Dynamic Research Journals (DRJ)

Journal of Economics and Finance (DRJ-JEF)

Volume 2 ~ Issue 4 (April, 2017) pp: 19-29
ISSN (Online); 2520-7490
www.dynamicresearchjournals.org

A Theoretical Harmonization of Critical Success Factors (CSFs)

in the Construction Sector in Zimbabwe: Introducing the 3P
Model
1
Thabani Nyoni and 2Wellington G. Bonga
1
nyonithabani35@gmail.com, 2sirwellas@gmail.com

Abstract: Critical Success Factors (CSFs) are those few ingredients to project management practice with
direct or indirect impact on project success. CSFs comprise of most important elements which have to be
systematically synchronized to ensure proper project delivery. Zimbabwean economy is characterized by many
incomplete projects with various reasons attached and this dates back for 1990s projects. The study of CSFs is a
means of significantly improving project effectiveness and efficiency. The purpose of this paper is to identify
CSFs in the construction sector through Critical Literature Review (CLR) and a special reference to Zimbabwe
is made. The study managed to group the CSFs into three categories (3P Model), which are project stakeholder
related factors, project management related factors and procurement related factors. The applicability of the 3P
Model is industry specific and also country specific. The model aids managers to shift from numerous factors
and concentrate on critical success factors and hence enabling project success. Besides adding to the
construction management body of knowledge, the study is important and instrumental for industry practitioners,
academics and policy makers.
Keywords 3P Model, Construction Projects, Construction Sector, Critical Success Factors (CSFs),
Procurement, Project Failure, Project Management, Project Success, Project Time, Zimbabwe.
JEL Codes: L52, L74, L78, M11, N67, O22, O25, O31, O43.

I.INTRODUCTION
The construction industry is one of the main sectors of the economy; it consists of the entire process
from project visualization to demolition of buildings and infrastructure (Tsiga et al, 2016). The construction
industry is one of the most used examples of project based industries (Ahadzie et al, 2008). It might be
characterized as complex, costly, time consuming, competitive and risky (Chan et al, 2004; Ahadzie et al, 2008;
Young & Musttaffa, 2012).
Construction projects are also dynamic and challenging which attracts capital, new technologies and
brilliant brains (Ahadzie et al, 2008). Project has eluded the construction industry to the point where keeping
existing clients has become a battle, let alone attracting new clients (Toor & Ogunlana, 2005). As a result it is
important for construction industry practitioners to be familiar with critical success factors (CSFs), because it
helps them to know what to prioritize during projects life cycles.
A construction project, as noted by Saqib et al (2008), is completed as a result of a combination of
many events and interactions, planned or unplanned, over the life of a facility, with changing participants and
processes in a constantly changing environment. An assumption is made that if a project is completed on time,
within the agreed budget and set quality, referred to as the golden triangle then the project is deemed
successful. However, empirical evidence suggests that this is far from truth. Hence, the construction industry
needs to pay special attention to critical success factors besides the golden triangle, if it is to survive the
challenges posed by globalization (Toor & Ogunlana, 2005).
Zwikael (2009) believes that the work of construction companies is project oriented, that is, it is unique
and has a definite start and finish point. This requires the use of project management tools and techniques.
Proper usage of project management tools within the project life cycle ensures smooth execution of activities.
The project life cycle is the framework upon which the project is carried out. The project manager acts as the
single point of reference for harnessing identified critical success factors towards achieving project success
(Garbharran et al, 2012).
The importance of the construction industry can be seen throughout history and in the development of
economies (Taiga et al, 2016) and has multiple implications to many areas of any national economy (Silva et al,

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 A Theoretical Harmonization of Critical Success Factors (CSFs) in the Construction Sector in Zimbabwe: Introducing the 3P Model

2016). A growing economy is an indicator of a country's development. Development of physical infrastructure

is also a critical issue for sustained future growth (Construction Industry Development Council, 2005). The
construction industry employs more people than any other single industry in the world (World Market
Intelligence, 2010). The construction industry is one of the largest job creators in developing countries and has
become highly competitive (Swan & Khalfan, 2007) with the advent of globalization (Nguyen et al, 2004).
The construction industrys contribution are estimated to be in the order of 7% of global employment,
10% of the worlds GDP, 40% of global energy consumption and as much as 50% of global resource usage
(Stewart & Spencer, 2006). Global construction market is worth around US $ 3.200 billion per year (Sohal &
Cavil, 2008). The report by Global Construction Perspectives and Oxford Economics (2013) suggests that the
sector is globally expected to rise by $ 6.3 trillion or over 70% to $15 trillion by 2025 compared to $8.7 trillion
in 2012.
The construction sector plays an indispensable role in Zimbabwean economy and is a significant
contributor to economic growth as already emphasized by Chigara & Moyo (2014), Nyoni & Bonga (2016) and
Nyoni & Bonga (2017a). The construction industry in Zimbabwe is diverse and comprised of various projects
ranging from the development of civil infrastructure such as bridges, and roads to the development of residential
and non-residential buildings such as offices and retail facilities. The construction sector in Zimbabwe impacts
directly on communities and public at large, its improved efficiency and effectiveness will enhance quality,
productivity, health & safety, environmental outcomes as well as the value for money.

Research Problem
Construction project development involves numerous parties, various processes, phases and stages of
work and a great deal of inputs from both the public and private sectors with the major aim of bringing the
project to a successful conclusion (Takin & Akintoye, 2002; Bashekal & Tumutegyereize, 2011). Success has
been the ultimate goal of every business activity (Chan et al, 2002), and yet large and complex construction
projects in Zimbabwe are becoming more difficult to complete successfully. Incomplete infrastructures such as
roads, bridges and large buildings are now a common feature in Zimbabwe. According to Mhlanga (2017), a
combination of increasing project complexity and decreasing industry experience is a risk multiplier, increasing
the risk of deliverable delays, quality construction problems, and employee safety concerns. Many authors (eg.
Baldwin & Manthel, 1971; Arditi et al, 1985; Assaf et al, 1995; Vidogah & Ndekugri, 1997; Sauser & Eigbe,
2009; Humaidi & Said, 2011; Shashid et al, 2015; Al Hammadi & Nawab, 2016) have emphasized on the fact
that a number of projects do not meet time and budget goals, or fail to satisfy customer and company
expectation.
While the construction sector is a key participant in the economy of Zimbabwe; significantly
contributing to economic growth (Nyoni & Bonga, 2016) and generating both wealth and employment (Nyoni &
Bonga, 2016); there are a lot of delays in construction projects (Nyoni & Bonga, 2017a), which also cause
projects to frequently exceed budgeted time and cost. Mukoshori (2014) noted that government is engaging to
complete a number of significant public infrastructure projects that have been outstanding for many years. In the
Herald newspaper of 28 February 2013, Public Works, then minister, Joel Gambuza said We have about 400
projects at different stages of completion. Some of the projects have been idle for the past 14 years and materials
get damaged. Examples of unfinished projects as at end of year 2009:

Project Start Date Completion Date Expected period Period of delays % of

to completion in years completion

CID September 1999 September 2001 2 years 7 years 83%

Central Registry June 1997 December 2000 4 years 8 years 95%

Interpol May 1998 May 2001 3 years 7.5 years 99%

Harare Central Hospital October 2003 May 2005 3 years 3.5 years 35%
Marondera Hospital August 1997 August 1995 2 years 9 years 80%
Meteorological Admin February 2001 May 2002 1 year 3.5 years 100%
Block
Source: Public Works Department (PWD) project files-2009

Contractors, consultants and project managers in Zimbabwe are finding it increasingly difficult to
attract new clients. This can be attributed to the fact that clients are increasingly becoming selective. Clients
prefer effective and efficient contractors, who have the capacity to undertake various projects in satisfactory
manner. In addition, it is not clear as to what actions need to be taken in order to improve project success
(Garbharran et al, 2012). According to Ojiako et al (2008), project success in most developing countries is
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 A Theoretical Harmonization of Critical Success Factors (CSFs) in the Construction Sector in Zimbabwe: Introducing the 3P Model

measured by the golden triangle of time, cost and quality. The high number of project failures suggests the
existence of underlying critical success factors which have not been identified. There is no doubt that
construction companies in Zimbabwe, just like any other companies elsewhere; want to increase their
competitiveness and profitability and yet they possess little to no knowledge about Critical Success Factors
(CSFs). In order to profitably survive in competitive business environments such as construction, companies
need to be fully aware of CSFs. There is greater need to identify the critical factors that lead to project success
in the construction industry in Zimbabwe.

Research Objectives
The study seeks to identify CSFs that may help to enhance project success particularly in the
construction industry in Zimbabwe. The results, however can be used in other sectors and developing nations in
the same economic level with Zimbabwe.

Significance of the study

Achieving project success is increasingly becoming more important in the highly competitive
construction sector. Identifying critical success factors which influence project success within construction
sector in Zimbabwe would apparently lead towards establishing a competitive advantage.
The economy of Zimbabwe is still struggling to operate at the steady state path since dollarization in
2009. Various concepts and policies have been adopted and the project success story dimension have not yet
been tested. Introducing the concept both at firm level and country level will be of great importance and
possibly will aid in bringing in efficiency in the local production and export industry. Well completed
infrastructure is posed to be linked to high levels of production and hence transforms to economic development.

II.PROBLEMS IN THE CONSTRUCTION SECTOR IN ZIMBABWE

These are the problems that militate against Critical Success Factors (CSFs). They are a barrier to
CSFs. The Zimbabwean construction sector is plagued with various problems and these have been categorized
into the following main groups: Finance problems, Human resource problems, Productivity problems, Materials
problems and Technological problems. Additionally, many of the construction sector clients are dissatisfied with
the level of service provided and with the quality of the end product (that is, the constructed roads, pavements,
buildings, bridges and other infrastructures). However, these problems can be traced back to a number of
possible causes, including the labour intensive nature of the process (Agapiou et al, 1995; Rao et al, 2015), the
tendency of using old and outdated machinery (Nyoni & Bonga, 2016; 2017a) as well as the general situation of
socioeconomic stress currently prevailing in Zimbabwe.

2.1 Financial Problems

The construction sector in Zimbabwe is characterized by perennial finance related problems such as
high cost of financing and difficulty in getting loans (Nyoni & Bonga, 2017a). The construction sector continues
to reel under critical funding constraints, as local banks impose stringent borrowing conditions against a
background of liquidity challenges. Finance related aspects such as project cost control are, as in other sectors,
crucial in the construction sector in Zimbabwe. Basically these aspects include late payment as well as cost
overruns and design changes.

2.1.1 Late payment

Late payment (for example, of suppliers, contractors, subcontractors and even workforce) is more of a
serious problem in Zimbabwe. Nyoni & Bonga (2016; 2017a) investigated the late payment problem and
recommended timeous payments to avoid other problems such as delays and poor labour productivity. However,
setting up of trust accounts as well as the introduction of interest on payment over late payments (Latham, 1994;
Guerrana, 1997; Barrie, 1997) can be considered on dealing with late payment problems.

2.1.2 Cost overruns and Design changes

As in other countries, the Zimbabwe construction sector is characterized by project cost overruns.
According to Nyoni & Bonga (2017a), employers in the construction sector continue to lament over high cost of
production. Design changes have been found to significantly correlate with cost overruns (Barrie, 1998).
Similarly, design changes have been found to be the most significant source of construction wastage (Finiran &
Caban, 1998). A comprehensive, easy-to-understand design brief coupled with timely and clear
communication of any necessary variations to all parties concerned is one way to combat the problem.

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2.2 Human resource problems

According to Egan (1998), the workforce is the most valuable commodity in the construction sector.
However, in Zimbabwe most workers in the construction sector are not adequately experienced and yet, as
argued by Nyoni & Bonga (2016), lack of experienced labour has a great influence on productivity in the sense
that experience improves both the intellectual and physical abilities of workforce which, in turn, increases
labour productivity. Other problems include absenteeism of labour, the restraints of the project as well as lack of
well-educated and trained workforce.

2.2.1 Lack of well-educated and trained workers

This a recurrent problem that also results in poor productivity in the construction sector in Zimbabwe.
Chigara & Moyo (2014), Nyoni & Bonga (2016) and Nyoni & Bonga (2017a) have already emphasized on the
importance of a well trained workforce. Lack of highly trained and skilled workers in the construction industry
in Zimbabwe, as noted by Nyoni & Bonga (2016), could be attributed to high capital flight experienced in the
country owing to economic hardships; which have seen more workers from virtually all sectors of the economy,
crossing borders in search of greener pastures.

2.2.2 Absenteeism of Labour

Absenteeism can create enormous problems for the construction industry, seriously affecting planning
by reducing the effectiveness of teamwork and output, and by causing plant and machinery to stand idle (Burch,
1992; Lim & Alum, 1995). The Business Round Table (1982) reported that each 1% increase in absenteeism
causes an increase in labour cost of 1.5%. Therefore, reducing absenteeism can lead to reduced labour cost.
Additionally, DArchy (1995b) noted that absenteeism accounts for a loss of 5-15% of available work-time on
site.

2.2.3 Time constraints and excessive overtime

Normally contractors are involved in tight schedules to complete phases of work or entire projects,
resulting in a need to accelerate construction programmes and increase working hours. Excessive overtime has
been found to be counterproductive (Thomas, 1992; Proverbs et al, 1999). Work schedules that extend beyond
40 hours per week reduce labour productivity and create excessive inflation of labour of labour costs, without
material benefit to the completion schedule (Business Round Table, 1991). Hence, the use of overtime to
internalize time restraints not only inflates construction costs but also inhibits long term improvements in
performance.

2.3 Productivity problems

The average construction worker is only productive for 40% of the time, the remaining 60% is spent
moving from one task to another or waiting for materials and/or instruction (Gray & Flanagan, 1989). A recent
study by Nyoni & Bonga (2016) revealed that construction sector labour productivity in Zimbabwe is mainly
impaired by the following factors: late and or non-payment of wages and salaries, non-payment to suppliers
causing stoppage of materials delivery to sites and/or shortage of materials, availability of experienced labour,
education and training, incomplete drawing and late issuance of drawings by consultants; availability of
information technology, health and safety, supervisory incompetence, shortage of water and power supply,
performance appraisal, participative management, and employment benefits. According to Cox and Townsend
(1997), the fragmented structure of the industry also contributes towards the productivity conundrum. Egan
(1998) reported within this structure, each party involved has become less trusting, more self-interested and
adversarial. In an effort to reduce exposure, risks are usually passed down to the next layer in the supply chain.
This therefore implies that there are many interfaces and possible conflicts that ultimately lead to increased cost
and reduced efficiency and productivity.

2.4 Materials problems

In the construction sector in Zimbabwe, just like in any other country, materials constitute a significant
proportion of the total cost not construction. Previous studies such as Illingworth (1987), Skoyles (1992) and
Proverbs et al (1995) have drawn attention to the excessive waste of materials on site. According to CIRIA
(1991), at least 10% of all raw materials delivered are wasted through loss, damage and over ordering. Recent
empirical studies in the Zimbabwean context by Nyoni & Bonga (2016) show that material shortages on site are
caused by non-payment to suppliers. Similarly Nyoni & Bonga (2017a) note that in Zimbabwe some
construction projects nearly come to a halt due to material shortages. This has been made worse due the current
liquidity crisis that has made it difficult for contractors to procure materials in time and in right quantities

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(Nyoni & Bonga, 2017a). Other hand, as noted by Nyoni & Bonga (2017), materials suppliers are reluctant to
supply materials on credit because contractors will normally pay suppliers only when they themselves are paid.

2.5 Technological problems

Due to its labour intensive nature, the use of plant and machinery in the construction industry has been
relatively less than that used in other industries such as manufacturing and processing. However, the scale of
modern construction work, the need for competitiveness and the demand for shorter construction times, make
the extensive (efficient) use of equipment not only essential but also inevitable. In Zimbabwe, recent empirical
studies such as Chigara & Moyo (2014), Nyoni & Bonga (2016; 2017a) reveal that most construction companies
in Zimbabwe still rely on old and outdated plant and machinery. According to Mhlanga (2017), construction
companies in Zimbabwe have found themselves trapped between shrinking profit margins and stagnant
production, meaning that companies in the sector are unable to generate the profit necessary to invest in critical
technology. The use of adequate and modern plant and machinery in the construction sector in Zimbabwe will
spur productivity and competitiveness. However, the amount of time that plant is unused can be as much as
90%. This low plant utilisation places a capital burden on the contractor (Kingston, 1995) and this is very
common in the construction sector in Zimbabwe. According to Kingston (1995), plant utilisation cannot be
ignored if contractors are to reduce construction costs.

III. A GLIMPSE ON PROJECT SUCCESS CONCEPT

Project success is an abstract concept and determining whether a project is successful is subjective and
extremely complex (Parfitt & Sanvido, 1993; Chan, 2000), it is commonly talked about and yet very hardly
settled upon (Baccarini, 1999). The attitudes on project success have developed gradually over the years from
simple explanations that were restricted to the implementation phase of the project life cycle to explanations that
reflect the gratitude of success over the whole project and product life cycle (Jugdev & Muller, 2005).
Lewis (2005) states that project success can be defined as meeting the required expectation of the
stakeholders and achieving its intended purpose. Project success factors are elements of a project that can be
influenced to increase the likelihood of success (Kerzner, 1987), these are independent variables that make
success more likely (Muller & Turner, 2007). Lashbrook (1992) conclude that the project is successful when the
project owner is satisfied with the quality of the output, while the completed project met the predetermined
budget and time. Success on a project means that certain expectations for a given participant were met, whether
owner, planner, contractor or operator (Alias et al, 2014). However, these expectations may be different for each
participant (Sanvido et al, 1990) and hence the study of project success and critical success factors is widely
regarded as essential for proper project delivery. Successful building construction projects are those projects
finished on time, within budget, in accordance with specifications and to stakeholders satisfaction (Chua et al,
1999; Puspasari, 2005; Ogunsemi, 2006; Yaman, 2007; Cheng et al, 2009; Cheng et al, 2011).
Pinto & Slevin (1988) suggested that project success should have two major components: issues
dealing with the project itself (time, cost, performance) and issues dealing with the client (use, satisfaction,
effectiveness). Project Success (PS), Project Management Success (PMS) and Project Performance (PP) can
confuse readers sometimes because the terms have been used differently by different authors in construction
management literature. PP usually refers to PS. Morris & Hough (1987) cited in Han (2012) note that PS is
measured only after the project is completed.
De Wit (1988), Atkinson (1999), Lim & Mohammed (1999), Cook-Davies (2002) and Takim et al
(2004) have all differentiated PS (measured against all the overall objectives of the project) against PMS
(measured against the widespread and traditional measures of time, cost and quality). The concept of success in
a construction project according to some researchers is corresponding to efficiency and effectiveness measures
(Bruddney & England, 1982; De Wit, 1988; Pinto & Slevin, 1988; Pinto & Slevin, 1989; Smith, 1998; Belout,
1998; Atkinson, 1999; Crawford & Bryce, 2003 cited in Takim & Adnam, 2008). Efficiency measures deal with
time, budgets and specifications; effectiveness measures refer to achievement of project objectives, user
satisfaction and the use of the project (Takim & Adnam, 2008). Moreover, it is clear that different usage of these
concepts is apparently dependent on when it is measured and on which criterion being used.

IV.CRITICAL SUCCESS FACTORS (CSFS)

During the project life cycle, certain factors are more critical to project success than others; these
factors are called Critical Success Factors (CSFs). CSF refers to limited number of areas in which satisfactory
results will ensure successful performance for the individual, department, or organization (Rockart & Bullpen,
1981). CSFs are characteristics, conditions or variables that, when properly sustained, maintained, or managed,
can have a significant impact on the success of a firm competing in particular industry (Bruno & Leidecker,
1984). CSFs, as defined by Friesen & Johnson 1995), are the things an organization must do well to achieve its

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strategic goals which represent those managerial and enterprise area that must give special and continued
attention for high performance.
Wideman (2002) defined CSFs as those measurable factors, listed in order of importance, that when
present in the project environment are most conducive to the achievement of a successful project. Ranking of
factors is deemed crucial to ensure project success. Nguyen et al (2004) state that CSFs are defined as any
engine or influential element such as knowledge, skill, behavior, methods, and attributes that have an impact
resulting in performance success and project success. According to Rockart (1979), CSFs are specific to the
context and must be tailored to the industry, company and individual. CSFs can also be defined as those factors
that are both necessary and sufficient for a project to be completed successfully. CSFs, as noted by Lim &
Mohammed (1999), can not only contribute to a projects success, but even its failure.

Various authors have looked at the concepts of CSFs. The table below shows the reviewed literature on CSFs:
Author Critical Success Factors (CSFs) identified
Pinto & Slevin (1988) Mission, top management support, schedule, client consultation, personnel,
technical, client acceptance, communication, feedback, and trouble shooting

Chua et al (1999) Project characteristics, contractual arrangements, project participants and

interactive processes

Chan et al (2001) Project team commitment, contractors competences, risk and liability assessment,
clients competences, users needs and constraints by users

Yu et al (2005b)
Fortune & White (2006)
Saqid et al (2008); Babu & Sudhakar
(2015)
Gunasekera (2009)
Garbharran et al (2012)
Banaitience & Banaitis (2012)
Wazari (2012)
Elias et al (2014)
Sugumaran & Lavanya (2014)
Project related factors, human related factors, process related factors, input-related
factors and output related factors
Goals and objectives, performance monitoring, decision maker(s),
transformations, communication, environment, boundaries, resources and
continuity
Project management factors, procurement related factors, client related factors,
design team related factors, contractor related factors, project management related
factors and business & work related factors
Time related factors, cost related factors, and quality related factors
Comfort factors, competence factors, communication factors and commitment
factors
Unclear or unattainable objectives, poor scoping, poor estimation, budget based
on incomplete data, contractual problems, delays, quality concerns and
insufficient time for testing
Project emission, top management support, project schedule plans, clients
consultations, project personnel, technical task, clients acceptance, monitoring &
feedback, communication and trouble shooting
Project management action, project procedures, human factors, external issues and
project related factors
Decision making effectiveness, project managers experience, contractors cash
flow, contractor experience, timely decision by owner or owners representative,
site management, supervision, planning effort, prior project management
experience, and clients ability to make decision

Amade et al (2015) Efficient and effective procurement process/method, effective communication

management, adequate planning, leadership skills of the project management,
weather conditions, and effective coordination of project activities
Tsiga et al (2016) Project organization, project manager competence, project risk management,
project team competence and requirements management

Silva et al (2016) Adequate communication among all participants, effective quality assurance
programme, top management support & commitment to the project, availability of
advanced/new technologies/construction equipment, detailed project planning,
estimations & scheduling among the 19 factors identified

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The study, based on reviewed literature, has proposed a framework (the 3P Model), which links project
success to various categories of the impacting critical success factors as shown in the figure below:
Figure 1. The 3P Model

Project Stakeholder Related

Category

Project Management Related

Category PROJECT SUCCESS

Procurement Related Category

SOURCE: Authors Design

The 3P model shows that construction project success is influenced by three (3) categories of critical
success factors which are: project stakeholder related category, project management related category and
procurement related category. The 3P model is a conceptual framework that goes a long way in uncovering
those areas which matter most during the project life cycle. This model is useful in both private and public
construction projects.
The table below summaries the identified factors in their respective categories:
Category Critical Success Factors
Project Stakeholder Related Project manager related factors:

Prior project management experience

Project managers experience

Technical capability of project manager

Leadership skills
Client related factors:

Clients influence

Clients experience

Clients emphasis on high quality construction

Clients emphasis on low cost construction
Contractor related factors:

Contractor experience

Contractors cash flow

Extent of subcontracting

Site management
Design-team related factors:

Design-team experience

Project design complexity

Delays and or mistakes in producing design documents
Project Management Related
Trouble shooting

Communication system

Planning effort

Decision making effectiveness

Project monitoring

Formal dispute resolution process

Incentives
Procurement Related
Project delivery system

Project bidding method (best value bidding, negotiated
bidding or price based competitive bidding)

Project contract mechanism (lump sum, unit price or cost
plus)

Project Stakeholder Related Category

Project stakeholders are key players in the project life cycle. In the 3P conceptual model above, major
project stakeholders have been identified to be the project manager(s), the client(s), the design-team as well as

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the contractor(s). It is important to note that while there are many project stakeholders, it is generally understood
that these ones are the most important ones. Therefore, in this study, project success factors related to project
managers, clients, design-team and the contactor are considered critical success factors. Effective stakeholder
management has been reported by many authors (Young & Mustaffa, 2012) as key to construction success. The
importance of effectively engaging project stakeholders has been emphasized by Dolan (2010), who agitated
that the more passionate the stakeholders are about the project, the more likely they are in the removal of
obstacles, and the more responsive they will be in dealing with problems as they arise.

Project Management Related Category

Project management action is a key for project success (Hubbard, 1990). By using the management
tools, the project managers would be able to plan and execute their construction projects to maximize the
projects chances of success (Jaselskis & Ashley, 1991). There are so many factors associated with project
management, for example, strong monitoring and evaluation system (Saqib et al, 2008; Baccarini, 2009;
Ogwueleka, 2011; Ika et al, 2012; Alinaitwe & Ayesiga, 2013), effectiveness of coordination and integration of
project activities (Belassi & Tukel, 1996; Tan & Ghazali, 2011; Ejaz et al, 2013; Amade et al, 2015; Silva et al,
2016), effective project scheduling and budgeting, adequate team selection, training, development and
motivation, project managers competence and decision making skills (Slevin & Pinto, 1987, Saqib et al, 2008;
Banaitience & Banaitis (2012); Adnan et al, 2014; Elias et al, 2014).

Procurement Related Category

The importance of procurement factors in construction project success has been emphasized by many
authors such as Pocock et al (1997a; 1997b), Kumaraswamy & Chan (1999), Walker & Vines (2000), Saqid et
al (2008), Babu & Sudhakar (2015) as well as Amade et al (2015). According to Baccarini (2009), Tan &
Ghazali (2011), Adnan et al (2014) and Barasa (2014), three (3) attributes are used to measure procurement
related factors and these are: the procurement method (the project delivery system or the selection of the
organisation for the design and construction of the project), tendering method (the project bidding method, or
procedures adopted for the selection of the project team and in particular, the main contractor) and the contract
mechanism (also referred to as the project contract mechanism the type of contract).

V.IMPORTANCE OF CRITICAL SUCCESS FACTORS

The importance of critical success factors can be summarized in the following points:
1) Knowledge of CSFs is important because it gives the company a competitive edge, which is now
literally compulsory for every organisation which seeks to survive in the highly competitive
construction sector. This in turn will give birth to satisfied investors and clients and as a result the
construction company has no option, but to prosper!
2) Nowadays, given the fragility of the economy of Zimbabwe; the risk perspective of construction
project managers is ought to be built into CSFs. By so doing, construction project managers, make
their life easier especially when it comes to monitor activities of their organisations; because the
whole organization can be viewed from the magic mirror, the CSFs.
3) Usually it is not easy to manage a large construction project, especially in country like Zimbabwe,
whose economy is badly performing. The labour intensive nature of the construction sector apparently
implies that a large construction project will also be having a large number of workers especially in
developing countries like Zimbabwe where there is limited use of machinery. This means that there are
higher chances of having confusion within the project. CSFs apparently help everyone in the project to
know exactly what is most essential, that which they cannot do without (if project success is anything
to go by). This in turn helps workers to productively do their own work under minimum supervision.
4) CSFs help project managers create a realistic common point of reference, so that everyone involved in
the project will be able to evaluate their own progress on their own, for the sake of improving project
effectiveness and efficiency. At the same time, managers can easily measure the success of the project
based on CSFs.
5) In the construction sector, there are various specific things that are expected during a typical
construction project life cycle. Although such factors depend on the nature of the project among other
things, it is important that to highlight that such expectations are known for each specific project and
they apparently come from the project managers themselves, the clients, the consultants and other
projects stakeholders. Now, CSFs act as a bench mark on what is expected during the project life cycle.
Therefore, CSFs are a checklist, paramount for course correction. When CSFs are made clear,
managers can actually see whether what they think is realistic or not. Most of the times, upon
realization of CSFs managers decide to change their course of action because CSFs show the right way,
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the most realistic way of doing things without compromising quality, productivity and competitiveness.

VI. CONCLUSION AND POLICY RECOMMENDATIONS

There is no doubt that the construction sector in Zimbabwe plays a pivotal role in economic development.
Zimbabwe has been characterized by many uncompleted projects and hence this is termed project failure.
Failure to complete a project within stipulated time and budgeted resources is inefficiency. Construction projects
performance in Zimbabwe can be improved by prioritizing Critical Success Factors (CSFs). This study proposed
a framework, the 3P model, for critical success factors. The 3P model is envisaged to assist project managers in
shifting their attention from the numerous factors affecting project success and just focusing on CSF. However,
it is important to note that CSFs can be tailored to be company specific, sector specific or country specific.
While the proposed framework is based on literature review, it has also been adjusted to fit in the Zimbabwean
context. Construction industry practitioners are recommended to use the framework in their projects in order to
survive in the construction sector which is now highly competitive.

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