Measuring Project Success Topic: Measuring Beneficiaries satisfaction versus perceptions from reconstruction and rehabilitation projects in areas

struck by Earthquake 2005 1. Introduction

In the busy and hasty morning of 8 octuber 2005, the North-eastern region of Pakistan struck by devastating Earthquake of 7.6 magnitude that results in death of 74,000 people, injured 70,000 and about 2.8 million become homeless (Tahir Andrabi, 2010). Approximately 400,153 houses, 6,298 schools, 796 health facilities, 6,440 Km roads and 50 to 70% services like communication, power, water, sanitation etc. were distructed. In that region most of buildings built without implementing building code and seismic design and hence confront huge destruction (M. Haseeb, 2011). The affected area covering over 30,000 sq.Km lies in a rough mountanious Himalayan region. Affected areas were the districts Muzaffarabad, Bagh, Neelum and Punch in Azad Kashmir and Abbottabad, Mansehra, Battagram, Shangla, Pakhtunkhawa Province of Pakistan (ERRA, 2011). Many countries, international organizations and non-government organizations offered relief aid to the region , mostly in the form of donations as well as relief supplies including food, medical supplies, tents and blankets. Workers for rescue and relief bough from different parts of the world and they come with their rescue equipment. They were followed by millitary forces of the region. Most of government officials were unavailable, some were dead, some were attending their injured and died relatives and many were in shock and confused. Hence there was no truly functioning civil administration and total dependency was on millitary (Dr. Paul W. Phister). After the rescue and relief phase organizations start thinking about the rehabilitationa and reconstruction of the area. In this regard various international organizations joined hands with government and develop master plans and projects to rebuild the area. The government of Pakistan had established an authority with special purpose of rehabilitation and reconstruction i.e. Earthquacke Rehabilitation and Reconstruction Authority. Variuos projects started by this authority to rehabilitate the area. Now after seven years the whole population is on its normal and Kohistan in Khyber

routine. In this study the satisfaction of external stackholders assessed using roadmap of customer satisfaction evaluation model proposed for construction project management by Jyh and Sheng (Jyh-Bin Yang, 2008). The research will aim to find an answer to following question; Whether the satisfaction level of local beneficieries from devliverables of reconstruction and rehabilitation projects are according to perceptions of local people? The recontruction and rehabilitation projects categorised in eight sectors, these are following along with brief elaboration; I. Housing

It includes providing safe shelter ( in the form of home or cash to rebuild home )to those become homeless, giving construction guidelines for building new homes, repairing damaged houses or demolished those in extreme danger of bieng ruined. II. Health

Rebuilding damaged hospitals, rural health centers and basic health centers, make them larger and well equipped according to rising needs. Repairing remained health units if possible or demolished if not possible to repair . III. Education

Reconstructing schools with better facilities i.e. in villages more than one room with play grounds, libraries, laborataries, staff room, drinking water and boundary walls. Similarly in cities reconstructing ruined schools with better than before situation and well facilitated. IV. Water and sanitation

Provision of safe drinking water and sanitation facilities to prevent outbreak of diseases. Rainwater drainage, hygien compaigns etc. V. Governance

It includes rehabilitation of local government machinary and offices to regulate the overall governance. VI. Power

Reconstruct and rehabilitate all grids, trannsmision and distribution systems. Building new power plants to generate more electricity considering the rising needs of the affected population. VII. Telecommunication

Relaxing th telecommunication regulatory regime, estabilishing of PCOs, rehabilitate all telephone lines. VIII. Transport

Constructing new bridges and rebuilding damaged roads. The Early Recovery Plan that proposed by UN developed joitly by ERRA provincial authorities, IASC and other implementing partners. The initial cost of project was USD 300 million. This cost was divided in many sectors as 79% for education, 75% for governance, 66% livelihoods, 47% watsan, 53% housing and 54% for support to vulnerable people (ERRA and IASC, 2006). Since 2011, ERRA had completed about 13,000 projects in all these sectors with a cost of about USD 5 billion. Thses completed projects are 55 % of total, 30% are still in under construction and 15% are on tendering stage. Among these, 162 projects on health, 4281 on watsan, 2093 of education, 397 of governance, 141 on transport, telecommunication and power had been completed besides various rehabilitation projects (ERRA, 2011). These projects face a lot of project management complexities and many of them still facing various finantial problems. However the aim of this research is to measure project success. In literature various dimensions of project success discussed. Here one of those dimension used i.e. satisfaction of benefiaries from completed projects. Because research scholars give a significant importance to this dimention.

2. Literature Review
Project success is most frequently discussed topic in the field of project management. Various measures have been offered to express the success of project i.e. meeting schedule, budget and performance goals. However different people assess the success of projects in different ways. Aaron, Ofer and Dov propose a multidimensional universal framework to assess project success. They assessed the project success along four distinct dimensions i.e. project efficiency, impact on the customer, direct and business success, and preparing for the future. The exact content of each dimension and its relative importance vary from project to project depending on nature and purpose of the projects. Furthermore they state that the traditional dimensions i.e. meeting time, budget and performance goals are not really one homogeneous dimension. Meeting project resource constraint (time and budget) is one thing, while meeting specifications is another. It is

indeed the part of second factor i.e. impact on the customers. Obviously specifications used to measure project success but at the same time they impact customer satisfaction. Hence customer satisfaction is the wider concept. It reflects not only how the project was meeting specifications, but also reflects subsequent satisfaction of the customers from the final product. It indicates that meeting specifications is not enough. Poor project definition and weak articulation of product requirements may result is dissatisfied customers even when project specifications are fully met. (Aaron J.Shenhar, 1997) In case of mega projects, the failure of projects to be turned out as designed referred to poor track record that documented for many major projects. In that case there is a need to improve accountability in decision making on very large infrastructure projects. The conventional approach replaced by alternative focusing on accountability. Four specified measures suggested to improve accountability i.e. (1) Transparency, (2) Performance specifications, (3) Explications of regulatory regime, and (4) Involvement of risk capital. Within these measures there is need to involve those groups who feel concerned about the project. If all such groups included in the project development processes for a large scale project at an early stage, the chances would become better that those conditions which people view as important to making a decision would be taken into account. Hence concerned groups should be involved to play an active role in the planning process and constructive role in defining the objectives and requirements of project. (Nils Bruzelius, 2002) In South Africa, major challenge faced by the government is the delivery of construction and maintenance projects on time, within budget and in accordance with scope. Samuel R assesses the application of project management on government projects and to make recommendations in order to improve service delivery. He selected six failed projects to illustrate challenges they faced to be succeeded. In addition to those various project failures indentified in the study of six projects also further analyzed and all projects executed by public works. The findings of his study showed that those projects failed mainly because of lack of project management skills/principles in many of the new professionals and contractors in the industry. Continues increase in price of materials and labour make the tendering too much technical and needs skillful estimators and quantity surveyors to prepare their tenders. It is evident from analysis of subject project that time management was not a key priority for the concerned contractors. Those

contractors ignore the methodology of using precedence diagrams, Gantt charts and calculations of the critical path in project planning processes. Besides this they also ignore legal requirements. Project failures caused by poor project scope can be attributed first to poor project scope definition by the government and secondly to the poor translation of the scope into design and documentation by the professional team. The clarification of roles and responsibilities also impact project management quality as it helps in fair accountability (Samuel 2008). A cross cultural study on exploring various factors on project success reveals that most important factors include improved managerial ability to deliver results in time and at cost, considering stakeholders influence, stakeholders endorsement in project planning and rich project communication as well as captured experience. From this research managerial ability strongly related with strong project management based on planning and cost control methodologies, whereas project impact and captured experience both depends on strong project communication. These findings suggest that project managers should devote increasing energies into rich communication both within project and within project environment. This illustrates that there should be stronger stakeholder orientation as a means for ensuring project success, whether the stakeholder is internal or external to the organization (Erling S.Andersen, 2006). Processes of learning from project reviews could help in decision making using resulting benefits in duetero-learning. This allows knowledge and learning to span across the multiple boundaries found in large-scale projects. These boundaries can be internal i.e. communities of engineers, management discipline, business units or whole organizations, and can be external i.e. partners, supply chain and stakeholders. Project learning can be act as a means of improving project management by realizing past faults and techniques. It provides sufficient information for others to draw up more detailed plans and also highlights areas of improvement (Paul A.Fuller A. R., 2011) For success of construction projects research reveals many core factors to consider significantly during construction site layout planning i.e. good site rout plan, enough storage space, good material handling plane, large equipement and material handling plan, good contruction methods used, good positioning of material,enough space planning for material and equipment, good access, site located in urban space, good contractor planning, good traffic control, site located

besides an emplty space,deep excavation and good planning of sequence of work. construction site layout planning takes a significant place in larger construction projects. However, it is an ignored area in construction management science. The core factors discussed if considered while construction site planning then it seeks to maximize the construction efficiency by minimizing the friction from the site layout. There can be many factors influencing the construction site layout, hence before planning for site engineers must go through previous similar works and review the projects of similar nature to draw his own checklist of various factors influencing the site layout. Checklist of factors help in decision making through deep considerations when examining the situation. Poor construction site layout can be disaster in center of city (Hamza Abdul Rehman, 2012) Most often projects run under the umbrella of programs. Hence efforts used to make successful programs would lead to success of many projects. There are four dimensions of measuring program success i.e. (i) delivery capability (ii)organizational capability (iii) marketing capability (iv) innovative capability. Delivery capability reflects program success from a tangible benefits perspective whereas other three dimentions reflects program success from an intangible benefits perspective. Efffect of program context and program type also analysed on program success. Program contexts do not directly impact program success, although they direct managerial context for program manager, hence program context need to be managed carefully. Program types are not manageable in most cases, program managers should put their efforts more into program context charactristics. Delivery capability is shown as the most importan dimension in program success. This differentiates the portfolio management from program management. In case of portfolio management the main focus is on optimization of outputs and resource allocation for indevidual project. In program management the main focus is on delivery of planned benefits or strategic objectives (Jingting Shao, 2012). The success of project had gradually shifted from project efficiency to project effectiveness. The subject of project success assessment is on delivering project deliverables. Projects are about managing expectations , and expectations have to do with perceptions on success. Project succes is a complex and ambigous concept and it changes over the project and product lifecycle. Various indicators used to measure success and among them developing stackholders list and determining their satisfaction criterias are most important. Hence researchers suggest to develop

good relationships and effective communications with the key stackholders and in particular, project sponsors because their involvement, commitment and appropriate decisions for the project will be essential to achieve project success (Kam Jugdev, 2005). In the present study the success of rehabilitation and reconstruction projects launched after the devastating Earthquack of 2005 measured through beneficiariess satisfaction. Six years had been completed after the Earthquake and lives in affected areas now on routine. Variuos projects completed and indegenous people are habituating new constructed homes, schools, hospitals, roads, markets, offices and all other sorts of buildings. This study asses whether those affected people are satisfied from all such projects? This will tell a real success of project as according to various researchers communicating and involving stackholders in project planning is one of the essentials of project success and local beneficieries are key stackholders.

3. Theoretical Framework of Research This portion elaborates the purpose of research and its tentative insight along with the track followed to complete the research 3.1. I. Objectives Measuring perceptions of beneficiaries from reconstruction and rehabilitation projects. II. Measuring satisfaction of beneficiaries from reconstruction and rehabilitation projects. III. IV. 3.2. I. II. III. Analyzing gap between perceptions and measurements. Concluding results and proposes recommendations accordingly. Hypothesis Beneficiaries have high expectations from projects Beneficiaries have relative satisfaction from projects There is a significant gap between perceptions and satisfaction

3.3.

Research model

The research model shows the connection of research variables with research concepts to achieve designed objectives about the various areas of rehabilitation and reconstruction projects. Figure1: Research Model

4. Probable findings
In the Earthquake 2005, almost all infrastructures ruined and block all life activities. Various public sector organizations start working in disaster management to pick up the affected population from severe shocks and also to save them from any such more devastating event by adopting preventive measures. In this regard, after fulfilling rescue and relief phase of disaster management organizations start working in reconstruction and rehabilitation that also includes adopting preventive measures. Reconstruction and rehabilitation is the last phase of disaster management cycle. It takes a long time to complete after such a devastating event. The government of Pakistan developed an authority to aggregate all reconstruction and rehabilitation work from various organizations and also to represent a platform for investors. Various projects designed by ERRA and local population were also aware of those projects. Media and government officials make high representations about the deliverables of projects

and in return local population put huge perceptions from outcomes of construction projects. Now after seven years various projects completed and local people are enjoying their facilities. The results of present study will tell us that whether the completed projects meeting the perceptions of local people? In other words, the satisfaction of local people will be measured against their perceptions. It is possible, that may be projects are not according to perceptions of local people but still they are satisfied. Simultaneously, local people may not satisfy because deliverables are not according to their perceptions. Besides these, may be deliverables are according to their perceptions but there are still other factors that make them dissatisfied. The outcomes of this research will highlight many hidden factors that help further in improving project management in many fields by introducing new dimensions. References 1. ERRA and IASC. (2006). ERRA-UN Early Recovery Plan. ERRA. 2. ERRA. (2011). Rebuilding Lives. Newsletter Special Edition 8 October 2011, Earthquacke Reconstruction and Rehabilitation Authority. 3. Hamza Abdul Rehman, C. W. (2012). Knowledge Aquisition Using Psychotherapy Technique for Ciritical Factors Influencing Construction Project Layout Planning. Project Management Journal , 43 (1), 50-64. 4. Jingting Shao, R. M. (2012). Measuring Program Success. Project Management Journal , 43 (1), 37-49. 5. Jyh-Bin Yang, S.-c. P. (2008). Developement of Customer Satisfaction Evaluation Model for Construction Project management . Building and Envirnment , 43, 458-468. 6. Kam Jugdev, R. M. (2005). A Retrospective Look at Our Evolving of Understanding of Project Success . Project Management Journal , 36 (4), 19-31. 7. M. Haseeb, X. A. (2011). Construction of Earthquack Resistance Buildings and Infrastructure Implementing Seismic Design and Building Code in Northern Pakistan 2005 Earthquack Effected Areas. International Journal of Business and Science , 2 (4), 168-177. 8. Nils Bruzelius, B. F. (2002). Big Decisions, Big Risks. Improving accountability in mega projects. Transport Policy (9), 143-154.

9. Paul A.Fuller, A. R. (2011). Improving Project Learning: a new approach to lesson learnt. International Journal of Managing Projects in Business , 4 (1), 118-136. 10. R, S. (2008). Effective and Efficient Project Management on Government Projects. University of Free State, Department of Quantity Surveying and Construction Management. Bloemfontein: National Department of Public Works. 11. Tahir Andrabi, J. D. (2010). In Aid We Trust: Hearts and Minds and the Pakistan Earthquack of 2005. Developement Research Group, Human Developement and Public Service Team. World Bank.