Influence of scope management in construction industry projects

INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 1 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS Alberto Cerezo-Narváez, Manuel Otero-Mateo, Andrés Pastor-Fernández Universidad de Cádiz. Escuela Superior de Ingeniería. Departamento de Ingeniería Mecánica y Diseño Industrial. Avenida de la Universidad de Cádiz, 10–11519 Puerto Real, Cádiz. Teléfono: +34 956 483211. alberto.cer[email protected]s Received: 21/jan/2016 - Accepted: 22/jun/2016 - DOI: http://dx.doi.org/10.6036/MN7943 INFLUENCIA DE LA GESTIÓN DEL ALCANCE EN LOS PROYECTOS DEL SECTOR DE LA CONSTRUCCIÓN ABSTRACT: In the period 2008-2015, Spanish construction industry falls into a deep crisis, that loses two-thirds of its companies, drastically reduces its production, misses the majority of its workers, and decreases its contribution to Spanish gross domestic product to less than half. At the same time, in 2015 less than a third of projects in the worldwide construction industry end without overruns and only a quarter do so on time. Both circumstances invite to research about how to acquire competencies in project management for involved agents in the construction processes, in order to improve their performance, avoiding their failure. Project scope is the first of success dimensions, due to its globalizing nature and predictive significance, as well as for its tactical importance against changes. In this context, ISO 21500 standard meets the ideal conditions to be used as reference to model a system for project scope management that improves the construction projects performance, by adopting measures to prevent scope creep, in any of variants. Through analysis and critique of literature, those characteristics related to scope management and those related to success that generate the greatest agreement are collected. Among pre-selected features, those considered by literature as critical success factors are compiled. Then, based on a questionnaire given to construction industry professionals in Spain, the degree of importance of each factor is calculated and, finally, a structural equation model is proposed, in which it is confirmed that projects scope management decisively influences organizations sustained success. Keywords: stakeholders, scope management, critical success factors, project success, construction industry RESUMEN: En el periodo comprendido entre 2008 y 2015, la industria de la construcción en España cae en una profunda crisis, que hace desaparecer dos terceras partes de sus empresas, reducir drásticamente su producción, perder la gran mayoría de sus trabajadores y ver disminuida su contribución al producto interior bruto hasta menos de la mitad. Asimismo, en 2015 y a nivel mundial, menos de un tercio de los proyectos del sector de la construcción, finalizan sin sobrecostes y sólo la cuarta parte, lo hacen a tiempo. Ambas circunstancias invitan a investigar en la adquisición de competencias en dirección de proyectos para los agentes intervinientes en los procesos constructivos, con el objeto de mejorar su rendimiento, evitando su fracaso. La gestión del alcance de los proyectos, se presenta como la primera de las dimensiones de éxito, por su naturaleza globalizadora y significancia predictiva, así como por su importancia táctica frente a los cambios. En este contexto, el estándar ISO 21500 reúne las condiciones ideales para servir de referencia para modelizar un sistema de gestión del alcance que mejore las prestaciones de los proyectos, adoptando medidas que eviten su corrupción, en cualquiera de sus variantes. Mediante análisis y crítica de la literatura, se recopilan aquellas características relacionadas con la gestión del alcance y aquellos criterios relacionados con el éxito que mayor consenso generan. De entre las características y criterios preseleccionados, se recopilan aquellos considerados por la literatura como factores críticos de éxito. Seguidamente, a partir de una encuesta realizada a profesionales del sector de la construcción en España, se barema el grado de importancia otorgado a cada uno de los factores y, finalmente, se plantea un modelo de ecuaciones estructurales, en el que se confirma que la gestión del alcance de los proyectos influye decisivamente en el éxito sostenido de las organizaciones. Palabras clave: partes interesadas, gestión del alcance, factor crítico de éxito, éxito del proyecto, industria de la construcción 1.- INTRODUCTION The construction industry shows in Spain, during the period 2008-2015, a state of crisis that forces organizations to rethink their strategies for their current survival and future development of their activities. At a macroeconomic level, there are many indicators that reflect the severity of this situation: INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 2 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] - Production falls by 79,66% [1] - Number of workers decreases by 65,59% [2] - Trade turnover descends by 68,23% [2] - Contribution to Spanish GDP reduces by 52,22%, from 10,61% to 5,07% [3] Also concerning projects’ completion [4], in 2015 worldwide: - <31% of construction projects are completed below 110% of planned budget - <25% of construction projects are completed below 110% of planned schedule In this context of deep economic crisis, high failure rate in undertaken projects and increasing technical and socioeconomic complexity of construction processes [5], construction organizations need to establish a competitive advantage [6], by expanding market shares and/or creating new business areas; emerging project management as a solution, thanks to participate effectively in the interests and needs of clients and other stakeholders, ensuring the achievement of involved organizations [7]. 1.1.- PROJECTS’ SCOPE MANAGEMENT The first step in the implementation and control of a project management standardized methodology in the construction industry organizations, as a framework for the establishment of policies on projects, consists of managing their scope [8], establishing objectives, setting limits, specifying deliverables and ensuring the understanding of roles in the construction processes and of derived actions from agents responsibilities [9]. From the point of view of the construction industry organizations that develop projects, scope management defines them, providing, with the stakeholders analysis, the necessary especifications to describe the contract; agreeing requirements, restrictions, exclusions and potential solutions [10]; according the work to complete them [11]; planning, executing and controlling [12]; and, once completed, being validated and verifying deliverables [13]. Scope management considers what can be done in projects, why it must be done and how it can be done. Likewise, projects’ scope has a strong relationship with major restrictions, such as time, cost, quality, risks and resources [7]; being established as a precursor variable of technical performance and generated business, playing a key role in results definition and representing the strategic mission of organizations that manage them [13]. Given the diversity of guides, bodies of knowledge, bases for competence, good practices and recommendations that are being offered by associations in project management, such as the International Project Management Association (IPMA) or the Project Management Institute (PMI), the international standard ISO 21500 [14] combines the guidelines set by them [15]: - Provide a common language - Get organized as a model that follows the lifecycle of projects - Be carried out by processes - Use concepts and needed skills to impact on performance - Be compatible with British standards BS6079 and PRINCE2, German standard DIN69901, US standard ANSI BSR / PMI 99-001-2013, Japanese standard PMAJ P2M, Australian standard AS4915 and international standards IPMA ICB and PMI PMBOK, among others Based on ISO 21500, as Figure 01 shows, a system for scope management is presented, including the considerations of the two most prestigious organizations in this field; PMI, with its research programs and development opportunities, and IPMA, with its humanistic vision. For its modelization, it’s adopted a competences-based approach from IPMA ICB4 [16], to acquire the necessary professional competencies; and a processes-based approach from PMI PMBOK 5 [17], to provide the framework in which to apply the system processes, that are grouped into these three stages: INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 3 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Integrate Changes (VSM06) Define Scope (VSM02) Structure Work (VSM04) Control Scope (VSM05) Scope Development Scope Design Scope Supervision PLANNING CONTROL Agree Requirements (VSM01) Key Stakeholders Management Team Execution Team (VSM07) Project Manager (VSM03) (VSM04) 4.3.11 Define Scope 4.3.12 Create WBS 4.3.13 Define Activities 4.3.14 Control Scope 4.3.6 Control Changes 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 4.6 Perform Integrated Changes 5.6 Control Scope 6.2 Define Activities 4.5.2 Requirements and Objetives 4.5.3 Scope IPMA ICB 4.0 PMI PMBOK 5.0 ISO 21500 2012 4.5.10 Plan and Control 3.11 Project Constraints COMPETENCES-BASED APPROACH PROCESSES-BASED APPROACH 4.5.3.1 Define Project Deliverables 4.5.3.2 Structure Project Scope 4.5.3.3 Define Work Packages 4.5.3.4 Establish Scope Configuration - During project planning: - Scope design, involving the project manager with key stakeholders, which consists of the processes of requirements agreement and scope definition - Scope development, involving the project manager and the management team, which consists of the process of work structuration - During project execution and control: - Scope supervision, involving the project manager and the management team with project implementation team, which consists of the processes of scope control and changes integration Figure 01. Development of a scope management system based on the most important international standards INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 4 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Design scope stage analyzes and converts stakeholders’ needs and expectations into requirements, in order to meet project objetives, for what to try [16, 17]: - Define both work and deliverables - Analyze requirements providers - Study agreed requirements impact - Examine assumptions and constraints - Include both intermediate and final deliverables characteristics, specifications and acceptance criteria, preliminary cost estimates and schedule milestones Development scope stage organizes and defines the work to be performed, for what to consider [16, 17]: - Communicate what to do and how to deliver the results - Identify both activities and results - Consolidate requirements - Facilitate the assignment of roles and responsibilities - Avoid the omission of tasks and their duplicity - Guide the realization of both budget and schedule - Facilitate impact analysis and communication - Integrate changes control - Reference improvement processes - Document learned lessons Supervision scope stage ensures objectives compliance and expected goals achievement, for what to attempt [16, 17]: - Measure performance - Identify variations - Take both preventive and corrective actions - Influence factors that cause scope changes - Analyze requested changes impact, studying its conditions and traceability - Ensure agreed changes are properly processed - Review deliverables - Get a formal acceptance 1.2.- ORGANIZATIONS’ SUSTAINED SUCCESS The investigation of critical success factors in the construction industry is a general strategy of organizations to address their challenges [18] and improve the efficiency of their processes [19], in order to maintain and increase their competitiveness [20]; ensuring that stakeholders expectations are adequately satisfied and that their future demands are properly treated [21]. Scope management is critical to the successful implementation of projects [22], as well as to satisfy the organization, business, customers and other stakeholders [10]. However, projects success is influenced by a wide range of additional factors, which, if neglected, damage their results [23]. Furthermore, integral success criteria must reflect the diverse interests and perspectives of stakeholders [24], leading to a multidimensional approach [25]. Principal dimensions to judge the resulting total success [26], are: - Project, including its main constraints (scope, cost, time, quality, risk and resources) - Customers, including their satisfaction and real use of project results - Organization, including its market positioning and generating profits In relation to the success of the project, consisting of the achievement of the agreed objectives [20], completing the defined scope and generating the committed deliverables [8], with the participation of stakeholders [27], two components are identified [10]: INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 5 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] - Project management success, focusing on processes and how the project is implemented - Results success, based on the effects of the resulting project products and/or services: - Compliance with strategic objectives (added value, project goals) - Satisfaction of stakeholders’ needs (efficiency, processes quality) Project management is a complex undertaking, in which is necessary to attend many variables and be alert to early signs of problems, using tools for monitoring, allowing a proactive response [28]. In this regard, activities to ensure that project management practices are effective and efficient, are directly related to project management functions [29]: - Anticipate potential conflicts arising from stakeholders’ needs and expectations - Understand the root cause of previous problems, to prevent their recurrence - Provide all necessary resources, including those for improvement, innovation and learning - Monitor, measure and analyze - Keep stakeholders informed, getting them their commitment - Develop, update and meet objectives, including setting deadlines to achieve them - Review management system and its processes, updating them if necessary - Ensure that results are consistent with strategy Organizational project management maturity lies in its capacity to success consistently. According to this base, as ISO 9004 determines [30], organizations’ sustained success is achieved thanks to its ability to meet stakeholders needs and expectations, including customers, in the long term and in a balanced way, through learning, efficient management and enviroment awareness. 2.- METHODOLOGY Investigation aims to demonstrate the influence of project scope management on the success of the project itself, in generated business and in the organization that undertakes it. To do this, project scope management defines and controls what is included and excluded from it, checks the full completion of work and prevents aggregation of work not agreed, through changes management, from identifying stakeholders, determining needs to cover, defining objectives and gathering requirements. Used methodology is the observation by questionnaire. For the collection and subsequent statistical processing of data, the free platform Google Forms is used. Based on the analysis of the received responses, through their discrete and individual quantification, knowledge under study is characterized and the relationships among interest variables are statistically contrasted. For the study, a Likert specific scale of five items 1-5 is adopted, which allows to measure attitudes and determine the degree of compliance with the proposed respondents claims, helping professionals in motivating their opinions, to capture their intensity towards those statements. In the selection of questions, a structured two-step process is followed: 1. As primary sources, from literature, an extract is performed: - Characteristics of projects’ scope management - Criteria (set of principles or standards used to judge a series of events) for organizations’ sustained success 2. As secondary sources, from literature, an extract is performed: - Critical success factors (characteristics, issues or variables that cause an essential and direct impact) in projects’ scope management - Critical success factors in projects, business and organizations After the analysis of the sources of information for the questionnaire preparation, in Tables 01a-01b, are summarized the resulting issues, in which respondents are asked, in the context of the construction industry, about the degree of importance given to each of items that are exposed: INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 6 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Codes Questionnaire items Characteristics and criteria Factors Questions about project scope design: SM01 Getting information from stakeholders and achieving their involvement [16, 17] [10, 13] SM02 Studying stakeholders’ needs and expectations and legal provisions [16, 17] [11, 13] SM03 Collecting and processing requirements into technical and functional specifications [16, 17] [5, 31] SM04 Analyzing requirements potential impact and prioritization [16, 17] [5, 11] SM05 Getting customer participation, commitment and acceptance [16, 17] [5, 13] SM06 Defining project limits and description of work to be done [16, 17] [5, 13] SM07 Analyzing constraints and considering assumptions [16, 17] [10, 13] SM08 Agreeing definition of deliverables and milestones [16, 17] [13, 31] Questions about project scope development: SM09 Sizing the project and organizing its planning [32, 33] [5, 13] SM10 Dividing work in a structured way [32, 33] [5, 12] SM11 Coordinating project activities in a effective way [7, 8] [12, 13] SM12 Checking the reliability and integrity of project planning [7, 8] [12, 13] Questions about project scope supervision: SM13 Using a project scope control system [14, 17] [11, 13] SM14 Involving the client during project implementation [16, 17] [5, 13] SM15 Establishing metrics for calculating project performance indicators [16, 17] [13, 31] SM16 Evaluating project scope regularly and making contingency plans [8, 16] [5, 13] SM17 Getting performance according to available capacities [8, 16] [5, 31] SM18 Validating and verifying the deliverables quality [14, 17] [11, 13] SM19 Implementing a project changes integrated control system [17, 34] [5, 35] SM20 Eliminating the resistance to change [16, 34] [13, 35] Codes Questions about project success: TS01 Fulfilling agreed requirements with project results [23, 24] [10, 11] TS02 Prospering customer thanks to project benefits [18, 24] [13, 19] TS03 Controlling the integrity of project baselines [23, 24] [10, 11] TS04 Guaranteeing project profitability and productivity [18, 24] [13, 19] Questions about context success: TS05 Satisfying the organization [24, 27] [5, 20] TS06 Satisfying the project manager and the management team [18, 24] [5, 20] TS07 Satisfying the project execution team [18, 24] [5, 10] TS08 Satisfying other stakeholders [18, 27] [5, 20] TS09 Satisfying the customer [24, 27] [10, 13] TS10 Satisfying final users [18, 27] [13, 20] TS11 Contributing to new projects [18, 24] [20, 26] TS12 Ensuring business continuity [18, 24] [20, 26] Table 01a. Critical success factors for projects’ scope management Table 01b. Critical success factors for organizations’ sustained success Then, once the questionnaire is full defined, it is distributed by the following media: - Firstly, to working groups, through social network LinkedIn: - AECMA Asociación Española de Construction Management - AEGC Asociación Española de la Gestión de la Construcción - AEPDP Asociación Española de Profesionales en Dirección de Proyectos - CCPM Construction Certified Project Managers PMP - CMAS Construction Management Association of Spain - DIP Dirección Integrada de Proyectos - DP Directivos y Profesionales de Proyectos de Edificios e Infraestructuras - ISO 21500 Project Management - SEARCH&DRIVE Profesionales de la Arquitectura y la Ingeniería - TL Técnicos de la Arquitectura, Construcción e Ingeniería INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 7 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Gender Units % Gender Units % Gender 103 29,01% Female 252 70,99% Male Age Units % Age Units % Age Units % Age Units % Age Units % Age 13 3,66% > 60 years 84 23,66% 46 – 60 years 228 64,23% 31 – 45 years 28 7,89% 25 – 30 years 2 0,56% < 25 years University Title (multiple answers) Units % University Title Units % University degree Units % University degree Units % University degree 149 41,97% Architecture 53 14,93% T. Architecture 7 1,97% Road, Canal and Port E. 5 1,41% Public Works T.E. 61 17,18% Industrial E. 29 8,17% Industrial T.E. 16 4,51% Computing E. 14 3,94% Computing T.E. 9 2,54% Telecommunications E. 1 0,28% Telecommunications T.E. 1 0,28% Agronomics E. 2 0,56% Agronomics T.E. 1 0,28% Naval E. 1 0,28% Naval T. E. 3 0,85% Chemistry E. 1 0,28% Mining E. 3 0,85% D. in Physics 3 0,85% D. in Mathmatics 9 2,54% D. in Business 3 0,85% D. in Economics 3 0,85% D. in Enviroment 2 0,56% D. in Law 1 0,28% G. in Tourism 8 2,25% Neither Role in Organization (multiple answers) Units % Role Units % Role Units % Role Units % Role Units % Role 117 32,95% High Direction 47 13,24% Program M. 150 42,25% Project M. 37 10,42% M. Team 111 31,27% Technician Size of Organization Units % Size Units % Size Units % Size Units % Size Units % Size 83 23,38% Big 46 12,96% Medium 57 16,06% Small 99 27,89% Micro 70 19,72% Freelance Specific Training in Project Management (multiple answers) Units % Specific Training Units % Specific Training Units % Specific Training Units % Specific Training 15 4,23% Doctorate 80 22,54% Master 26 7,32% University Expert 33 9,30% University Posgraduate 102 28,73% In University Title 107 30,14% Preparation for Certification 22 6,20% Corporate Training 72 20,28% Neither Professional Certifications in Project Management (multiple answers) Units % Professional Certification Units % Professional Certification Units % Professional Certification Units % Professional Certification 96 27,04% PMI-PMP 2 0,56% PMI-ACP 2 0,56% PMI-RMP 5 1,41% PMI-RMP 2 0,56% IPMA-B 8 2,25% IPMA-C 18 5,07% IPMA-D 4 1,13% PRINCE2 Foundation 1 0,28% APMG PMD Pro 1 1 0,28% AENOR GP 1 0,28% IESE PDD 230 64,79% Neither Experience in Project Management Units % Experience Units % Experience Units % Experience Units % Experience Units % Experience 42 11,83 > 20 years 116 32,68% 11-20 years 98 27,61% 6-10 years 64 18,03% 1-5 years 35 9,86% < 1 year - Secondly, through public lists of Spanish official colleges of professionals with legal attributions in the construction industry: - Higher Council of the Colleges of Architects of Spain - General Council of Technical Architecture of Spain - College of Road, Canal and Port Engineers of Spain - College of Public Works Technical Engineers and Civil Engineers of Spain - Higher Council of Colleges of Industrial Engineers of Spain - General Council of Technical Industrial Engineering of Spain - Thirdly, thanks to professional associations: - AEIPRO Spanish Project Management and Engineering Association - PMA Project Managers Association of Andalusia - PMI Spanish Chapters (Balearic Islands, Barcelona, Madrid and Valencia) 3.- RESULTS Once the exhibition period of the questionnaire is ended, 380 responses are received, of which 25 are rejected for not presenting respondents a demonstrable competence in project management (neither experience nor expertise). To describe the final sample of 355 individuals, a series of control questions are made, related to personal issues (gender, age and university title), with the organization in which they provide their services (size and role) and project management (specific training, professional certification and experience). Table 02 summarizes the characteristics of the sample population: Table 02. Characteristics of the study sample population INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 8 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Parameters Scope Design (VSM01+VSM02VSM03) Scope Development (VSM04) Scope Supervision (VSM05+VSM06VSM07) SM01 SM02 SM03 SM04 SM05 SM06 SM07 SM08 SM09 SM10 SM11 SM12 SM13 SM14 SM15 SM16 SM17 SM18 SM19 SM20 4,437 4,372 4,034 3,868 4,310 4,318 3,887 4,194 4,048 4,155 4,270 3,865 3,879 3,589 3,775 4,146 4,093 3,763 3,837 3,927  0,769 0,738 0,791 0,855 0,813 0,855 0,816 0,876 0,883 0,909 0,827 0,853 0,977 0,997 0,971 0,921 0,870 0,918 1,026 0,939 r i-t 0,655 0,631 0,564 0,612 0,634 0,688 0,595 0,651 0,674 0,710 0,672 0,596 0,644 0,522 0,611 0,654 0,572 0,639 0,567 0,609 Parameters Project Success (VTS01) Context Success (VTS02+VTS03VTS04) Summary TS01 TS02 TS03 TS04 TS05 TS06 TS07 TS08 TS09 TS10 TS11 TS12 VSM03 VSM04 VSM07 VTS01 VTS04 SM TS Total 4,301 4,239 4,135 4,115 4,124 3,977 3,941 3,690 4,648 4,510 4,377 4,262 4,177 4,085 3,876 4,198 4,191 4,038 4,193 4,096  0,782 0,841 0,859 0,893 0,796 0,867 0,938 0,914 0,622 0,786 0,787 0,841 0,839 0,880 0,967 0,848 0,876 0,911 0,866 0,898 r i-t 0,615 0,615 0,629 0,632 0,607 0,501 0,372 0,364 0,532 0,554 0,588 0,660 0,877 0,846 0,867 0,826 0,818 0,957 0,656 1,000 5,00 4,00 3,00 Scope Design SM01 SM02 SM03 SM04 SM05 SM06 SM07 SM08 SM09 SM10 SM11 SM12 SM13 SM14 SM15 SM16 SM17 SM18 SM19 SM20 Project Success TS01 TS02 TS03 TS04 TS05 TS06 TS07 TS08TS10 TS11 TS12 Scope Supervision Context Success VSM03 = 4,177 VSM04 = 4,085 VTS01 = 4,198 VSM07 = 3,876 VTS04 = 4,191 5,00 3,00 4,00 Scope Development 5,00 3,00 4,00 TS09 5,00 3,00 4,00 5,00 3,00 4,00 Then, it is necessary to ensure the reliability and accuracy of the measuring instrument, in order to analyze the results from the 355 answered surveys. With a mean of 77,41% and a heterogeneity of 22,93%, the sample population commits a statistical error of 4,26%, for a confidence interval of 95,45%. It also has a reliability (internal consistency) of 94,90%, according to Cronbach test. As a descriptive summary of the population sample, in Table 03, the mean , standard deviation  and homogeneity ri-t (element-corrected global correlation) of every survey question are presented, and their grouping into stages-dimensions and constructs: Table 03. Descriptive statistics for scope management and total success model Besides, in Figure 02, the importance degree of studied items is summarized: Figure 02. Importance degree of studied factors for scope management and total success INFLUENCE OF SCOPE MANAGEMENT IN CONSTRUCTION INDUSTRY PROJECTS ORGANIZATION AND MANAGEMENT OF ENTERPRISES RESEARCH PAPER A Cerezo-Narváez, M Otero-Mateo, A Pastor-Fernández 5311.99-5 Project Management Pag. 9 / 15 Publicaciones DYNA SL -- c) Mazarredo nº69 -4º -- 48009-BILBAO (SPAIN) Tel +34 944 237 566 – www.dyna-management.com - email: [email protected] Scope Management (SM) Total Success (TS) Scope Design (VSM03) Scope Development (VSM05) Scope Supervision (VSM07) Project Success (VTS01) Context Success (VTS04) Factor 1 2 Factor 1 Factor 1 2 Factor 1 Factor 1 2 FA01 ,545 ,434 FA09 0,811 FA13 0,764 0,304 FE01 0,704 FE05 0,626 0,511 FA02 ,697 ,376 FA10 0,837 FA14 0,857 0,099 FE02 0,798 FE06 0,809 0,304 FA03 ,846 ,189 FA11 0,837 FA15 0,818 0,222 FE03 0,799 FE07 0,876 0,138 FA04 ,806 ,216 FA12 0,699 FA16 0,586 0,444 FE04 0,766 FE08 0,616 0,239 FA05 ,482 ,580 FA17 0,165 0,747 FE09 0,302 0,665 FA06 ,254 ,779 FA18 0,465 0,583 FE10 0,133 0,761 FA07 ,484 ,512 FA19 0,462 0,626 FE11 0,248 0,793 FA08 ,146 ,825 FA20 0,179 0,827 FE12 0,305 0,731 Variance 63,707% Variance 63,721% Variance 64,265% Variance 60,924% Variance 63,418% KMO Test 0,885 KMO Test 0,757 KMO Test 0,880 KMO Test 0,737 KMO Test 0,852 Bartlett Test 1.173,938 Bartlett Test 483,649 Bartlett Test 1.165,116 Bartlett Test 358,846 Bartlett Test 1.165,882 (DF) 28 (DF) 6 (DF) 28 (DF) 6 (DF) 28 (Significance) 0,000 (Significance) 0,000 (Significance) 0,000 (Significance) 0,000 (Significance) 0,000 Agree Requirements Define Scope Control Scope Integrate Changes Structure Work SM01 SM02 SM03 SM04 SM05 SM06 SM07 SM08 SM09 SM10 SM11 SM12 SM13 SM14 SM15 SM16 SM17 SM18 SM19 SM20 VSM01 VSM02 VSM04 VSM05 VSM06 Scope Design Scope Development Scope Supervision 0.545 0.697 0.846 0.806 0.580 0.779 0.512 0.825 0.811 0.837 0.837 0.699 0.764 0.857 0.818 0.586 0.747 0.583 0.626 0.827 3.1.- EXPLORATORY FACTOR ANALYSIS (EFA) Later, a study of the dimensionality of proposed items is performed, through an exploratory factor analysis by principal components extraction and Varimax rotation with Kaiser normalization, looking for a solution for scope management and total success constructs. In Table 04, principal components of questionnaire items, as well as technical data to validate the EFA model, are shown (percentage of variance explained, Kaiser-Meyer-Olkin test and Bartlett's test of sphericity): Table 04. Results of EFA model Based on obtained results, exploratory factor analysis can be considered as valid, because it influences, in all studied cases, each of the following circumstances: - Total variance explained by principal components, greater than 50% - Measure of sampling adequacy, by Kaiser-Meyer-Olkin test, greater than or equal to 0,500 - Applicability, by Bartlett’s test of sphericity, discarding the lack of correlation between items, because it presents a high Chi-square and a significance lower than 5% Figures 03a-03b show the resulting EFA model diagram, which, based on the twenty factors for projects’ scope management and the twelve for organizations’ total success, the system is reduced to five and three dimensions, respectively: Figure 03a. Resulting diagram of EFA model for projects’ scope management