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Several researches have been carried out in order to develop frameworks for determining performance of construction projects which were mostly based on Traditional criteria (i.e. cost, time and quality) only. And researches have highly criticized the use of traditional criteria only while determining construction project performance due to its inadequacy. However, literature has never developed framework for determining performance of Construction Projects using the emerging/non-traditional criteria since they also influence performance. This study developed a framework using the emerging construction projects performance criteria in the Northern Nigeria which was achieved through the following objectives; the identification of emerging criteria for determining performance of construction projects, assessment of the level of importance of the emerging criteria and development of framework for determining performance of construction projects using the emerging criteria. A total of 285 questionnaires were distributed to some construction industry stakeholders (i.e. Consultants, Contractors, Clients and End-users) were asked to assess the level of importance of the emerging criteria. A total of 147 valid questionnaires were retrieved which represents 51.58% of valid response rate and subsequently analysed using descriptive analysis with the aid of Statistical Package for Social Sciences (SPSS) software. The most important criteria ranked by the respondents are; client satisfaction on outcome, effective risk management, client satisfaction on cost, client satisfaction on time etc. Most important criteria ranked by respondents are client oriented base. Using the emerging criteria for determining performance of construction projects as ranked by respondents in descending of priority will help the parties of the construction industry to understand how important those criteria are. Furthermore, it was also found that most important criteria as key areas of activity which favorable results are absolutely necessary for a goal to be achieved. Additionally, using the framework developed in this study for determining performance of construction projects will help in the monitoring of performance and redirect organisational action when necessary. Lastly, it can also help the contractors’ and other key stakeholders of the construction industry particularly the clients and consultants to monitor and evaluate projects more accurately towards achieving project objectives.




1.1   Background to the study

The construction industry is dynamic in nature due to the increasing uncertainties in technology, budgets, and development processes (Chan, Scott and Ada, 2004). They further reported that, building projects are becoming much more complex and difficult, and facing unprecedented changes. Those uncertainties, along with many other documented problems, are the root causes of project delays and decline in construction projects performance (Ofori, 1991; Ogunlana, Promkuntong and Jearkirm, 1996).

The improvement of performance has become more critical to the success of construction projects which have been the subject of considerable amount of research and attention over the past two decades (Al-Otaibi, Omani and Price, 2013). Studies have shown decline in construction projects performance both locally and internationally (Ogunlana, Li and Sukhera, 2003; Komolafe, Kingsley and Muhammad, 2014). A number of authors have worked significantly on ways to improve performance from the view point of traditional criteria (i.e. cost, time and quality) (Neely et al., 1994; Idrus and Sodangi, 2010; Barkley and Saylor, 1994). Furthermore, in response to the decline of projects performance, several studies have developed and advocated the use of frameworks for assessing construction projects with a view to improve their performance (Cocca and Alberti, 2009; Kagioglou, Cooper and Ghassan, 2001; Belassi and Tukel, 2006). But the frameworks developed by several researches were mostly based on the traditional criteria that have been highly criticized (Paul, 2014). 


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