Despite their planning and risk management efforts, owners are still finding that a sizable percentage of their projects are either failing or aren’t coming in anywhere near on time or on budget.
More than half—53%—of owners say they suffered one or more underperforming projects in the previous year, a number that rises to 61% for larger organizations, according to KPMG International’s ninth annual Global Construction Survey 2015, based on interviews with 109 senior leaders from private and public organizations around the world that conduct construction activity.
Only 31% of respondents’ projects over the past three years came in within 10% of their budgeted cost. And only one quarter of projects over that period came in within 10% of their original deadlines.
The owners imply that these failures, delays, and overruns are less the result of poor project oversight than of talent shortages and the lack of integration of project management information systems into these companies’ accounting and procurement software programs.
Most owners polled assert that their companies use formal screening, prioritizing, and approval processes for projects, including financial and risk analysis (84%). More than 80% of respondents state that the majority of their capital projects are planned. Thirty percent of respondents use a design-bid-build project delivery strategy, while 32% use engineer-procure-construct.
“All potential projects should be systematically identified, classified, screened, prioritized, evaluated and selected,” writes Jeff Shaw, Director-KPMG in South Africa. “This process must be supported by an appropriate budget allocation and monitoring process. Throughout the capital allocation process, alignment between strategic objectives and the capital project portfolio must be tested.”
The report notes, however, that owners are challenged finding qualified project management personnel. Forty-five percent of respondents say they struggle to attract qualified craft labor, planners and project management professionals.
While 64% of respondents believe their management controls are either “optimized” or “monitored,” nearly one-third concede that their controls are “standardized,” with no testing or reporting or reporting to management and only limited staff training.
Most construction companies rely heavily on software to manage projects. Fifty-five percent of respondents say they are “satisfied” or “mostly satisfied” about the return on investment from project management tools and training. And 73% say they are confident about the accuracy and timeliness of reports they receive from managers and contractors.
However, only about half of respondents say their organizations have introduced an integrated project management information system (PMIS). Consequently, less than one-fifth of respondents could answer “yes” definitively when asked if investments in project governance and controls have reduced project costs.
In planning for delays and cost overruns, senior executives polled identify a range of methods to calculate contingency levels. The two most popular are setting aside an specific amount of contingency for all projects (e.g., 10%), and quantitative risk analysis. “The relative sophistication of the latter suggests that owners are trying to become more accurate in their forecasting,” the report states.
Sixty-nine percent of owners polled say that “poor contractor performance” is one of the biggest reasons for failing projects, delays, or cost overruns. And there’s definitely something negative going when only one-third could say they have a “high” level of trust with pros.
More than eight in 10 respondents expect greater collaboration with contractors over the next five years. How much these relationships actually change, though, remains to be seen. The report suggests that lump-sum, fixed-price contracts, which dominate among the survey’s respondents, are one reason for the fragile state of owner-contractor relationships, primarily because they defer risk onto the contractor. And owners believe the balance of power is shifting toward them; nearly half expect to have more negotiating strength when delivering capital projects over the next five years.
KPMG International offers five steps for owners to improve the performance of their projects:
- Take a fresh approach to talent management through more effective recruitment, development, and retention strategies;
- Execute a fully integrated PMIS for swift coordination and real-time reporting;
- Demand practical targets from contractors based on realistic expectations of what can go wrong;
- Use contingency planning to control costs rather than excuse overruns; and
- Invest in relationships with contractors by creating integrated project teams.
Related Stories
| Sep 28, 2011
GBCI announces LEED fellow class of 2011
LEED Fellows represent green building industry's most accomplished professionals.
| Sep 28, 2011
Opus Group awarded contract for new Church & Dwight Co. headquarters
The campus will include two 125,000-sf Class A, energy-efficient office buildings that will be designed and constructed with sustainable practices and elements.
| Sep 27, 2011
FDI hires Allen to round out project team
Allen's experience includes managing several multi-million dollar facilities projects for Stanford University.
| Sep 19, 2011
Portland team hired as LEED and commissioning consultants for $5.5B downtown sustainable project in Qatar
The $5.5 billion sustainable downtown regeneration project underway by Msheireb Properties will transform a 76 acres site at the centre of Doha, Qatar’s capital city, recreating a way of living that is rooted in Qatari culture, attracting residents back to the city center and reversing the trend for decentralization.
| Sep 14, 2011
USGBC L.A. Chapter's Green Gala features Jason McLennan as keynote speaker
The Los Angeles Chapter of the nonprofit USGBC will launch its Sustainable Innovation Awards this year during the chapter's 7th Annual Green Gala on Thursday, November 3.
| Sep 14, 2011
Lend Lease’s role in 9/11 Memorial & Museum
Lend Lease is honored to be the general contractor for the National September 11 Memorial & Museum project at the World Trade Center site in New York City.
| Sep 14, 2011
Thornton Tomasetti’s Poon named to the Council on Tall Buildings and Urban Habitat’s Board of Trustees
During his 30-plus years of experience, Poon has been responsible for the design and construction of super high-rise structures, mixed-used buildings, hotels, airports, arenas and residential buildings worldwide.
| Sep 12, 2011
LACCD’s $6 billion BIM connection
The Los Angeles Community College District requires every design-build team in its massive modernization program to use BIM, but what they do with their 3D data after construction is completed may be the most important change to business as usual.
| Sep 12, 2011
PVs play new roles as a teaching tool
Solar installations are helping K-12 schools around the country save money and teach students the intricacies of renewable energy sources.
| Sep 12, 2011
Living Buildings: Are AEC Firms up to the Challenge?
Modular Architecture > You’ve done a LEED Gold or two, maybe even a LEED Platinum. But are you and your firm ready to take on the Living Building Challenge? Think twice before you say yes.