Abstract
M.Ing. (Engineering Management)
The triple constraint considerations in construction projects determine failure or success of projects. The key reasons of a winning project comprise of identification, monitoring, control and management of projects risks. Projects, over the years, failed to be completed within the contracted triple constraints.
The persistent failure of construction projects in South Africa contributes to lack of development in skills and infrastructure. It is hypothesized that a deeper comprehension of the triple constraint and strategic management may supplement success of construction projects.
It is difficult to complete projects within the stipulated triple constraint elements due to the high degree of unforeseen circumstances. Although the success of construction projects is confined to the triple constraint, the projects successes can also be influenced by other external factors and intra-management of the triple constraint including trade-offs.
The ever escalating societal demand makes it a necessity to keep up through intensive investigation into construction projects. Communication breakdown is one of the sources of errors and is therefore essential for practicality of the survey in the investigation. A questionnaire was chosen for the survey.
The collected data was organised into qualifications and experience and was presented in a tabular and graphical formats. Due to the anticipated reluctance to participation, a larger number of people were engaged.
Contrary to the contextual information, the fieldwork survey indicates that projects are successful relative to the triple constraint elements. The success or failure of projects is largely founded on the triple constraint elements except for contractors who in addition to the triple constraint cite other factors. The scarcity of engineering and construction skills in South African government is hurting success of construction projects and therefore infrastructure and skills development and sustainability.
In conclusion, both the contextual and fieldwork survey attribute failure of construction projects to lack of understanding and poor management of the triple constraint elements and trade-offs. These conclusions are however limited to failure to survey all project management data, sample size, ability to address questions and honesty of participants.
A further study into a bigger sample of this specific study is proposed.