Kerzner (2006) explained that the growth of the construction project management
practice over the last few decades attributed to four major factors; a) technology
increasing at an outstanding rate; b) more money invested in research and
development; c) more information availability; and d) shortening of project life cycle.
As a result, the construction industry has been one of the key industries of great
concern to the public compared to many other industries. Despite the continuous
efforts made to cope up with the dramatic changes of dynamic socio economic
affairs, industry has been experiencing increasing vulnerability and declining
performance. This declining or stagnant performance of the industry has been highlighted in many research studies conducted on different construction markets
over the past few decades (Ganesan 1984, The Business Roundtable 1989, Dozzi and
Abourizk 1993, and McTague and Jergeas 2003).The practice of project management
has been forced to an inevitable restructuring in its applications and concepts to be
able to address the implications of these external market factors. Nelson (2008) stated
that the traditional patterns of incremental adjustments to “business as usual” might
not be adequate in today’s business world. New business models, re-engineering
measures, novel approaches, practices, tools and techniques were the common
phenomenon on demand in the contemporary business world that has been in dire
search of performance revival over last decades.