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Lack of effective Project Management factor was experienced in several papers; Afshari has mentioned that lack of project management experience were noticed from the client organization, as unqualified management team were engaged and their roles and decision making was poor, that caused delays in approval of key decisions and documents during critical period of the project (Afshari et al., 2010), Ahsan & Gunawan, also discussed Lack of effective Project Management factor was extended to the designing consultant, where the consultant in order to save cost recruited inexperienced management team, where project manager, engineering manager were weak to challenge the client comments and requirements and kept the key engineering points unresolved without proper close out, this affected the design duration and incomplete deliverables were obvious, (Ahsan & Gunawan, 2010). Alaghbari extended the poor management role to address the project management consultant that was awarded by the client, the role of the project management consultant was ineffective during the entire project cycle; i.e. engage in unproductive argument with the designing consultant, delay documents approvals without any conscious efforts to expedite, not taking firm decisions on critical engineering issues, and the consultant could not mobilise the appropriate resources at the right time, this contributed to inaccurate and incomplete technical document submission and increased the recycle of engineering reviews by client, designing team and during the detailed engineering

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work by the construction contractor (Alaghbari et al., 2007). Al-Momani added that effective and good project management play major role in any project success, and is critical at the early design since key decisions are made early in any major project, the effective project management is not limited to the client side, but it covers designing consultant, project management consultant, construction contractor and the manufacturers project management team (Al-Momani, 1999). Assaf & Al-Hejji also addressed that wherever there is effective project team there is strong decision makings, timely progress and good quality of technical deliverables (Assaf & Al-Hejji, 2006); Assaf, Al-Khalil, & Al-Hazmi stated the lack of effective management in the manufacturers team affect the materials and equipment delivery, where project managers start ordering the required materials very late, does not have the required resources to complete the products and does not book sub-suppliers slots, all these delay the start of production and delivery of the product (Assaf, Al-Khalil, & Al-Hazmi, 1995). Doloi, Zaneldin and El-Razek have mentioned in their papers the lack of effective management team and its importance, any project good performance start by having the right players and team, it is not a single party role, it is every stakeholders role to bring the right experienced team to deliver successfully the project, this will be obvious on the decisions, quality of the deliverables and protect the schedule and save project time (Doloi et al., 2012; E. Zaneldin, 2005; El-Razek et al., 2008). Fallahnejad, Faridi & El Sayegh, Fayek and Frimpong, all in their papers addressed the importance of strong project management team and they have also expressed the problems for not having the right team from the beginning of the project (Fallahnejad, 2013; Faridi & El‐Sayegh, 2006; Fayek et al., 2006; Frimpong et al., 2003). Hamzah, Han Kaliba, Muya, & Mumba extended the criticality of effective project team to cover the lead engineers, who should maintain the schedule by delivering the required engineering at the right time, instead of recycling the reviews and documents rejection by the client and project management consultancy team. Good and experienced project engineering team deliver the engineering documents with complete clarity and reduce the risks of the construction contractor during execution (Hamzah et al., 2011; Han et al., 2009;

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Kaliba, Muya, & Mumba, 2009, 2009). Poor project management from the design consultant, client side and contractor all contribute to poor performance outcome. Kumaraswamy & Chan mentioned the effective project management to address the construction contractor, where key decisions are required at certain times to compensate progress delays , this means strong project management can take fast and appropriate decisions to reinforce resources and compensate the shortage of resources as quick as required to improve the quality of work, this can be achieved if the construction contractor is equipped with strong decision making managers, otherwise the delays and poor quality will be extended to cover other areas and worsen the problem (Kumaraswamy & Chan, 1998). Le-Hoai also has addressed that the project leadership empower the project and make difference in the execution and decision making, (Le-Hoai et al., 2008); Long in his paper also talked about project management efficiency and client project management team could play major role towards project performance when project management team were involved early in the project, (2014 Long). The same was addressed and mentioned by various literatures; Majld & McCaffer, Marzouk & El-Rasas, but extended to cover inexperienced project team (Majld & McCaffer, 1998; Marzouk & El-Rasas, 2014).

Mashayekhi Ali N. & Mazaheri Tahmasb, have mentioned the importance of having effective project management team from the client, designing consultant, manufacturers, construction contractor and subcontractor, having effective project management team play role on all the organization of the projects and create effective decision making, quality deliverables and reflect good project performance (Mashayekhi Ali N. & Mazaheri Tahmasb, 2010). Mortaheb also mentioned the value of having client decision making and fast response to various technical queries by the designing consultant and construction contractor (Mortaheb et al., 2013). Odeh & Battaineh, Ogunlana and Orangi have extended the importance of effective project management team from the client and construction contractor during the execution phase; i.e. during the construction, since having them at the construction location will encourage the others to be more productive and quick in taking decisions and will have direct impact on the

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progress as resources will be utilized optimally and increase the efficiency of the labors (Odeh & Battaineh, 2002; Ogunlana et al., 1996; Orangi et al., 2011). Ramanathan has mentioned that a high quality of project team should add value to the entire progress and improve the productivity of other weak resources (Ramanathan et al., 2012). Salama, Hamid, & Keogh have also mentioned in their papers that they have found the decision making of key project management members affect the progress and avoid recycling of the work (Salama, Hamid, & Keogh, 2008). Others like Sambasivan & Soon, Sullivan & Harris, Sweis and Tumi in their papers have mentioned clearly the importance to have strong and effective project management team; not limited to the client organization but extended to cover the designer team, subcontractor along the main contractor, project management consultant and the manufactures (Sambasivan & Soon, 2007; Sullivan & Harris, 1986; Sweis et al., 2008; Tumi et al., 2009). The role and value of effective management team was recorded in various literatures and majority of the presented papers emphasised this as a key factor behind project success if it is implemented from the beginning of the design phase.

Table (2.1) has summarized the literatures which have covered the lack of effective management factors and inexperienced project teams.