CHAPTER ONE: INTRODUCTION 1.

1 Background of study Policy makers and scholars, mostly from the

West, have argued a lot the reason for the under development of developing countries and suggest a
number of way outs from under development, absolute poverty, illiteracy, and political & economic
instability. For instance, in the 1950’s industrialization was thought as the only means for economic
development so that modernization of the agricultural sector was strongly suggested (Todaro & Smith,
2012). The industrial parks are vital since rapid economic development has increased the demand for
quality goods and services around the globe. The industrial park also provides the basic goods and
services for the sustainability and development of human life on the earth. To cope with an
everincreasing population, pressure on land, and growing economic activity, industrial parks are in
increasing demand and activities are booming in many countries. More also, projects and initiatives are
implemented to ensure sustainable growth of nation economy and to create extensive linkages within
the economy. To implement these projects successfully and to meet the functional aim of the projects
within their service time, an efficient project management practice needs to be adopted from the
planning stage to end (Ofori, 2013). According to Project management institute (2013) project
management integrates the project management process of initiation, planning, executing, monitoring,
controlling and closing, progressively through the project life cycle with the aim of satisfying the
stakeholders and constituents according to the project’s established requirements. Lianying, (2013)
stated that project management is an abstract concept, and there is not a generally accepted definition.
The development of a composite project management measure of ten criteria to figure out the
correlation between project success and Project Managers’ leadership style. These ten criteria were
mainly used to determine the performance of engineering projects, information projects and
organizational projects. Project management criteria varied in fields, and then the indicators of time,
cost, health and safety, profitability and quality, technical performance, functionality, productivity,
satisfaction, environmental sustainability were categorized into “objective measures” and “subject
measures,” and were stressed especially for design/build projects of construction industry. Project
Performance criteria for projects were according to the attributes of construction projects.