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The purpose of this paper is to discuss the development of a system that would facilitate collaboration of different participants or groups in construction project teams, so as to improve productivity and success as well as minimize dissatisfaction in the construction industry.

In order to explore the satisfaction relationship between participants of the construction project team and the importance associated with the team's satisfaction attributes, this study develops a framework that logically integrates the different clients and participants, and captures the importance associated with satisfying every participant represented in the project team.

The framework specifically provides a platform for evaluating satisfaction by carefully considering a number of vital issues: clients/project participants that make up a given construction project, attributes of satisfaction, level of importance given to the attributes, and pre‐ and post‐assessment of participants, in relation to how much they meet the defined satisfaction attributes.

The framework provides a sound and systematic foundation for developing and linking the concepts of satisfaction, satisfaction attributes and satisfaction assessment, with an aim of determining the extent by which the team members meet one another's satisfaction attributes when being assessed.

The purpose of this paper is to discuss assessment of the satisfaction levels of different members of a construction project team as a basis for meeting the needs of the client.

An integrated framework is proposed that enables a collaboration of construction clients and project participants based on the recognition of the satisfaction requirements of every participant represented in the project team. The framework is developed to prioritise the satisfaction attributes of flexible number of construction clients and project participants, and enables the integration of these participants and their satisfaction attributes using mathematical and engineering techniques.

The framework can be applied at the different phases of the project life cycle. In addition, the satisfaction levels of construction clients and the project participants can be enhanced by focussing on the values of their satisfaction attributes and improving the integration of the project team.

The paper shows that a collaboration of construction clients and project participants based on the recognition and acknowledgement of each participant and their requirements is essential to improving project satisfaction in the construction sector.

The framework captures and analyzes the level of integrated project team satisfaction. The outcome of the study will improve understanding the satisfaction requirements of every client and participant represented in a given construction project team.

The importance of the satisfaction derived by participants has escalated in all manufacturing sectors. Due to increased opposition and dissatisfied participants, the importance of participant satisfaction is being stressed in construction as well, despite the fact that only a few studies have been conducted thus far. Many stakeholders are involved in construction projects, and their satisfaction may result in having a direct effect on the successful delivery of the project. Construction projects have to do with several stakeholders; also, their satisfaction could straightforwardly impact the presentation of resulting projects. It is difficult to express participant satisfaction solely in terms of numbers. Achievement of specific objectives (successes) that lead to compensation of specific project goal could be achieved all through the recurring value–goal procedures at the design and development phases, when construction professionals are involved in the project. It can be inferred that participant satisfaction is critical to preserving the project's consistency and degree of collaboration.

Construction conflict should not be simply defined as a functional or dysfunctional element in the management process. The second generation conflict management investigates the effect of various conflict types and conflict resolution strategies to project outcomes in detail. The paper aims at investigating the complicated construction conflict management within the goal setting process in construction projects.

In order to collect the generalized data from the construction professionals in the industry, a questionnaire survey was considered suitable for establishing the component elements of research variables. Samples were randomly selected from membership records of various professional institutions in Hong Kong with direct experience in the project management processes involving the client, project manager and other project team members, and they must have experience in a (perceived) successful project. A total of 75 questionnaires were fully completed and returned finally.

The findings in the questionnaire survey indicate that moderate level of conflict can improve satisfaction until a certain point whereby the satisfaction diminishes as conflict escalates. To yield an optimum level of satisfaction, conflicts have to be stimulated in the goal setting process and solved among the project participants by adopting the integrated style, neutral attitudes towards emotional‐rational dimension and task‐relationship dimension of conflict.

This study cannot definitively state the causal direction of the hypothesized relationships. Further research such as case studies and qualitative data analyses are recommended in order to investigate these causal relationships as is relevant to construction projects.

Integration is the most appropriate method for solving construction problems, as it concerns both self and others in the management process. Project participants have to balance their conflict resolution approach between the task and relationship and their subjective emotion with objective rational system for solving conflicts when using integration style.

The study shows that both conflict and conflict resolution in the goal setting process are essential components influencing the final outcome (satisfaction) and that solving conflict using the integration style would mean arriving at the best value (goal) in the decision process as well as improving the level of participant satisfaction

The construction industry needs effective methods for gathering and utilizing performance information on industry, company and individual project levels. Such benchmarking (BM) information can be collected from project participants’ bi-directional evaluations of each other’s performance during construction projects. The purpose of this paper is to present the method and discuss the features of a multi-company project evaluation system as a BM tool. Also the accumulated results, based on the extensive BM database in the Finnish construction industry, are investigated.

The web-based project evaluation tool was established in 2007 as a joint research project between the Helsinki University of Technology, construction organizations and main associations widely representing the construction industry in Finland. The evaluation method is based on soft, subjective measures, such as client satisfaction and project participants’ satisfaction. The empirical observations of the study are based on over 5,500 evaluations during which the BM system was used in the Finnish construction industry.

The use of the evaluation is presented as a multi-level BM tool to evaluate the performance of different discipline groups on project, company and industry levels. The Finnish case shows an example of the industry-level performance BMs of project consultants, main contractors, sub-contractors and architects/designers. The BM categories include project management, staff, collaboration and project goal accomplishment. According to the results, the participants are satisfied with each other’s performance. However, main development targets in the Finnish industry are related to risk management and managing design. Also, the development of sub-contractors’ selection procedures will contribute to the performance of the industry.

The industry-level feedback is linked to the Finnish construction industry. Similar studies in other countries would enable international comparisons.

Client satisfaction and project participants’ satisfaction have been identified as one of the key factors affecting project success. With the help of mutual project evaluation, different BMs enable organizations to monitor their performance and to improve their operations in various areas. They also make it possible to position an organization’s performance in comparison to the competitors and help to perceive black spots in the process on project level. As a common system for the parties in the industry, the project evaluation BM system promotes quality improvement, customer orientation and collaboration between participants.

Project evaluation between the project participants’ enhance collaboration and mutual learning.

Multi-company project evaluation is a new and promising topic in performance measurement which holds potential for performance improvement through the utilization of network information and team dynamics. The study presents its wider utility as the basis of national, company and project BM.

In a construction project, “participants’ satisfaction” is one of the main dimensions used for measuring the successfulness of a project. Designers perform a major role in attaining the project goals and managing project complexity during production. The purpose of this paper is to examine the designers’ performance as evaluated by the main participants: the client, the project consultant/manager and the main contractor, and to identify the main success factors of designer performance using the participants’ evaluation. The study also aims to examine how the economic size of a project affects the project participants’ assessment of the designer’s performance. It is assumed that as the size of a project increases, so does the complexity of the project, which will affect the scope of work and demands on the designers’ operational performance for the specific project level.

The Finnish project evaluation and benchmark database was used in this study as empirical data. The quantitative data consists of surveys on the project level and are based on a multi-dimensional standard evaluation wherein the main participants evaluate each other’s performances. The client, project consultant and main contractor evaluated the designer’s performance. The data of the study consisted of a total of 892 evaluations. ANOVA analysis was used to examine the differences between the project participants’ assessments based upon the different economic sizes of the projects.

Contractors were satisfied with the designers’ performance in small projects, whereas the client and the project consultant/manager rated the designers’ performance most successful in large projects. This result may be due to small projects are typically simple and less complex, in which case design solutions are generally well-defined. Nonetheless, the participants’ level of satisfaction follows the same factors. The main problems in the designers’ performance were related to the design content: the flawlessness and comprehensiveness, as well as the compatibility and consistency of designs. These factors were emphasized particularly in the client’s low satisfaction of the designer’s performance. However, project participants were satisfied with the collaboration with designers; however, room for improvement could be found in internal communication and collaboration within the design teams. The findings illustrated that the assessment of the success rate of a project was party-specific, which was clearly affected by the size of the project, as large projects appeared to be more complex than smaller ones.

The findings suggested that there is a need to develop project-specific practices in managing multidisciplinary design teams. Additionally, particularly in large projects, designers should focus more on solving problems and design requirements occurring at the construction site. However, this should be implemented in such a way that this does not interfere with the design activities conducted with the client and project management. While client satisfaction is low in the small projects, designers should focus more on customer-oriented methods to serve client needs better.

In construction project management studies, there is a need to measure the importance that various participants assign to different success factors. Since project success factors depend on project type, a more project-specific approach is suggested to identify the main parameters for measuring project success. This study provides a holistic approach of the designers’ performance, which contributes to the theory of project success and designers’ performance improvement.

Design-build (DB) has become widely prosperous in recent years. This new approach could be applicable to construction projects in either developed or developing countries. However, the implementation process of DB in Vietnam encounters difficulties due to the unfamiliarity and inexperience with the approach. This study aims to identify the correlation and causality between critical success factors (CSFs) and DB project performance measured by key performance indicators (KPIs).

A questionnaire was used to collect the project data from public and private sector DB projects in Vietnam. The correlation between CSFs and KPIs was identified through correlation analysis. Then, the causality was explored through regression analysis.

The results of correlation indicate that parties’ capabilities play an important role in determining the success or failure of DB projects. In addition, the results of causality highlight six CSFs which significantly affect DB project performance, including resolving conflicts quickly; effective overall managerial actions in planning, organizing, leading and controlling; project participants’ satisfaction with the financial return from the project; competent multidisciplinary project team; project team members’ good/active attitudes to the job; and adequate funding throughout the project. It was also shown that there is no significant difference about the project performance between public and private sector DB projects.

Identifying the correlation and causality between CSFs and different aspects of DB project performance could help project participants to know the controllable CSFs on which they must focus more. Hence, they could manage these CSFs properly to increase the chance of meeting time, cost and quality objectives of DB projects in which they are involved and achieving the owners’ satisfaction.

The findings of this study could provide project participants in Vietnam, as well as similar developing countries, with a better understanding of the impact of CSFs on different aspects of DB project performance. Hence, they could make effective CSFs-based improvements on their management-oriented approaches to enhance different aspects of DB project performance.

Public-Private Partnership (PPP) model still contains the obstacle in partnership, which can lead to different satisfaction between project participants. Therefore, project managers need to consider stakeholder satisfaction to ensure success in PPP implementation. However, this problem is limited in the previous studies in developing countries. The purpose of this study is to evaluate stakeholder satisfaction of PPP transport projects in developing countries.

A total of 15 satisfaction factors were identified and four main groupings were introduced by a review of the literature and expert interview rounds, including satisfaction of general public, satisfaction of private sector, satisfaction of government and satisfaction of end-users. A PPP expressway project in Vietnam was used to illustrate for this analysis. Data were collected through a questionnaire survey with 31 validated responses. The fuzzy synthetic evaluation method was then applied to evaluate satisfaction index for the stakeholder satisfaction of PPP transport projects in Vietnam as a developing country.

The analyzed result showed that the project participants are basically satisfied with gained outcomes of the experimental project with the satisfaction index = 3.46. Specifically, the general public expressed that they are “satisfied” with satisfaction index = 4.08. Meanwhile, end-users, government and private sector are “basically satisfied” with the project outcome (the satisfaction index of 3.31, 3.16 and 3.04, respectively).

This study provides more depth understanding of the satisfaction factor with transport infrastructure service in developing countries through PPP procurement. In addition, the decision-makers might utilize this evaluation model for rating the stakeholder satisfaction of real PPP projects to ensure project success.

Essentially, performance evaluation is a human behavioural phenomenon involving a cognitive perceptual process. Project performance has two attributes, at least: (1) the individual's expected performance (manifested as assigned goals); and (2) the individual's perceived actual performance. Evaluation comprises the comparison of these two attributes. The present paper develops a research model for project outcome evaluation designed to examine the effects of the two moderators, goal commitment and project complexity, on the perceived project performance of project participants. It is postulated that: (1) there is a positive monotonic relationship between goal difficulty and performance, but that this is moderated by project complexity; (2) difficult goals lead to higher performance, but that this will happen only when the project participant is committed to the goal; and (3) the transferability of critical success factors to enhance/improve the performance of subsequent projects has to be examined and applied in the light of the effects of these two moderators on project performance.

Sustainable building development involves several stakeholders, team participants and their fulfilment can affect the performance and outcome of succeeding construction development. The effect of the individual or human component is one of the most desperate reasons for the realisation of any progress in the building sector. Organisations are developing an increasing number of project teams to meet diverse organisational goals as they acknowledge the value and importance of project teams. However, in order to ensure that the project team achieves positive results, management, particularly the project manager, must focus on crucial elements such as team satisfaction. Project success can be influenced by team satisfaction. The project leader usually oversees and manages the team, organising and managing project activities between stakeholders and other team members. The study found that gratitude, enhanced morale, increased responsibility, putting in extra effort and job quality are all reasons why team satisfaction might affect a construction project's success.