Determinants for effective performance of external project management consultants in Malaysia

Abstract

Purpose The use of external project management consulting firms (PMCs) in construction projects has not been widely accepted by practitioners in Malaysia because of several failed experiences in public projects. This study aims to investigate the important roles of PMCs, the key factors contributing to their effective performance, and the appropriate measurement criteria for assessing performance. Design/methodology/approach A list of potential PMC success factors and performance measurement criteria was initially obtained from a literature review and verified by a panel of selected experts. Opinions from the experts regarding the important roles of PMCs were also analysed. An industry‐wide survey questionnaire was then developed to collect data from industry practitioners who had recent hands‐on experience working with PMCs in construction projects. Finally, the PMC success model was formulated based on the responses of the industry‐wide survey. Findings Significant roles of PMCs were determined, as well as 12 underlying PMC success factors and five important criteria for assessing PMC performance. Practical applications of the PMC success model devised from the identified success factors and measurement criteria were also highlighted. Originality/value The findings of this study can help industry practitioners who are working or planning to work in projects implementing the PMC concept in Malaysia to gain an enhanced understanding of how to apply the concept effectively, leading to increased benefits of appointing PMCs and promoting the utilisation of the PMC concept in the Malaysian construction industry.

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