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Most of the construction projects with foreign investment capital have been designed and built by foreign firms but the actual subcontracting work have been performed by Vietnamese contractors.
A STUDY OF FACTORS INFLUENCING QUALITY PERFORMANCE OF MECHANICAL AND ELECTRICAL (M&E) CONSTRUCTION PROJECTS IN VIETNAM by Do Ke Chi A research study submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Examination Committee: Dr Do Ba Khang (Chairman) Prof Himangshu Paul Dr Fredric William Swierczek Nationality: Previous Degree: Vietnamese Bachelor of Engineering Kiev Polytechnic Institute Kiev, Ukraine Scholarship Donor: The Government of Switzerland Asian Institute of Technology School of Management Bangkok, Thailand April, 1999 i ACKNOWLEDGEMENT I would like to express my deepest gratitude to my research advisor, Dr Do Ba Khang for his intensive support, valuable suggestions, guidance and encouragement during the course of my study My sincere thanks are also due to Prof Himangshu Paul and Dr Fredric William Swierczek for their valuable time as the members of the examination committee Their constructive suggestions were of great help for completing this study I would like to express my sincere gratitude to all of my teachers at SOM-AIT and SAV program for their teaching and guidance during my course I would like to express my deep appreciation to The Government of Switzerland for providing financial support for my study at AIT I would like to specially express my thanks to all of my friends at SOM for their support and encouragement ii ABSTRACT Quality of Mechanical and Electrical (M&E) construction works are one of the major concerns of Vietnamese contractors as the construction industry grows This research aims to identify and validate the factors affecting project’s quality performance and their relative contribution Attempts were made to suggest practical recommendations from M&E contractor viewpoint This study involved participation of key M&E professionals, who provided objective information and their perception about various aspects of project quality and its influencing factors Multivariate statistical techniques-factor analysis and canonical correlation analysis- are employed to account simultaneously for the multi-attribute nature of the project’s quality performance and for the multitude of managerial factors Among the identified factors, those found to be mostly affecting the quality performance, by order of importance, are: 1) Authority requirement and standard used in the projects; 2) Internal quality assurance system; 3) Project team’s technical competence and communication among team members and 4) Parent organization reputation and past experience Improvement in the aspects of activities specified in these factors make it possible to improve construction quality in Vietnam iii TABLE OF CONTENT Chapter Title Page TITLE PAGE i ACKNOWLEDGEMENT ii ABSTRACT .iii TABLE OF CONTENT iv LIST OF FIGURES vi Chapter INTRODUCTION 1.1 Objectives of the Research .1 1.1.1 General objectives 1.1.2 Specific objectives 1.2 Scope and Limitations of the Research 1.3 Organisation of the Research Chapter OVERVIEW ON CONSTRUCTION INDUSTRY IN VIETNAM 2.1 Construction Industry and Foreign Direct Investment 2.2 Vietnamese Contractors and Construction Quality Chapter CONSTRUCTION PROJECT ACTIVITIES AND M&E WORK .8 3.1 Mechanical and Electrical (M&E) Construction Work 3.2 Relevance of this research 10 3.2.1 Different systems of standards for M&E work 10 3.2.2 Development of local M&E contractors and their concerns for quality 11 3.2.3 M&E project performance and management issues 11 Chapter LITERATURE REVIEW .13 4.1 Project quality performance 13 4.2 Critical success/failure factors in projects 15 4.3 Determining factors of construction project success 18 Chapter RESEARCH METHODOLOGY 22 5.1 Research framework .22 5.2 Term definitions and measures .22 5.2.1 Quality performance .22 5.2.2 Choice of success variables and measures 24 iv 5.3 Sample and procedure 28 5.4 Questionnaire design and pilot study 28 5.4.1 Questionnaire design 28 5.4.2 Pilot study 28 5.5 Data analysis procedure 29 5.5.1 Basic concepts of Factor Analysis (FA) and Canonical Correlation Analysis (CCA) 29 Chapter FINDINGS AND DISCUSSION 32 6.1 General statistics 32 6.2 Sample descriptive statistics and preliminary analysis 33 6.3 Data Reduction by FA 35 6.3.1 Data examining and assumptions in factor analysis 35 6.3.2 Factor extraction 36 6.4 Data analysis with CCA .40 6.4.1 Canonical model, assumption and data examining 40 6.4.2 Deriving the canonical functions and assess overall fit .42 6.4.3 Interpreting the results 43 Chapter CONCLUSIONS AND RECOMMENDATIONS 49 7.1 Conclusions 49 7.2 Recommendations 50 REFERENCE 52 APPENDIX .55 v LIST OF FIGURES Figure 2.1 Foreign investment the construction industry in period 1989 -1998 ($US million) Figure 5.2 Project quality and influencing factors .23 Figure 6.3 Projects classification by value (a) and completion schedule (b) 35 vi LIST OF TABLES Table 2.1 Foreign investment the construction industry by countries and territories Table 4.2 List of critical success factors developed in the literature 16 Table 6.3 Means and standard deviations of the variables .33 vii Chapter INTRODUCTION The construction industry of Vietnam has contributed a great part to the national economic development during the last decade Vietnam is in a state of transition from a centrally plannedcommand economy to a market-oriented economy But, the country is in need of extensive rehabilitation and upgrading of its transportation, communications and utility systems In addition, Vietnam certainly needs an appropriate system of social infrastructure, including housing, healthcare, and education facilities Most of the construction projects with foreign investment capital have been designed and built by foreign firms but the actual subcontracting work have been performed by Vietnamese contractors Local competitors are numerous, but are facing long-term difficulties concerning insufficient capital, technology and equipment, marketing and management expertise Rivals from other countries like Japan, South Korea, Australia and France have solid positions in the Vietnamese market owing to their early arrival in the market, their technical and managerial excellence, and more importantly their home country contribution to the inflows of ODA and Foreign Direct Investment into the country In the modern construction market, quality management is a major management function in a construction organization Mechanical and electrical (M&E) works are an integral part of a construction project and their quality performance has been greatly affecting the overall project quality The local M&E contractors face problems with different systems of standards being used and the shortcomings of project management skills The quality of M&E projects therefore is one of major concerns for managers working in this field Like many developing countries, Vietnam has been relying completely on the methods and techniques concerning quality that were initiated and developed from outside These quality systems may not be well adapted to suit the economic, political, social and technological environment of Vietnam Thus, determining the M&E construction industry’s viewpoint on the factors that would improve construction quality performance is an essential step toward establishing methods for real improvement of construction quality in Vietnam Understanding the main factors affecting quality of M&E projects will help M&E companies improve quality of their work and increase overall competitiveness 1.1 Objectives of the Research 1.1.1 General objectives The main objective of this research study is to identify and validate the major factors, which mostly affect the quality performance of M&E works and the relative importance of these factors in construction projects The factors being identified would help to improve quality and the effectiveness of project management in M&E projects 1.1.2 Specific objectives The following research objectives are to be completed: • Review of the construction development and FDI construction in Vietnam to have an overall picture about the industry • Overview of a construction project and its activities; define the role of M&E work in construction projects and relevance of this research • Determining project quality performance, critical success factors definition and measures in projects and particularly for construction projects through extensive literature review • Define the project quality and its measures, factors affecting project quality and their measures • Determining major factors and their relative importance by analyzing data from survey questionnaires • Derive practical implications of obtained results 1.2 Scope and Limitations of the Research This research focuses on the operational quality of M&E project management team and from the prospective of M&E contractors during the construction and maintenance phases of construction projects The survey is conducted among project managers or project engineers of major M&E companies in Ho Chi Minh City but the projects mentioned in the responses may be from other provinces as well Due to time and resources constraints, the limitations of this research are: • Surveyed projects are limited to FDI or with projects with element of foreign funding • Relatively small list of variables might not account for all effects upon performance • M&E projects have specific features therefore the research results might not be applicable for other types of project • Local socio-economical conditions and technological level limit the expandability of the model to other countries • Performance success has to be considered together with cost and time in an overall context for project success assessment since they are inter-related 1.3 Organisation of the Research This research is organized into seven chapters as outlined below: Chapter 1: Introduction This chapter explains the rationale, objectives, scope and limitation of the study Chapter 2: Overview of the Construction Industry in Vietnam Based on secondary data, this chapter presents an overview of construction industry in Vietnam and FDI construction, the need to bring international construction standards to Vietnam Chapter 3: Project Activities and M&E Work This chapter gives description of typical activities and role, characteristics of M&E work in a construction project The relevance of this research is also explained in details Chapter 4: Literature Review This chapter presents a literature review of project quality definitions and measures, ways to assess critical success factors of a project in general and a construction project, in particular Chapter 5: Research Methodology Based on literature review, a method will be developed to assess the factors that influence the quality performance of M&E construction projects Basic concepts of statistical tools to be used are also explained in this chapter Chapter 6: Findings of the Study This chapter presents the findings based on the results of a survey conducted in Ho Chi Minh City Statistical analysis is applied to show the relative importance of various factors on project quality performance Chapter 7: Conclusions and Recommendations Based on the findings, this chapter will present some conclusions and recommendations thought to be of importance to M&E project management tasks REFERENCE “Benefits of Quality Design and Construction” Manual of Professional Practice Quality in the Construction Projects issued by American Society of Civil Engineers (ASCE), pp16-25, 1986 “Ten Years FDI in HCM City” The Saigon Times p16, June 20, 1998 “Vietnam Construction-Prospects and Policies” published by HoChiMinh City Architecture and Construction Association, 365p, 1995 Abdel-Razek R.H., “Factors Affecting Construction Quality in Egypt: Identification and Relative Importance” Engineering, Construction and Architectural Management Vo1 5, No 3, pp.220 -227, 1998 Afifi, A.A., and Clark, V.A Computer-Aided Multivariate Analysis 2nd ed London : Chapman & Hall, 1986 Alfonso L Dematteis, “Solid Principles-Bringing Construction Standards to Vietnam” The Vietnam Business Journal p15, Aug/1998 An M., “FDI Construction” Vietnam Economics News No.1, pp24-25, 1999 Baker B.N, Murphy D.C and Fisher D., “Factors Affecting Project Success” in Project Management Handbook D.J.Cleveland and W.R King, eds Van Nostrand Reidhold, New York, 1998 Belassi W and Tukel O.I., “A New Framework for Determining Critical Success/Failure Factors in Projects” International Journal of Project Management Vol.14, No.3, pp 141151, 1996 10 Buttle F., “SERVQUAL: Review, Critique, Research Agenda” European Journal of Marketing Vol.30, No.1, pp8-32, 1996 11.Clark D., Understanding Canonical Correlation Analysis Geo Abstracts Ltd., University of East Anglia, Norwich, 1975 12 Daniel W.M Chan and Mohan M Kumaraswamy “ A Comparative Study of Causes of Time Overruns in Hong Kong Construction Projects” International Journal of Project Management Vol.15, No.1, pp55-63, 1997 13 Duong M and Minh T., “Approaching International Standards” Vietnam Economics News No.30, p16, 1998 52 14 Greenaway.D.A., “The Role of Maintenance and Performance Control in Keeping Buildings Healthy-Work-Shop Comments” Healthy Building ‘88-Conclusions and Recommendations for Healthier Buildings Vol 4, pp107-114, 1981 15.Hayfield F., “Project Successes and Failures” Tools and Strategies for the 90’s Elsvier Science Publisher B.V.(North Holland), 329p, 1986 16 Ireland V., “The Role of Managerial Actions in the Cost, Time and Quality Performance of High-Rise Commercial Building Projects” Construction Management and Economics No.3, pp59-87, 1985 17 James D.S., “Blueprint for Measuring Project Quality” Journal of Management in Engineering Vo1 1, No2, pp34-39, March/April1996 18 Joseph H., Multivariate Data Analysis with Readings, Prentice Hall, 1995 19.Kerzner H., Project Management: A System Approach to Planning, Scheduling and Controlling 3rd Edition, Van Nostrand Reinhdd, New York 1989 20.Landin A.M and Person M.T., “Evaluation of Quality Systems for Specialist Contractors ” Engineering, Construction and Architectural Management Vo1 5, No 3, pp.210 -219, 1998 21 Ledbetter W.B “Quality Performance on Successful Projects” Journal of Construction Engineering and Management Vo120, No , pp34-46, March/1994 22 Mustapha H.H and Naoum S., “Factors Influencing The Effectiveness of Construction Site Managers Projects” International Journal of Project Management Vol.16, No.1, pp1-8, 1998 23 Nam H., “Building Targets” Vietnam Economics News No.30, p6, 1998 24 Parasuraman A., Zeithaml A.V “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perception of Service Quality” Journal of Retailing Vol 64, No.1, pp12-40, Spring/1988 25 Pheng L.S, “The Rationalization of Quality in The Construction Industry: Some Empirical Findings” Construction Management and Economics No11, pp247-259, 1993 26 Pinto J.K and Mantel S.J, Jr, “The Cause of Project failure” IEEE Transactions of Engineering Management Vol.37, No.4 pp 269-276, November/1990 27 Pinto J.K and Prescott J.E., “Planning and Tactical Factors in The Project Implementation Process” Journal of Management Studies, Vol.27, No.3 pp 305-325, May/1990 28 Pinto J.K and Slevin D.P., “Critical Factors in Successful Project Implementation” IEEE Transactions of Engineering Management, Vol.EM34, No.1 pp 22-27, February/1987 53 29.Sanvidor V., Grobler F., Parfitt K., Guvenis M and Coyle M “ Critical Success Factors for Construction Projects” Journal of Construction Engineering and Management in Vo1 18, No 1, pp.94 -111, March/1992 30.Schul P.L., Pride M.W and Little T.L., “ The Impact of Channel Leadership Behavior on Intrachannel Conflict” Journal of Marketing, Vol 47 (Summer 1983), pp.21 –34 31 Senior A.B., “Electrical Construction Foreman Task Scheduling” Journal of Construction Engineering and Management Vol 122, No , pp363-369, Dec/1996 32 Tishler A., Dvi D., Shenhar A and Lipovesky S., “Identifying Critical Factors in Defense Development Projects: A Multivariate Analysis” Technological Forecasting and Social Change, No.51 pp 151-171, 1996 33 Wit A., “Measurements of Project Success” International Journal of Project Management Vol.6, No.3, pp164-170, 1988 34 Yates J.K and Aniftos S “International Standards and Construction” Journal of Construction Engineering and Management in Vo123, No , pp127-137, June/1997 35 Yatseen A.M and El-Marashly A.F., “Project Quality-Control Management: A Conceptual Framework” Project Management Vol.7, No.2, pp 84-90, 1989 54 APPENDIX Appendix A Sample of survey questionnaire QUESTIONNAIRE FOR THE STUDY OF FACTORS INFLUENCING QUALITY PERFORMANCE OF M&E CONSTRUCTION PROJECTS IN VIETNAM This questionnaire is developed solely for the above study and its data remain strictly confidential Please check the box or circle the number/criteria on the scale provided using the facts from the completed project mentioned by you Your cooperation is helpful and highly appreciated Name (may not be provided if you prefer anonimous): _ Designation: Project Manager Project Engineer Other (please specify) A GENERAL INFORMATION Project name _ Location: Ho Chi Minh City Ha Noi Other province (please specify) Type of project : Commercial building Housing complex Infrastructure project Industrial plant Other (please specify) Your company’s role: M&E Main contractor M&E Sub-contractor Type of contract: Lump-sum (a single lump sum for the complete structure) Unit-price (contract based on agreed upon unit price for actual work done) Cost-plus ( based on actual cost plus agreed upon rate for overhead and profit) Other (please specify) B PROJECT QUALITY DIMENSIONS 1.Specification conformance - percentage of installed equipment meeting original specification 10 >2 years Design complexity - indicate your assessment of design complexity Not complex at all Very complex Work variation - Degree of variation from original design Totally new design Unchanged Urgency of the project - need to implement the project as soon as possible Not urgent at all Very urgent Uniqueness of project activities - number of standard activities involved Very standard Very unique D FACTORS RELATED TO PROJECT TEAM Project manager's technical competence and skills - indicate your assessment Not strong at all Very strong Project manager’s managerial skills - indicate your assessment on leading, motivation, control, planning capabilities of PM Not strong at all Very strong Project manager’s coordination and communication skills - indicate your assessment on effectiveness of PM’s communication and coordination skills (both internal and external) 56 Not effective at all Very effective Project team size - average man/day during project time < 10 10-30 30-60 60-100 >100 Team members technical skills - average technical, troubleshooting skills Not strong at all Very strong Team's communication and commitment Not good at all Very good Internal quality control system: extent of quality cross-check, supervision of work Not good at all Very good Team resources utilization: extent of technology employed, proper tool and material used Not good at all Very good E FACTORS RELATED TO PARENT ORGANIZATION Top management support - indicate level of top management support for the project Not strong at all Very strong Functional support - indicate level of functional (financial, logistics…) support for the project Not strong at all Very strong Relative importance of this project - as of its value toward the whole organization Not important at all Very important Availability of resources – indicate the extent of resources available upon request Not important at all Very important Project’s preliminary estimates - accuracy of cost, schedule, scope of work as per BQ Not good at all Very good 57 Parent company's reputation and past experience Not good at all Very good E FACTORS RELATED EXTERNAL ENVIRONMENT Unfamiliar foreign standards - indicate the extent of difference between the project standard (NEC, BS, AS etc.) and local standard or prevailing practice (TCVN) Not different at all Very different Sub-contractors competence - technical skills, competence to carry out the job Not good at all Very good Consultant/Owner representative requirement - how strict were their requirement Not strict at all Very strict Local authority requirement - how strict were the environmental, safety regulations Not strict at all Very strict Level of competition - from other competitors of the same No competition at all Very strong Industry state - the level of construction development Not favorable at all Highly favorable Socio-economic conditions - the extent of socio-economic conditions preferableness Not favorable at all Highly favorable Appendix B: Quality dimensions and factors notation Notation Dimensions Notation 58 Quality performance Specification conformance SPEC Testing and commissioning TESTING Operation reliability OPERATIO Notation Variables Notation PROJECT Project size VALUE Completion schedule SCHEDULE Design complexity COMPLEX Work variation VARIATIO Urgency of the project URGENCY Uniqueness of activities UNIQUE Project manager technical skills PMTECH Project manager managerial skills PMMANAGE Project manager communication skills PMCOM Team size TEAMSIZE Team’s technical skills TEAMTECH Team communication and commitment TEAMCOM Internal quality control QUALCTRL Resources utilization RESORUSE Top management support MSUPPORT Functional support FSUPPORT Relative importance IMPORTAN Availability of resources RESAVAIL Project preliminary estimates ESTIMATE Organization past experience PASTEXPE Foreign system of standards STANDARD Sub-contractors skills SUBCON Consultant/owner requirement REQRMENT Local authority requirement AUTHORTY Level of competition COMPETE Industry development state INDUSTRY Socio-economic condition Project related factors QP SOCIOECO Project PMTEAM manager and project team Parent organization External factors PARORG EXTERNAL Appendix C: Test of normality a 59 KolmogorovSmirnov Statistic Df Sig SPEC 289 67 000 TESTING 288 67 000 OPERATIO 210 67 000 PROJECT 229 67 000 EXPERIEC 230 67 000 SUPPORT 263 67 000 TEAMCAP 196 67 000 PMSKILLS 164 67 000 QUALIM 249 67 000 CONSULT 234 67 000 AUTSTAND 282 67 000 a Lilliefors Significance Correction 60 Appendix D Residuals Plots of Regression Standardized Residuals Normal P-P Plot of Regression Standardized Residual Dependent Variable: OPERATIO 1.00 Expected Cum Prob 75 50 25 0.00 0.00 25 50 75 1.00 Observed Cum Prob Normal P-P Plot of Regression Standardized Residual Dependent Variable: TESTING 1.00 Expected Cum Prob 75 50 25 0.00 0.00 25 50 75 Observed Cum Prob 61 1.00 APPENDIX E: Correlation matrix and reliability coefficient (alpha) R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Correlation Matrix VALUE VALUE SCHEDULE COMPLEX VARIATIO URGENCY 1.0000 SCHEDULE 7091 1.0000 COMPLEX 2651 1914 1.0000 VARIATIO -.2138 -.1908 -.3001 1.0000 URGENCY 0450 -.0373 0837 0120 1.0000 UNIQUE 704 0417 3096 0340 1433 PMTECH 0024 1119 -.0462 1117 -.0090 PMMANAGE -.1851 -.1833 -.1727 3288 1836 PMCOM -.2928 -.2948 0029 2863 3002 TEAMSIZE 5991 7124 0130 0360 -.0391 TEAMTECH -.2285 -.1811 -.0932 1409 2328 TEAMCOM -.0852 -.1706 -.1175 0452 1775 QUALCTRL -.2625 -.2489 0663 1900 2004 RESORUSE -.1282 -.1687 0407 2240 0623 MSUPPORT 0862 0741 0280 1795 3095 FSUPPORT 0678 0218 1321 1269 4747 IMPORTAN 3684 3589 0416 0149 1831 RESAVAIL -.1502 -.2262 0171 3010 1505 ESTIMATE -.2237 -.1439 -.1470 5831 -.0485 PASTEXPE 0804 -.0399 0897 3663 0344 62 STANDARD 2686 2512 1716 -.2923 0788 SUBCON -.2974 -.2978 -.1080 2926 0205 REQRMENT 1042 -.0190 3405 -.1430 2964 AUTHORTY 1738 -.0699 1435 0035 1213 COMPETE 0760 0392 -.1868 -.1425 2478 INDUSTRY 2018 1398 -.0956 2167 3834 SOCIOECO 1251 1571 0319 2107 2985 UNIQUE PMTECH PMMANAGE PMCOM UNIQUE 1.0000 PMTECH 2999 TEAMSIZE 1.0000 PMMANAGE 3162 3779 1.0000 PMCOM 1659 0497 6404 1.0000 TEAMSIZE 2693 1793 -.0839 -.2518 1.0000 TEAMTECH 2967 1634 4022 5277 -.1173 TEAMCOM 2184 -.0478 1616 3469 -.1379 QUALCTRL 1419 1754 2301 2841 -.1443 RESORUSE 3154 1581 3836 4385 -.0260 MSUPPORT 2604 0708 3462 3572 1318 FSUPPORT -.0348 2251 5181 0594 IMPORTAN 0804 1275 -.0175 0230 2692 RESAVAIL 3926 1719 5681 6335 0046 ESTIMATE 2401 3112 4809 2790 0009 PASTEXPE 3212 3122 3857 3553 1028 STANDARD 1891 0252 -.1921 -.2889 0808 SUBCON 2196 4902 5130 -.2219 2449 1638 63 REQRMENT 2391 0893 1374 2177 -.0750 AUTHORTY 3557 1461 1819 2169 1029 COMPETE 1281 -.0418 1369 2176 1128 INDUSTRY 2677 2361 1866 1208 1380 SOCIOECO 2293 1936 2355 2489 0457 TEAMTECH TEAMCOM QUALCTRL RESORUSE MSUPPORT TEAMTECH 1.0000 TEAMCOM 5084 1.0000 QUALCTRL 2856 1527 1.0000 RESORUSE 3498 3504 2576 1.0000 MSUPPORT 0693 1246 1484 3606 1.0000 FSUPPORT 1581 2253 2402 3961 6327 IMPORTAN 1110 0035 3138 0695 3791 RESAVAIL 3265 2524 2357 4563 3696 ESTIMATE 2478 1497 1510 2523 1534 PASTEXPE 1834 0694 0453 2040 1607 STANDARD -.0985 -.0744 -.2034 -.0995 -.1086 SUBCON 4741 2828 1473 4472 3080 REQRMENT 2272 1412 2538 1952 1879 AUTHORTY 2762 2598 1860 3159 1221 COMPETE 3109 3459 0607 0006 0483 INDUSTRY 3404 2540 2343 1487 2072 SOCIOECO 4425 3581 2053 2529 0651 FSUPPORT IMPORTAN RESAVAIL ESTIMATE PASTEXPE FSUPPORT 1.0000 64 IMPORTAN 2674 1.0000 RESAVAIL 4702 -.0458 1.0000 ESTIMATE 0485 -.0300 2826 1.0000 PASTEXPE 0610 -.0159 2886 3790 1.0000 STANDARD -.1178 1015 -.3948 -.0692 -.1693 SUBCON -.0606 4508 4773 4189 REQRMENT 2204 2561 0326 0082 2975 AUTHORTY 1851 2734 3581 -.0576 3060 COMPETE 2577 0963 -.0295 -.0381 0801 INDUSTRY 3234 4130 1436 2464 2908 SOCIOECO 2511 2942 0599 2673 2954 2278 STANDARD SUBCON REQRMENT AUTHORTY COMPETE STANDARD 1.0000 SUBCON -.2511 1.0000 REQRMENT 1167 2212 1.0000 AUTHORTY -.2189 2455 2668 1.0000 COMPETE 1106 0419 2747 -.0017 1.0000 INDUSTRY 0833 1925 2054 2083 2163 SOCIOECO 0239 3504 2700 3003 2767 INDUSTRY SOCIOECO INDUSTRY 1.0000 SOCIOECO 6519 1.0000 N of Cases = 67.0 Tukey estimate of power to which observations must be raised to achieve additivity 6679 Hotelling's T-Squared = 659.7122 F = 15.7624 Prob = 0000 Degrees of Freedom: Numerator = 26 Denominator = 41 Reliability Coefficients 27 items Alpha = 8110 Standardized item alpha = 8250 65 Appendix F Calculation of the Redundancy Indices for First and Second canonical Functions Variate/ Variable TESTIN G OPERAT IO Canonical Loading2 Average Loading2 Canonical R2 Redundancy Index F1 Depende nt SPEC Variable Canonical Loading F2 F1 F2 F1 F2 F1 F2 F1 F2 484 -.704 234 496 732 187 536 035 984 -.145 968 021 579 184 384 168 223 031 Depende nt Independent Variate Variables 1.738 552 PROJECT -.191 -.565 036 319 EXPERI EC SUPPOR T TEAMC AP PMSKIL LS QUALI M CONSU LT AUTST AND 297 -.215 088 046 094 -.406 009 165 363 -.402 132 162 012 -.524 000 275 534 -.142 285 020 -.089 -.056 008 003 665 098 442 010 Independ ent 1.001 0.999 0.125 0.125 0.384 0.168 0.048 0.021 66 ... Vietnamese Contractors and Construction Quality Chapter CONSTRUCTION PROJECT ACTIVITIES AND M&E WORK .8 3.1 Mechanical and Electrical (M&E) Construction Work 3.2 Relevance... the industry • Overview of a construction project and its activities; define the role of M&E work in construction projects and relevance of this research • Determining project quality performance,... and FDI construction, the need to bring international construction standards to Vietnam Chapter 3: Project Activities and M&E Work This chapter gives description of typical activities and role,