Project management for sustainable buildings: a comprehensive insight into the relationship to project success

Abstract

Purpose

The paper aims to identify core components for managing sustainability in construction-building projects and to understand how these components support each other to achieve project success. It proposes a model for sustainable project management (SPM) to achieve sustainable project success (SPS).

Design/methodology/approach

The research utilised structural equation modelling to empirically test the conceptual model and the hypotheses associated to the 35 project-management related success factors and 24 performance criteria identified in literature review. Data was collected through 143 questionnaires carried out with construction professionals who have minimum two years' experience in sustainable building projects across the UK. Mediation analysis was used to identify the inter-relationships between the variables and components in the model.

Findings

The paper developed a model for SPM which consists of five components: (1) sustainability goal definition, (2) project team enhancement toward sustainability, (3) planning for sustainability, (4) sustainability assessment and (5) stakeholder management. Stakeholder management and sustainability goal definition were found to have a significant and direct impact to the achievement of SPS. The other three were found to generate an indirect but important impact on the SPS. The results showed that attention should be paid to all five components to fully support the development of sustainability in projects.

Research limitations/implications

Regarding the research approach, the generalisation of this research's findings is limited to the construction industry in the UK and similar developed countries.

Originality/value

This paper provides a further understanding of the inter-related effects of SPM and their impact on SPS.

Citation

Phung, Q., Erdogan, B. and Nielsen, Y. (2023), "Project management for sustainable buildings: a comprehensive insight into the relationship to project success", Engineering, Construction and Architectural Management, Vol. 30 No. 7, pp. 2862-2878. https://doi.org/10.1108/ECAM-09-2021-0766