WORK BREAKDOWN STRUCTURE: DOES IT MATTER FOR PROJECT CONTROL INTEGRATION AND PROJECT INTERFACE MANAGEMENT OF NIGERIAN CONSTRUCTION FIRMS?

Abstract

This study investigated whether work breakdown structure matters for project control integration and interface management of selected construction companies publicly listed on the Nigerian Exchange Group. The Survey research design and two (2) variables capable of being influenced by work breakdown structure – project control integration and interface management were employed.  A sample of two hundred and forty-three (243) employees of publicly listed construction firms was drawn and the data obtained were analyzed using descriptive and inferential statistical techniques. Results obtained indicated that work breakdown structure significantly influences project control integration (t-value = 6.82; Prob. = 0.000 < 0.05) and interface management (t-value = 5.99; Prob. = 0.000 <0.05) with a positive relationship.  The conclusion is that work breakdown structure matters for project control integration and interface management of construction firms in Nigeria. Findings underscored the imperativeness of work breakdown structure in optimizing project control integration and interface management. Thus, firms in the construction industry should focus on encouraging the use of work breakdown structure by dividing intricate projects into simpler, smaller and manageable tasks to improve the overall project performance. This study assessed how dividing complex projects into smaller, simpler and manageable tasks can improve project control and interface management of publicly listed construction companies in Nigeria.