Mass housing projects (MHPs) are said to differ significantly from the “one-off” traditional building projects often encountered in the construction industry and thus require unique management skills and approach in MHPs delivery. This unique nature of MHPs contributes to managerial inefficiencies that result in delivery failures when management approaches are not adapted to the project characteristics. However, understanding and knowledge of the unique attributes of MHPs are critical towards improving the organisation, planning, managerial effectiveness, and delivery success of mass housing projects. To date, extensive studies establishing the unique features of mass housing projects are lacking. This study is set out to identify what constitutes the unique features of mass housing projects by comparing mass housing projects to traditional “one-off” building projects. A questionnaire survey was used to establish mass housing practitioners’ perception of the unique characteristics of MHPs. Data analysis involving mean scores and ANOVA revealed 10 unique features of MHP. A clear and systematic understanding of these unique features of MHPs is crucial for evolving effective project management practices and critical competencies towards successful delivery of current and future MHPs. 1. Introduction Construction projects are said to be unique and share distinct physical, organisational, and operational characteristics from one project to another [1]. The physical, organisational, and operational features of projects have significant impact on the initiation, planning, procurement organisation, decisions, and management and consequently contribute hugely to construction project delivery success or failure. Mass housing projects (MHPs) share attributes and characteristics that make their management inherently more difficult and distinct in comparison to “one-off” traditional construction building projects and thus require distinct management approaches and skills in MHP delivery [2–5]. According to Enshassi and Burges [6] and Enshassi [7], the unique nature and characteristics of MHPs often influence managerial inefficiencies and communication ineffectiveness among the projects team in the delivery. Unfortunately, even though there is widespread agreement from literature that MHPs share unique attributes which impose enormous and diverse influence on the operational, organisational, and managerial task functions during the construction process [4, 7, 8], what constitutes these features of mass housing projects (MHPs) remains to be determined and the
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