Isaac Kofi Yornu (PhD) | David Ackah (PhD)
Accra Technical University | African University College of Communication
Email: ikyornu@apoly.edu.gh | drackah@ipmp.edu.gh
Abstract
The characteristics of the construction industry have often been observed and criticised, some even questioned whether construction is actually an industry. “Is construction an industry? Note towards a greater analytical emphasis on external linkages.” Construction Management and Economics 12, 287-293), or rather a “loosely coupled system” of projects. “The construction industry as a loosely coupled system: implications for productivity and innovation.” Construction Management and Economics 20, 621-631. Construction projects have been described as coalitions of firms; a ‘number of independent firms coming together for the purpose of undertaking a single construction project and that coalition of firms having to work as if it were a single firm, for the purposes of the project’ Winch, G.M. (1989). “The construction firm and the construction project: a transaction cost approach.” Construction Management and Economics 7, 331-345. Alternatively, the parties involved in construction projects have been interpreted as organisational units joining and operating together as a single production organisation when it is advantageous; a temporary multiple organization; or a “quasi-firm” Eccles, R.G. et al (1981).
Many writers tell us why projects fail. For instance, Field tells us “Projects fail too often because the project scope was not fully appreciated and/or user needs not fully understood.” Field, Tom. (1997). Hulme tells us that “MIS projects and associated procurements take place in an environment characterized by the following: Lack of management continuity and an incentive system that encourages overly optimistic estimates of the benefits that can be attained from doing the project.” Hulme, Martyn R. (1997). And Leicht tells us that high user expectations can actually be the cause of project failure. Leicht, Michael. (1999) Hoffman says that projects fail because of poor alignment between IT departments and business users. Johnson, Jim, et al. (2001). And in another article Hoffman tells us that project managers too often act as “process cops and report compilers and lose sight of what they’re supposed to be doing – to make sure projects are running effectively”. Hoffman, Thomas July 21, 2003.
It is not uncommon to see construction projects abandoned, left uncompleted for several years, dilapidated and left to rot construction projects across the country. A careful review or study into why most of such projects are left in such states, often the intended beneficiaries complain of their objection to the location or siting of such structures and their disagreement with the government and other local council authorities. Hence this academic research into analysing the impact of project misalignment with business objectives on the overall project performance in the greater Accra construction sub-region of Ghana using the Total Quality Management (TQM) model. Since the subject of construction is broad, the focus of this research shall be on construction of housing in the Greater Accra Region of Ghana.
Keywords: Stakeholder Engagement, Defining Projects and Project Deliverables, Project Misalignment.
