path.

Table 6. The cause and effect values.

code	Influence factor	D	R	D+R	D-R	Category
SF	Site and facility	2.311(9)	2.331(7)	4.642(10)	−0.020(9)	Net effect
AR	Available resource	2.726(3)	1.996(13)	4.722(4)	0.731(3)	Net cause
OH	Owner’s behavior	3.214(1)	1.485(15)	4.699(5)	1.729(1)	Net cause
OQ	Owner’s requirement	3.041(2)	1.843(14)	4.884(1)	1.198(2)	Net cause
CP	Contract and plan	2.665(5)	2.032(12)	4.697(6)	0.633(4)	Net cause
PE	Project experience	2.342(8)	2.199(9)	4.541(13)	0.143(8)	Net cause
GC	General contractor	2.688(4)	2.085(11)	4.773(2)	0.603(5)	Net cause
MT	Method and tool	2.476(6)	2.120(10)	4.595(11)	0.356(6)	Net cause
CC	Participant constraint	2.114(11)	2.465(6)	4.579(12)	−0.351(10)	Net effect
EC	External constraint	1.177(15)	3.312(1)	4.488(15)	−2.135(15)	Net effect
PP	Project product	2.138(10)	2.529(4)	4.667(8)	−0.390(11)	Net effect
PO	Project Idea	1.964(13)	2.718(3)	4.682(6)	−0.754(13)	Net effect
TD	Technical document	1.595(14)	3.059(2)	4.654(9)	−1.463(14)	Net effect
OI	Optimization information	2.461(7)	2.298(8)	4.760(3)	0.163(7)	Net effect
PI	Performance information	2.033(12)	2.475(5)	4.508(14)	−0.443(12)	Net effect

Figure 2. the causal-effect diagram.

Figure 3. The amount of relationship with different threshold.

Figure 4. The impact-relation map based on the threshold value 0.2244.