And funders do not always know, understand or recognize the organisational concerns of project contractors, they often agree with certain key and obvious factors that contractors associate with successful delivery of public utility projects. Project organisation is also hampered a lot of times by project owners’ perceptions and assumption of their roles during project implementation (Woodhead & Halpin, 1980). For instance, non-involvement in early planning stages and delayed provision of vital information by project owners has also hampered project delivery to large extents. Project organisation and delivery have also been hampered by a recent trend in which increasingly larger and more complex projects are broken into smaller projects or phases.
Despite the fact that project owners and other stakeholders are aware of the importance of project schedule, different approaches and strategies have often been applied in controlling project schedules. The other important considerations in the organisational success of a public utility construction project are the people involved either directly or indirectly. An effective organisation of a construction project thus requires stakeholders to be aware of and be involved in all the stages and processes to ensure that an environment that supports successful completion of projects is attained.
Thus stakeholders must be incorporated in the construction firm and project structures. In this survey, the results indicate that about 37% of the respondents were of the opinion that changes to organisational structure are rather necessary for the realization of project objectives. On the other hand, 11% of the respondents considered organisational structure changes as unnecessary while 26% said that structural changes should only be implemented when they would support the achievement of project goals.
The other aspect of change addressed by the study related to team work during organisational changes to which 73% of the project managers interviewed answered that they involve their entire teams in change implementation process. However, 27% of the respondents reported that they do not involve their teams in change implementation and management. The reasons given by project managers who reportedly involved their teams were quite divergent, among them being the need to have more points of view regarding various aspects of a project. Second teamwork helps in ensuring that all stakeholders understand and concur with any
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