Abstract - This paper provides valuable information about the effectiveness of Project Management Body Of Knowledge (PMBOK) by evaluating performance of knowledge practice in the Taiwan construction industry. The surveys are analyzed by structural equation modeling to test the relationship between PMBOK techniques/tools/skills (TTS) and project success (PS). Importance-performance analysis (IPA) is presented to determine the priority of PMBOK TTS and the indicators that influence PS. The IPA can help construction practitioners to implement effective managerial strategies, enhance project performance, and improve the efficiency of the use of management resources, thus promoting project success. This empirical study reveals that construction practitioners can develop management knowledge to increase the likelihood of project success based on the identified important TTS and their perceived performance. Keywords - Construction industry, PMBOK, importance-performance analysis, structural equation modeling, project success, knowledge management I. INTRODUCTION In recent years, researchers have intensively studied factors that influence the success of projects [1-3]. Studies of the factors that contribute to project success (PS) have compared different methods of project management. The effects of project management tools, methods and management practices have also been examined [4]. However, although researchers have improved their understanding of how various factors influence the success of projects, project success is a time-variant concept that is difficult to measure, and the method of its measurement must be continuously improved [5]. To enhance project outcomes, the PMBOK (Project Management Body of Knowledge) Guide publishes management standards and identifies accepted project management knowledge, processes, skills, tools and techniques. Project managers and project teams can use these techniques, tools, and skills (TTS) to improve success in a wide variety of projects [6]. However, the empirical contribution of PMBOK to construction project success, and the effectiveness of its associated TTS in particular, have not been comprehensively explored. The need to identify factors that affect the success or failure of a project motivates studies of how project management and techniques can be used to improve project management quality. The effect of PMBOK TTS has few specifically examined in the previous studies. This investigation provides valuable information on the effectiveness of PMBOK by comparing the practice of TTS described in PMBOK implementation in the Taiwan construction industry. The results of surveys are analyzed by structural equation modeling. To measure the degree of project success, an importance-performance analysis (IPA) is conducted to prioritize PMBOK TTS. II. LITERATURE REVIEW AND RESEARCH METHODOLOGY The project management (PM) knowledge in PMBOK covers the nine areas of management: integration, scope, time, cost, quality, human resources, risk, communication, and procurement [6]. Ling et al. (2008) used these nine components of PMBOK for measurement purposes, having found that these bodies of project management knowledge significantly influence project performance [7]. Many of the tools and techniques that are utilized to manage projects are specific to project management. However, understanding and applying the knowledge, tools, and techniques that are regarded as associated with good practice do not suffice for effective project management. Hence, empirical studies are imperative to verifying the advantage of applying PMBOK in the construction industry. Although cost, time, and quality remain crucial to measuring project success, many construction practitioners have begun to think beyond these traditional measures of project success. Chan and Chan (2000) developed a consolidated framework that incorporates the additional dimensions of user expectations, participant satisfaction, environmental performance, health and safety, and commercial value [8]. Ling et al. (2004) subsequently included the satisfaction of the owner and the administrative burden on the owner [7]. Dvir et al. (2003) determined project success by measuring the meeting of design goals, benefit to customers, commercial success and future business potential [9]. Accordingly, the PM knowledge that is investigated in this study includes project scope management (PSM), project time management (PTM), project cost management (PCM), project quality management (PQM), project human resource management (PHRM), project communication management (PCoM), project risk management (PRM) and project procurement management (PPM). All individual PM knowledge has the potential to contribute to PS in addition to interact with each other. Therefore, Fig. 1 displays the structural relationships between PMBOK and PS that were hypothesized when the research model was used to test the initial path hypotheses and also presents the evaluation indicators that correspond to PMBOK [6, 10] as well as project success constructs. Identifying Critical Project Management Techniques and Skills for Construction Professionals to Achieving Project Success Jui-Sheng Chou, Ngoc-Tri Ngo Department of Civil and Construction Engineering, National Taiwan University of Science and Technology, Taipei, Taiwan, (jschou@mail.ntust.edu.tw ) 978-1-4799-6410-9/14/$31.00 ©2014 IEEE 1204