Analysis of Hybrid Management Indicators and Their Effectiveness in the Project Control Process

doi:10.21203/rs.3.rs-3298346/v1

This research deals with the analysis of hybrid management indicators and their role in project control methods in Asian countries. By considering a wide set of factors and micro-factors, it has gone beyond the traditional criteria of the golden triangle in the discussion of project control and has been identified and analyzed through literature reviews. These cases were distributed among civil engineering experts by conducting a semi-structured oral interview and presented in the form of a conceptual model. The validity of the model is also through a survey and with Structural equation modeling along with the structural least squares approach with the help of Smart PLS software. This research is an attempt to apply new technologies in parallel with providing solutions that can challenge managers to benefit from special methods in the process of controlling Construction projects in developing countries instead of inefficient management design. This study shows the very important role of key factors in the control of construction projects, which led to the identification of effective factors that can be very important in the management discussion. This article guides researchers and industrialists to achieve more efficient and effective system goals.

Hybrid Management Indicators

Control and Project Management

the Effectiveness of Management Indicators

Construction Projects

Civil and construction operations in developing countries are always associated with concerns in the industrial and organizational fields due to reasons such as economic, social, and environmental instability. Despite these disturbances, project managers in developing countries are still lagging in achieving management methods and are facing many problems. According to these cases, the main goal of this research follows two aspects. First, this study aims to discover the factors and factors involved in the success of the project, and in the next step, the present study tries to identify the factors and sub-sets related to it and deliver the management factors of construction projects in a specific manner. And industrial. For this purpose, modeling design has been used. The specified factors were collected from the investigation of the existing instabilities and based on semi-structured interviews with the managers of operational activities, and finally, they were named and drawn into several general categories in the final model. Based on the use of various management methods, this article can be attributed to the requirements of accepting an innovation in the process of project control for industrial and operational projects in developing countries.

Construction is one of the technical and engineering fields that are expanding rapidly due to reasons such as unstable economic and social conditions, environmental imbalances such as a sudden increase in the inflation rate, imposition of sanctions, devaluation of the currency, behaviors Organizationally, biological pollution is Classified among high-risk and complex fields (Singh, 2019; Mohammadzadeh & Ebrahimi, 2019). Therefore, it is important that in this engineering activity, planning is always done based on scheduling and budgeting (Singh, 2019). Due to the lack of attention to the organization and management of projects in many countries, a lot of damage has been done to the construction and industrial sectors. The effects of these two factors have caused non-economic and unjustified projects and plan from the point of view of time. The poor performance of construction projects in most developing economies is regressive and can be traced to the poor use of the best management methods, project performance criteria, and multivariable critical factors that affect all types of construction projects (Nwachukwu et al., 2010).

The construction industry is always looking for a way to meet the demands and expectations of stakeholders, so it is clear that it faces many challenges in this regard. Achieving successful results in all kinds of projects requires knowing the factors that can bring growing results among a multitude of fluctuations and issues. The obvious lack of studies in the field of identifying CSFs and their importance in the success of construction and civil projects have made the researchers of the present study focus on the analysis of hybrid management indicators and their effectiveness on the project control process. During the past few decades, many studies have been conducted in the field of identifying the influencing factors to determine a general principle for the theoretical establishment and application of project management (Schultz et al., 1987; Belassi & Tukel, 1996; Chua et al., 1999; Lim & Zain, 1999; Rehman Toor & Ogunlana, 2009; Thi & Swierczek, 2010).

The management methods of each organization are different to protect organizational success and based on the goals of each project. By applying management methods, they provide efficient planning, budgeting, and scheduling processes and high management qualities for all kinds of companies and construction projects (Lei et al., 2017). Project managers have a decisive and effective role along with the responsibility for a more sustainable future (Mckinlay, 2008). Based on the available sources, some characteristics of managers are essential factors in their managerial actions, such as: * self-awareness * tolerance and patience * critical thinking * honesty * problem-solving ability * decision-making * people-oriented * having effective communication * team building ability * trust building (Mckinlay, 2008; Ahmed, 2013; Lei et al., 2017). A conscientious leader attends to the needs of his subordinates and shows them affection. It allows them to depend on him and establish some kind of personal relationship with him. He guides them for this purpose. All the mentioned matters depend on the hard and sincere work of this group. Therefore, the manager of the group has prepared the preparations for the growth and development of people so that they can gain experience and expertise in that direction and be able to take responsibility for their performance (Gopinath, 1998; Ritterspach & Raaijman, 2013). Therefore, it can be stated that achieving the category of project sustainability is significantly dependent on the active role of the project team and the parties involved in it, the plans and skills, and the efficiency of project control in all aspects of the project (Kivilä et al., 2017). According to the above-mentioned cases, there is still no consensus on the set of general standards in management fields, although new technologies such as computer software and the use of artificial intelligence are recommended for the process of project implementation (Swenson, 2019). Identifying the effective factors on project success in the field of management is not a new issue so since 1960, various research has been conducted to identify the criteria that seem to be important in the relevant field (Cooke, 2002; Chan et al., 2001). Many types of research have been conducted in the field of success factors in project control and management in different parts of the world (Nitithamyong & Miroslaw, 2004; Charles et al., 2021).

Management processes are used throughout the world's industries. Processes are linked to each other by production outputs (Rose, 2013). Specialists as well as project managers who deal with all kinds of work programs to improve the implementation process should evaluate the existing potentials and the opportunities created for better productivity to the plans set in the projects. They are transplanted. Although every manager uses a variety of distinctive skills with the aim of sustainable productivity in projects. There are challenges from one project to another and this shows the importance of selecting senior managers. Therefore, in this context, efforts should be made to trace other key factors in the process of idealization of projects and to identify professionals who are more motivated in this matter. (Abdel-Khalek et al., 2019).

3.1 The PMI talent triangle

PMI (Project Management Institute in 2017) has defined project management as the application of knowledge, skills, tools, and applied techniques in project activities to achieve stakeholder expectations. To investigate such matters, familiarity and understanding of the mentioned concepts by the members of the management team in all kinds of projects is considered important. Therefore, there is a need for specialists to update their skills and information in these cases. Of course, progress in management sciences has led to the transformation of this issue into specialized fields, and these issues are very useful in the effective management process of projects, especially in the construction industry (Edvin Chan & Chan, 2000; Isik et al., 2008). Recent PMI studies have developed a Project Manager Competency Development (PMCD) framework to identify

The needs of managers are shown through the projection of PMI's talent triangle in Figure 1.

This triangle is focused on three sets: the first set is the technical management of the project, which includes knowledge, skills, and behaviors related to management areas, programs, portfolio of documents, and executive technical aspects. The second part is leadership, which includes knowledge, skills, and behaviors in establishing motivation and directing a system to cooperate with the organization in achieving its required business goals. Finally, strategic and business management, which is the knowledge and expertise in the industry and organization that increases performance and provides better service and product results (Project Management Institute, 2017). In the past, competency was defined as the ability and ability to perform a role by a person in an activity, but with time and gradually based on extensive research, different concepts have been proposed and it is one of the most scattered terms used in organizational and occupational literature. (Safari et al., 2016; Robodham, 1996). Sometimes competence is defined as qualification or sufficiency or capacity to do something (Delbridge, 1985). Competence includes a set of behaviors that include skills, knowledge, ability, and individual characteristics that together play a vital role in achieving successful goals, (Sample, 2019). In terms of comparison, Scott Perry's definition of the concept of competence can be considered the most comprehensive definition (Safari et al., 2016). According to his words, competence is a collection of knowledge, attitudes, skills, and other characteristics such as: influencing a major part of self-employment, effective communication on his job and position, and ability to be evaluated with fully applicable standards Acceptance is improvement through education and breaking into various dimensions of competence (PMCD). Functional evaluation of the term project management competence has standards and value systems, some of which are mentioned. Management Competency Standard in America, which is set by the Project Management Association, and for the availability of managers in America. This standard covers 9 areas related to managerial and behavioral topics and only has one managerial level (Hakim, 2013; PMCD; Project Management Institute, 2017).

Also, the management competency standard in England, includes knowledge competencies, performance, and behavioral factors. This standard has two levels of management, the management competency standard in Australia, which is considered one of the most practical standards in this field in the whole world, and summarized by the Australian Management Association, this standard is somewhat similar to the management standard in America. The major difference between these two standards is only in the number of management areas because this standard has 4 management levels that include people such as assistant project manager, project manager, and project manager (AIPM, 2014). There is another management competency standard in South Africa, which has been used less. This standard has a managerial level, and in this standard, the ability to speak and computer expertise are considered among the competencies (safari et al., 2016). The comprehensive training and evaluation system based on competence, which was compiled by the development and management research center of the project during two years of research, in companies such as the development of petrochemical industries, in cooperation with an Australian college in the petrochemical industry. This system, with 5 management levels, has been developed for the huge projects of the Ministry of Oil of Iran. Based on this, its fields of knowledge and performance have been very different from the previous cases. In such a way that it has summarized 13 fields of competence (Sample, 2019). It is acknowledged that in most projects (regardless of their type), the American standard of managerial competence is used as the easiest standard to improve the performance and efficiency of projects (safari et al., 2016). In Figure 2, the division of the system and its standards are drawn.

3.2 Functional Essentials for Success in Projects

Applying and achieving a set of criteria is essential for achieving success in all kinds of projects, and they can be used to guide and adjust the project to meet organizational goals. These criteria are called essential requirements (Unegbu et al., 2022). According to Atkinson, one of the most common requirements is called the iron triangle, which examines this issue from the aspects of cost, time, and performance (Atkinson, 1999). Cost management in this triangle means that the budgeting person plans and manages an activity or operation. Time management is defined as the time spent and the progress made on that project or operational activity. The topic of performance has key indicators and shows how the operational team achieves the goals of the organization; the reviewed items are shown in Figure 3. (Atkinson, 1999; Lester, 2007). Of course, these requirements are also limited because they are focused on a limited section of project stakeholders (Shahu et al., 2012).

Placing the term safety in the project management triangle shows the importance of this well because the occurrence of serious accidents in addition to tragic consequences can destroy a project or a business overnight. Of course, there is always the possibility that the operational team will face challenges during the execution of the work, which requires certain changes such as compromises and trade-offs so that the project can stay within the same cost range. The amount of these compromises and changes in nature depends on the approval of the sponsoring manager and customers. The evidence indicates that this list is not complete, and in other words, if only one of these criteria or systems mentioned does not have the necessary efficiency, the project may fail (Lester, 2007).

According to Turner, another approach can be proposed to succeed in construction projects and plans. He has provided 7 criteria for project success. Figure 4 refers to these approaches (Turner et al., 2012).

Other areas expected for the success of the project are essential such as security, health, the satisfaction of the participants and the productivity of the environment, the performance of a project in terms of time-cost, quality and safety, design ratios, rework, security, time, and cost. (Konchar & Sanvido, 1999; Edvin Chan & Chan, 2000; Yeung et al., 2009). In this research, success factors in industrial and construction projects were identified through a comprehensive review and collection of literature. This led to the preparation of a list of factors extracted from previous studies. For brevity, this list is shown in Table 1.

Table 1. Extracted List of Success Factors from Previous Studies

Row	The title of the article or book	writers	year of publication	Results and findings
1	Toward a Typological Theory of Project Management	Shenhar, A. J., & Dvir, D	1996	Special approaches for the management method in all kinds of projects (Shenhar & Dvir, 1996 )
2	Project Management Under Risk: Using the Real Options Approach to Evaluate Flexibility in R&D	Huchzermeier, A. & H. Loch, Ch	2001	Applying the right approach with flexibility in the implementation of projects (Huchzermeier, & H. Lock, 2001)
3	Project Management: A key tool for Implementing the Strategy	Longman, A. & Mullins, J	2004	Planning, using evaluation mechanisms, pre-implementation strategy, leadership, clarifying goals and processes, experts using skills, and problem-solving systems (Longman & Mullin, 2004)
4	Web–based Construction Project Management Systems: How to Make them Successful?	Nitithamyong, P. & Mirosław, J. S	2004	Acceptance of PM-ASP by equally considering factors such as technology, process, people, procurement, legal issues, and knowledge management (Nitithamyong, & Mirosław, 2004)
5	Construction Professionals ' Perception of Critical Success Factors for Large–Scale Construction Projects	Rehman Toor, Sh. Ur. & Ogunlana, S. O	2009	Personnel and customer participation (Rehman Toor, & Ogunlana)
6	Looking again at Current Practices in Project Management	Fortune, J., & White, K	2011	Using the experiences of people in the field of management (Fortune, & White, 2011)
7	Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study	Chou, J. Sh., & Yang, J. Gh.	2012	8 Customer satisfaction index, cost performance, quality performance, time per performance, effective communication, safety performance, trust, respect, and innovation, measured improvement. As a result, a significant relationship between stakeholders' interpretations, communication needs, and communication methods was obtained to improve performance in projects (Chou, & Yang, 2012)
8	Structural Equation Model to Investigate the Factors Influencing Quality Performance in Indian Construction Projects	Shanmugapriya, S., & Subramanian, K.,	2015	The leadership factor is the most important effect on achieving the functional goal (Shanmugapriya, & Subramanian, 2015)
9	Critical Success Factors (CSFs) for Integration of Sustainability into Construction Project Management Practices in Developing Countries	Banihashemi, S. & Hosseini, M.	2017	Due to government policies, committed and trained workforce, support of shareholders and stakeholders (Banihashemi, & Hosseini, 2017)
10	Emotional Intelligence (EI) Research in the Construction Industry: A Review and Future Directions	Kukah, et al	2022	Strong decisiveness in decision-making, leadership abilities, cohesive team building, strong conflict resolution, strong self-control, use of EI[1] contributions, improved communication skills, and increased self-confidence among the project staff (Kukah, et al., 2022)

3.3 Theoretical Foundations in Research Innovation

Innovation is defined as any idea, object, or activity that is considered new by the members of the social system (Mahajan & Peterson, 1985). In other words, innovation can be considered as the actual use of an existing change to improve the work process of the organization, for which it is a new issue (Slaughter, 2010). In identifying effective factors in project management and control, the use of innovation theory is considered important because it examines a structure with a hierarchical system to prioritize and facilitate processes (Liu et al., 2016). Therefore, according to the above arguments and the use of innovation as a starting point, in this research, a conceptual model has been chosen, to identify effective components in the field of project management and control and answer technical questions by applying a new method in a combined manner.

3.4 Conceptual Model

According to Slaughter's proposal, management innovation in the field of construction in this research can be divided into 5 parts; Assessment, identification, commitment, implementation, and implementation were divided (Slaughter, 2010). According to this issue, the mentioned study also follows the key factors of extraction success according to the same process. The conceptual model is shown in Figure 5

The model presented in this research includes several categories; in the first stage, according to the questions raised in the questionnaire, the important points in the questions were identified in the form of titles to form a basis for creating a set of success criteria in industrial and construction projects. In the next step, the questions raised were examined according to the degree of connection with the division titles and as sub-summaries. Then they were analyzed and reviewed based on the percentage of responses from experts in the field of construction in each field.

As mentioned, the general goal of this research is to discover the key success factors in the progress of management practices in construction and industrial projects. Project managers should use the identification of success criteria in addition to the iron triangle (time-cost-performance) (Ebbesen & Hope, 2013). The available options for collecting data from the respondents using the new method are hybrid. Therefore, the combined approach is used as the most effective method in the fields of management and organizational studies, which is argued by Creswell and his colleagues (Creswell et al., 2003). To identify the key factors in the management process to improve the implementation process of construction projects in all kinds of construction projects, as well as to address the importance of the role of project management and achieve the approach of the current research, several steps were used. The general steps of this research are depicted in Figure 6.

4.1 Step 1, Qualitative Analysis

The first step is to review the subject literature and understand the concept of project management, which was thoroughly tried to collect data from domestic and foreign articles and publications with professional standards that worked in similar fields or close to the goals of this research. And be taken advantage of. The keywords used in the literature review of this discussion are terms such as project control, key factors of Project Success, Construction Industry, and Project Management Practices.

4.2 Step 2, Interview

At this stage, after collecting information and thoroughly examining it, due to the lack of economic, social, and environmental stability that exists in Asian and neighboring countries, the correct management principles were explained and identified with this approach. Due to the importance of the management field, semi-structured interviews were conducted with relevant experts and specialists along with targeted sampling. The target interviewees were professionals with sufficient experience in the management systems of construction and industrial projects. The interview was conducted verbally and with the presence of managers and academics, as well as by sending e-mails through virtual space for unreachable professionals. Finally, 136 experts agreed to cooperate in this work. Oral sessions were recorded. The rest of the information was received via email due to the unavailability of specialists. Data collection lasted from June to August 2022. After the investigation in this field, the primary key factors in the management style were identified.

4.3 Using the New Combined Method

In the 4th step, research innovation was presented in a combined method and in the form of preparing a list of critical factors in project management and control by extracting the research conceptual model.

4.4 Developing a Questionnaire

The questionnaire contains several key questions that are set based on a set of initially collected factors and considering the instabilities in the country and considering important factors in this issue.

4.5 Keywords Extracted from the Text of the Questionnaires

To Achieve the Result, a set of keywords was used for Evaluation, Identification, Commitment, and Implementation. Similar keywords are displayed in numerical order and with abbreviations. The mentioned items are shown in Table. 2.

Table 2. Titles and Keywords Extracted From the Research

Based on the modeled table number 2, the factors of each category have been divided according to their keywords. Of course, sometimes the factors include more divisions for reasons such as the dependence on micro-factors.

5.1 Evaluated Factors A

The analysis and review of factors related to the evaluation (A is as follows);

A1 has considered the control of team activities and operational volume in civil and industrial activities. It is worth mentioning that considering the financial restrictions in recent years, this factor is very valuable and significant.

A2 reveals the role of efficient management in monitoring and evaluation among operational team members due to the lack of cultural stability in today's conditions of Iran.

A3 indicates that despite social instabilities, senior management professionals can closely control the activities of related organizations. So that they also reduce the chaos within the organization.

A4 shows the upward trend and increasing effectiveness of estimating and detailing indirect costs in detailed scheduling degradation. It seems that with a strong and organized management system, many unnecessary things can be avoided and the project can be completed in the set time.

A5 examines the training measures and employment of trained forces, according to the organization's goal, before starting construction works.

A6 shows the possibility of a comparative assessment of the work changes done since the start of the project due to social and economic instabilities. Evidence has shown that this factor can reduce the waste of time in unstable situations in the country.

The effective parameters in this section are shown in Figure 7.

5.2 The Identified Factors of S

In this section, the identified management set includes; Factors with abbreviations S1 to S13.

S1 presents complete and detailed reports of the existing operational situation, in collaboration with senior experts and identifies their importance and efficiency when Iran and other Asian countries are in a state of financial and social instability.

S2 shows the effectiveness of the expertise of civil engineering projects in the general budgeting of construction operations. In a situation where developing countries are suffering from crisis and inflation caused by the economic disorder and insecurity, the presence of experts in the field of project control has vital effects on projects.

S3 has reviewed how to plan and plan in detail within the given time, which has been reviewed by appointing financial and economic limits and according to the effective ideas of experts.

S4 is a good reminder of the positive and sometimes very effective effects of human resources in unstable and unstable social situations. Because many large and capable companies can be effective in improving performance in industrial and construction projects by increasing salaries and benefits on the role of their human resources and employees. The effectiveness of human resources with an increasing trend is displayed in the graph.

S5, the process of efficiency and positivity, has explored the quick operational methods in the successful progress of the project in unbalanced conditions.

S6 has emphasized the possibility of progress and increasing performance of construction and industrial operations in heterogeneous social times about the expectations of executives and officials.

S7, programs that are regularly and accurately implemented according to a set of agreements from the relevant organizational culture and towards the successful process of the project, has become a questionable challenge in improving operational processes.

S8, the focus of stakeholders and investors on the application of modern and modern tools and techniques in the industrial world, to solve the gaps caused by the instabilities in the country's economy and the increasing role that it seems to have in the process of project implementation and preventing its stoppage. Be

S9 shows the application of written and predetermined and practical policies in facing possible social risks and financial limitations by specialists and experts in management fields well and with an increasing percentage.

S10 provides the ability to detect and fix defects related to negative events that are related to the disruption and slowness of the implementation process of construction projects on the part of experienced and intelligent managers.

S11, tracking and identifying the resources that are unnecessary in the operational process of the projects, and by removing some cases, the operational costs can be managed and organized.

S12 is a general estimate of indirect costs using management methods and ideas that can be effective in managing waste and costs in the field of construction and huge construction projects in unstable situations.

S13 shows very successful and helpful principles, new techniques, and methods of the world of management in the unsafe conditions of the present age, parallel to the processes used by managers and experts in this field.

The identified effective cases are displayed under the title of 9 cases in Figure 8.

5.3 Checked Accrual Invoices T

Factors of the third group under the title "Commitment factors" have been examined in Figure 9. The details of these items from C1 to C6 are as follows:

T1, referring to all kinds of adversities and financial wanderings in the country, the role of organizational communication in meeting group needs and effective control of unnecessary expenses is significant.

T2 examines the possibility of aligning the work process of the projects according to the standards and Figurer of the project in times such as economic instability.

T3 has outlined the role of trained experts in the management process in positive impact, in parallel with the principled use of appropriate and natural materials with the approach of sustainable protection of the environment in the reuse of materials and in the form of recycling potential in the stability of ecosystems for future generations.

T4 is the worthy encouragement of the operational team in all kinds of construction and civil projects to use non-toxic and useful and absorbable materials with the aim of minimal destructive effects on the ozone layer and preservation of biological resources, which can be a vital factor in environmental management issues. Be examined in today's world. This seems to be of great importance.

T5, identification of defects and tools in construction operations by specialists in civil engineering activities, architecture, and related disciplines in the effectiveness and progress of projects is one of the most challenging topics that are very effective and efficient in achieving organizational and cultural goals. The growth of 2.5% has introduced this factor as a positive event in industrial and construction projects.

T6 is to inform the managers of the additional and detailed details of the laws prescribed and established on the ethical Figurer existing in the organization in unfavorable and unsafe conditions in developing countries, relying on the very prominent role of managers in this field.

The effective standards obtained are specified in Figure 9.

5.4 Implemented Factors P

According to the investigations, the implementation factors are a set of 12 factors with abbreviations P1 to P12.

Are briefly described:

P1, the culture of organizational management and the setting of schedules on the part has been studied in improving the performance of construction projects. This factor was placed as the least effective.

P2 shows the role of preparing a comprehensive schedule in dealing with all the instabilities in the country through the evaluation of progress reports. The noticeable growth of 3.6% of this effect can be used to solve all-around problems of instabilities.

P3 reviews the challenge of time management in inappropriate situations and according to the relevant organizational rules in all kinds of huge civil and industrial activities. Its increasing growth is a clear sign of the role of time management in the growing process of the project.

P4 refers to the principles of implementing the risk matrix and its decisive role in the overall progress of the project.

P5 provides the possibility of prioritizing operational activities with the aim of determining the level of work progress in each of the executive departments, which is the least effective issue in socially disordered conditions.

P6 shows a significant evaluation of the application of corrective measures by management institutions in the operational field of construction.

P7 shows the possibility of providing specialized changes in supervision and management in parallel with the existing political and structural disharmony in the country.

P8 examines the decision-making aids of managers in the use of analytical and revised techniques in situations of financial instability. The received statistics show the role of auxiliary information in management activities.

P9 shows the role of practical principles in minimal income conditions to estimate the real-time changes of activities compared to the initial time, of which 9% growth in this area can be introduced as an efficient event in construction operations.

P10 examines the effectiveness of management systems implemented by managers in minimizing the economic challenges of today's world.

P11, the control of unnecessary costs in the field of construction and industry, by applying measures such as the provision of sustainable building materials in order to reduce environmental pollutants, has been shown.

P12, the appropriate implementation of nature-friendly materials with an approach to preserve the ecosystem, focusing on the application of recycling potential, is exhibited.

Determining the amount of effectively implemented indicators in operational and industrial issues are determined in the diagram of Figure 10.

In the current research, Structural Equation Modeling with a Structural Least squares approach was used with the help of Smart PLS Software.

6.1 Reliability Test of the Measurement Model

In order to test the reliability of the measurement model, Cronbach's alpha and composite reliability indexes were used. According to George and Mallery (2003), judging Cronbach's alpha values is as follows:

Values above 0.9 = excellent

Values above 0.8 = good

Values above 0.7 are acceptable

Values above 0.6 = questionable

Values above 0.5 weak

According to the table below, since the calculated Cronbach's alpha values for all the hidden variables of the constructs are greater than 0.7, the reliability of the measurement model is confirmed. Also, the value of the combined reliability criterion to check the internal consistency of the measurement model should be 0.7 or higher. The results show that the value of CR for all hidden variables is greater than 0.7. The CR calculation formula is as follows:

Table 3. The Results of the Reliability Test and the Path Coefficient of the Research Variables

		Indicator	Path Coefficient	Composite Reliability	Cronbach's Alpha
Component	Number	Indicator	Path Coefficient	Composite Reliability	Cronbach's Alpha
Evaluation	A1	Controlling the Volume of Team Activities	0.492	0.78	0.74
	A2	Supervision Between Team Members	0.409
	A3	Control Over the Activities of The Organization	0.625
	A4	Reduce Preferential Planning	0.714
	A5	Education Courses	0.273
	A6	Comparative Assessment	0.600
Identify	S1	Preparation of Complete Reports	0.746	0.74	0.72
	S2	Accurate Budgeting	0.720
	S3	Providing Preferential Timing	0.677
	S4	Human Resources	0.797
	S5	Fast Methods	0.679
	S6	The Growing Trend of Project	0.664
	S7	Accurate Timing According to Organizational Goals	0.642
	S8	Beneficiaries’ Willingness to Use Modern Laws	0.887
	S9	Application of Codified Policies	0.801
	S10	Identify And Fix Problems and Defects	0.763
	S11	Unnecessary Resources	0.795
	S12	Estimating Indirect Costs	0.711
	S13	New Techniques	0.710
Commitment	T1	Organizational Communication	0.886	0.66	0.61
	T2	Alignment With the Project Figurer	0.645
	T3	Minimal Ecosystem Destruction	0.759
	T4	Greenhouse Effects	0.928
	T5	Fixing Defects in Tools and Materials	0.784
	T6	Code of Ethics	0.666
Implementation	P1	Organizational Timing	0.334	0.85	0.81
	P2	Prepare a Comprehensive Schedule	0.719
	P3	Time Management	0.825
	p4	Risk tolerance matrix	0.248
	P5	Determining Work Progress	0.460
	P6	Corrective Actions	0.672
	P7	Management Changes	0.612
	P8	Analytical Techniques	0.845
	P9	Real-time changes from the start time	0.887
	P10	Using Integrated Management Systems	0.683
	P11	Sustainable Materials	0.503
	P12	Recycling Potential	0.500

Also, according to Table 3, the reliability of each item refers to the value of the path coefficient (factor loadings) of each of the observed variables, and to determine how much the measurement indicators (observed variables) measure hidden variables. Are acceptable, have been used and the acceptable value of the factor loadings of 0.4 shows the medium level of significance. In confirmatory factor analysis, factor loading values higher than 0.5 not only indicate a strong significance level and high correlation between the observed variables but also that the construct is well-defined (Jambou, et al., 2011). As shown in the table, almost all the items are above 0.5, which indicates a good relationship with the components. The results are separated by two questionnaires and based on the path coefficient between the questions and the components in the above table, and all the results are more than the standard value of 0.40.

The results of the above table showed that in the evaluation component of the detailed program reduction index with a path coefficient (correlation) of 0.714, in the identification component of the modern laws index with a path coefficient of 0.887, in the commitment component of the greenhouse effect index of 0.928, in the implementation component of the time change index of 0.887 had the most influential indicators in the relevant components.

6.2 Convergent Validity

The Convergent Validity index is used to measure the degree of explanation of the hidden variable by the observable variables (Stainbsy, et al., 1995). For the Average Variance Extracted (AVE) index, a minimum value of 0.5 is an acceptable value. The table below shows the extracted average variance of each of the variables of the conceptual model of knowledge.

Table 4. Average Extracted Variance

Components	AVE)Average Variance Extracted)
Evaluation	0.614
Identify	0.677
Commitment	0.744
Implementation	0.832

Considering that all the average values of the extracted variance of all research components are above 0.6, it can be said that the research questionnaire has good convergent validity.

Table 5. The Result of the Interaction Effect between the Research Component

Effect of components		Path coefficient value	Number	T	The significance level	Result
Evaluation	Project Control	0.393	136	22,09	p<0,05	Confirmation
Identify		0.645	136	25,81	p<0,05	Confirmation
Commitment		0.776	136	43,85	p<0,05	Confirmation
Implementation		0.681	136	37,54	p<0,05	Confirmation

According to Table 5. The path Coefficient between the research components, all the components are at a significance level of p<0.05 and the path coefficient is greater than 0.50 and the t value is greater than the standard value (1.96). Therefore, among project control components, the most effective component with a path coefficient of 0.776 and t value (4.385) is the commitment component, and the least effective component with a path coefficient of 0.393 and a t value (2.209) is the evaluation component. In general, all indicators have a positive correlation with their respective components, and the improvement of each can have a positive and direct effect on the amount of their Components.

6.3 GOF Goodness of Fit Criterion (Total Model Strength Criterion)

This index is the square of the average of the common values and the average of the determination coefficients. Values of 0.01, 0.25, and 0.36 are described as weak, medium, and strong, respectively. The GOF criterion is calculated from the following formula.

Based on Cohen's (1988) size classification of R2 and using the minimum value of 0.5 by Fornell and Larker (1981) for sharing, the GOF criterion is acceptable according to the sample. The calculated GOF value for the model is 0.605, which indicates the good fit of the model to the data. Because the hypotheses are two domains, to reject the null hypothesis at the 0.05 level, the calculated absolute value of t must be greater than 1.96, which was achieved for all the hypothesized paths. According to the value obtained for GOF, which is equal to 0.60, which is higher than the value suggested by Wetzles et al., (2009), i.e., 0.36, which shows the Strength of the Model, and therefore the appropriate value of the overall Model is confirmed.

Considering that the planning and application of project control management methods include aspects such as goal setting, risk management, procurement management, and change management, therefore, it has a higher value importance. Therefore, huge construction projects before their implementation. And in unstable economic and social conditions, a detailed and coherent plan is required in the conditions where the project is in progress. According to one of the managers, planning and implementation of an effective control mechanism is considered as the backbone of construction projects. You will not achieve any success with too many resources and loose and baseless planning. If this is enough, the fate of the project will be less than expected. As long as the team members do not know where and what goal they have decided to reach, it is difficult to reach the product and success (Rehman Toor & Ogunlana, 2009). Late completion of these matters can lead to the loss of capital and trust (Arain & Low, 2005).

However, these factors need financial support from relevant officials and authorities for a better impact (Hakiminejad et al., 2015; Chang et al, 2016). The findings of this research show the critical role of a number of key factors in the success of construction industry projects. The findings indicate that in an uncoordinated economic situation, indirect cost estimates play a role in at least detailed timing. In this situation, the interest of the beneficiaries to use modern tools and techniques increases. The ability of managers to lead in the chaotic financial conditions of construction projects can be very effective on the approach of using natural materials and reviewing time management and can play a significant role in the final results of the success of project control. The issue of project control and identification of questionable key factors in this research requires more detail. It is hoped that they will be clearly addressed in future studies.

Ethical Approval

This declaration is “not applicable”.

Disclosure of potential conflicts of interest

This paper is an MSc project in the field of Civil-Management of Engineering. The research was worked in both “Raja University” and “Raja University” as an advocating organization.

Research involving Human Participants and/or Animals

S. M. Farnam: Supervision, Conceptualization, Methodology, Validation, Writing- Original draft preparation, Writing- Reviewing and Editing, Software.

O. Alaeddini: Data curation, Software, Visualization, Investigation.

Funding

This declaration is “not applicable”.

Informed consent

All datasets and diagrams are used in this paper can be accessed by well informed.

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Analysis of Hybrid Management Indicators and Their Effectiveness in the Project Control Process

Status:

Version 1

Abstract

Figures

1. Executive Summary

2. Introduction

3. Background Research