Identification of the key investment project management factors in the housing construction sector in Poland

Figures & data

Table 1. Key project success factors in the literature.

Sayles and Chandler (1971)	Competence of the project manager, project planning over time, control and liability systems, communication, monitoring and feedback, continuous involvement in the project
Martin (1976)	Definition of objectives, selection of the organisation's project philosophy, general management support, organisation and delegation of authority, project team selection, provision of sufficient resources, provision of information and control mechanisms, mandatory planning and reviews
Cleland and King (1983)	Project description, operating concept, support of the senior management, financial support, logistical requirements, support of the construction backup facilities, market research, project time schedules, executive development and staff training, manpower and organisation, communication and information channels, project review
Baker et al. (1983)	Precise objectives, project team's involvement in achievement of the objective, local Project Manager, sufficient project funding, sufficient capacity of the project team, exact project cost estimates, minimal difficulties encountered during the initial phase of the project, project planning and control techniques, task orientation, lack of bureaucracy
Locke (1984)	Dissemination of information on project implementation, delegation of authority on projects, appointment of a competent project manager, establishment of procedures and information flows, establishment of project control mechanisms, organisation of project progress assessment meetings
Pinto (1986)	Project mission, support for senior management, project plans, time schedules, cooperation with the client, personnel, technical tasks, customer acceptance, monitoring and feedback, communication, fault detection and correction
Standish Group (1998)	End-user involvement, support for senior management, precise business objectives, experienced project manager, small milestones, stable basic requirements, competent personnel, proper planning, project ownership
Spałek (2004)	Appointment of a project manager, competencies of the project manager, high authority of the project manager, clearly defined project objective, establishment of the project team, support of the company's management for the project
Standish Group (2009)	End-user involvement, support for senior management, precise business objectives, emotional maturity, optimal scope, adaptive processes, expert support, high quality resources, implementation, tools and infrastructure
Pan et al. (2012)	Costs, time schedules, quality, health and safety, sustainability, processes, public procurement and legal, statutory acceptance
Hwang et al. (2013)	Construction management, coordination between different parties, availability of workers on site
Panibratov and Larionov (2013)	Complications in shaping market relations, low investment activity, variously targeted economic interests of construction market participants, role of the state in management of the economic system, efficiency of entire construction industry, reliability of functioning of many construction organisations, clear system of the interaction between capital market participants at the state and regional levels, labour productivity
Ulubeyli et al. (2015)	Quality of completed facilities, capability to meet customers’ expectations related to quality, safety of the complex, architectural design, quality of final products
Jaafar et al. (2016)	Planning, business strategy, marketing, project management, financial management, networking, management capabilities, use of intangible assets
Kavishe et al. (2019)	PPP importance, sustainability assessment from the feasibility phase, durability of construction works
Muhammad and Johar (2019)	PPP importance, context specificity of various administrative conditions, legal-administrative and environmental issues, equitable risk allocation, stable political system, reputable developer, action against errant developer, consistent monitoring

Table 2. Structure of the survey sample by voivodeship and company age.

VOIVODESHIP	Company age [in years]
	1–10	11–20	21–30	31–40	41–50	Over 51	Total
dolnośląskie	7	4					11
kujawsko-pomorskie	5	3	4	1			13
lubelskie	3		3	1			7
lubuskie	5	2				1	8
łódzkie		6			1	1	8
małopolskie	3	1	3	1	1		9
mazowieckie	2	22	15	3	5	4	51
opolskie	3	2	1	1			7
podkarpackie	2	6		1	1		10
podlaskie	2	4	2		1	2	11
pomorskie	3	3	2		1	2	11
śląskie	3	2	3	2			10
świętokrzyskie	3	2	4		1	2	12
warmińsko-mazurskie		5	4			1	10
wielkopolskie		6	2			1	9
zachodniopomorskie	1	2	2				5
Total	42	70	45	10	11	14	192

Table 3. Structure of the survey sample by the number of completed investment projects, UFA, UFAS, TFA and parking spaces.

	Number or space	Number of companies
Residential buildings constructed in the last 5 years	1–20	60
	21–40	12
	41–60	11
	61–80	0
	Over 81	6
UFA in the last five years	1–50,000	41
	50,001–100,000	9
	100,001–200,000	9
	200,001–300,000	7
	300,001–400,000	3
	400,001–500,000	5
	500,001–600,000	1
	600,001–700,000	N/A
	Over 70,000	1
UFAS in the last 5 years	1–10,000	34
	10,001–50000	11
	50,001–100000	2
	100,001–200,000	N/A
	200,001–300,000	2
	300,001–400,000	N/A
	400,001–500,000	1
	Over 500,001	N/A
TFA in the last five years	1–50000	30
	50,001–100,000	5
	100,001–200,000	5
	200,001–300,000	5
	300,001–400,000	2
	400,001–500,000	2
	500,001–700,000	1
	700,001–900,000	6
	Over 900,000	2
Parking spaces	1–1000	38
	1001–5000	24
	5001–10,000	9
	10,001–20,000	4
	20,001–30,000	N/A
	30,001–40,000	1

Table 4. Values of the Bartlett and KMO test indices for 73 variables.

Bartlett's test of sphericity	Chi-square	18,458.990
	Degrees of freedom	2628
	Significance	0.000
KMO		0.568

Table 5. Eigenvalues of the correlation matrix with the use of PCA method.

Factor	Eigenvalues			Factor	Eigenvalues
	Eigen value	% of the explained variance	Cumulative % of the explained variance		Eigen value	% of the explained variance	Cumulative % of the explained variance
1	18.765	25.706	25.706	38	0.278	0.381	96.176
2	7.264	9.950	35.656	39	0.270	0.370	96.546
3	4.521	6.193	41.850	40	0.233	0.319	96.865
4	3.636	4.980	46.830	41	0.219	0.300	97.165
5	3.299	4.519	51.349	42	0.205	0.281	97.446
6	2.872	3.934	55.283	43	0.197	0.270	97.716
7	2.573	3.525	58.808	44	0.178	0.244	97.960
8	2.264	3.101	61.909	45	0.165	0.226	98.186
9	2.028	2.778	64.687	46	0.155	0.212	98.398
10	1.805	2.472	67.160	47	0.144	0.198	98.596
11	1.588	2.175	69.335	48	0.120	0.164	98.760
12	1.545	2.116	71.451	49	0.104	0.142	98.902
13	1.401	1.919	73.370	50	0.095	0.130	99.031
14	1.280	1.754	75.124	51	0.090	0.123	99.155
15	1.224	1.676	76.800	52	0.085	0.116	99.271
16	1.184	1.621	78.421	53	0.072	0.098	99.369
17	1.094	1.498	79.919	54	0.063	0.086	99.455
18	1.024	1.403	81.323	55	0.059	0.081	99.535
19	0.873	1.196	82.519	56	0.049	0.067	99.602
20	0.847	1.161	83.680	57	0.046	0.062	99.664
21	0.815	1.116	84.796	58	0.041	0.056	99.720
22	0.768	1.052	85.848	59	0.031	0.043	99.763
23	0.693	0.949	86.797	60	0.030	0.041	99.804
24	0.671	0.920	87.717	61	0.024	0.033	99.837
25	0.640	0.876	88.593	62	0.022	0.030	99.867
26	0.610	0.835	89.429	63	0.018	0.025	99.892
27	0.570	0.781	90.209	64	0.016	0.021	99.913
28	0.545	0.747	90.956	65	0.015	0.020	99.934
29	0.494	0.676	91.633	66	0.011	0.014	99.948
30	0.479	0.656	92.289	67	0.010	0.013	99.962
31	0.442	0.605	92.894	68	0.008	0.011	99.973
32	0.411	0.564	93.458	69	0.007	0.009	99.982
33	0.384	0.527	93.984	70	0.004	0.006	99.987
34	0.361	0.494	94.479	71	0.004	0.005	99.993
35	0.345	0.473	94.952	72	0.003	0.004	99.997
36	0.314	0.430	95.382	73	0.002	0.003	100.000
37	0.301	0.412	95.794

Table 6. The result of factor analysis (Extraction method - Principal Component Analysis and Rotation Method: Varimax with Kaiser Normalisation).

Variable	F1	F2	F3	F4
Selection of an experienced project manager	0.592
Thorough risk evaluation of project initiation	0.575
Time schedule and detailed specification of the various stages of project implementation and any predictable events between its stages	0.687
Professional business plan with projections of costs, profits and financial cash flows	0.604
Flexible, well-developed implementation plan	0.688
Good register of documents	0.634
Knowledge and competences of employees	0.803
The scope and structure of activities	0.664
Stability of the economic system	0.548
Stability of the social system	0.574
Stability of the legal system	0.783
Good cooperation with stakeholders	0.543
Length of service	0.580
Professional experience gained on major national construction sites	0.698
Personal traits such as creativity, curiosity, openness to novelties	0.777
Access to talents such as quick association of facts, quick memorisation of many information from their first reading, innovative mind, ability to solve unexpectedly occurring problems, ability to avoid panic in crisis situations	0.754
Experience and knowledge of the markets on which investments work is to be performed	0.838
Availability of efficient transport infrastructure	0.548
Positive annual GDP growth	0.807
Stable exchange rates	0.772
Long-term stability of laws and regulations	0.848
Political stability in the country	0.711
Balance between an increase in consumption and production growth	0.563
Legal system tailored to the needs of conducting business activity	0.815
Behavioural standards adopted in the society	0.662
Well-developed democracy		0.572
Adequate and sustainable pension system		0.716
Active pro-family policy of the state		0.786
Active pro-social policy of the state		0.814
Business activity relying on advanced technologies			0.615
Business activity associated with academic centres in the field of construction/Polytechnics, Engineering Schools, and so on			0.882
Business activity associated with academic centres in the field of management, economics in construction			0.776
Activity associated with the provision of construction services				0.784
Activity related to construction production				0.793
Business activity linked to the financial sector				0.568

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