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The role of project management in achieving success
Abstract
The role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality. In spite of this the distinction between the project and project management is less than precise. This paper aims to identify the overlap between the definition of the project and project management and to discuss how the confusion between the two may affect their relationship. It identifies the different individuals involved on the project and project management, together with their objectives, expectations and influences. It demonstrates how a better appreciation of the distinction between the two will bring a higher possibility of project success.
... The primary themes were communication (Belassi & Tukel, 1996) and client perception of stakeholder satisfaction (acceptance and meeting needs) Pinto & Prescott, 1990;Turner et al., 2009). According to Munns and Munns and Bjeirmi (1996), there was just one other recurrent pattern, and that was the client using the result. Turner et al. ...
... (2009) considered repeat business, as well as time and cost (Bryde & Robinson, 2005). According to the users (including end users, consumers and customers), quality (defined as meeting user needs) was the most recurrent theme (Jugdev & Müller, 2005;Munns & Bjeirmi, 1996;Turner et al., 2009). Another recurring theme was close co-operation/interaction (Cooke-Davies, 2002;Tukel & Rom, 2001). ...
... Another recurring theme was close co-operation/interaction (Cooke-Davies, 2002;Tukel & Rom, 2001). In addition to perceived values (Jugdev & Müller, 2005), the project was well accepted by users (Lim & Mohamed, 1999), Users utilized the finished product or project (Munns & Bjeirmi, 1996), and the project was sold to its intended consumer (Pinto & Prescott, 1990), It also satisfied the functional and technical requirements (Tishler et al., 1996), offered the asset's benefit, and yielded benefits in terms of availability, dependability, maintainability, cost, and time . The project must demonstrate tangible value to the client (Ghorbani, 2023). ...
Purpose–This study evaluated how effectively key stakeholders (project managers, team members, and clients) could predict I.T. project success. Every stakeholder had an independent perspective on the project's success, which made it possible to evaluate the project's success by considering all the stakeholders' points of view. Study Design/Methodology/Approach–Two focus groups studied how project managers, teams, and clients could determine I.T. project success. The study focused on assessing I.T. project success from various perspectives. Five to six stakeholders from different sectors with personal experience in I.T. projects participated in that study. Findings – The results suggested that successful I.T. projects that met business goals, improved operational efficiency, and produced significant returns on investments depended upon communication and teamwork, and equal participation by all stakeholders, the project success would be improved. Practical Implications – The research implications for project management strategies are that organizations could enhance their capacity to work together and achieve project goals by incorporating multiple stakeholder perspectives. This approach promoted creativity and encouraged IT solutions that aligned with business objectives. Originality/Novelty – Project managers monitored I.T. project execution to balance corporate goals with technology demands. Project teams produced high-quality deliverables and communicated well to overcome difficulties. Clients preferred I.T. solutions that met their company objectives, improved operational efficiency, and provided significant ROI.
... Drawing from existing literature, particularly the works of Munns and Bjeirmi (1996), Thomas & Fernandez (2008), Papke-Shields et al. (2010), Ika (2009), andTaherdoost &Keshavarzsaleh (2015), several insights can be gleaned regarding the management and success criteria of projects: ...
... Capacity constraints faced by project committees, including issues with funding, resources, and operational costs, resonate with literature highlighting the importance of institutional capacity in project management (Munns & Bjeirmi, 1996;Keup, 2021). Building institutional capacity involves providing adequate resources, training, and support to enable effective project implementation and management, addressing challenges related to resource constraints and operational limitations. ...
... Challenges with communication and coordination within project committees highlight the critical role of effective communication and coordination mechanisms in project management (Munns & Bjeirmi, 1996;Taherdoost & Keshavarzsaleh, 2015). Clear communication channels and coordination mechanisms facilitate collaboration, information sharing, and decision-making, contributing to project success and stakeholder satisfaction. ...
This study critically evaluates factors leading to the failure of Constituency Development Fund (CDF) projects within Zambia's education and health sectors, aiming to recommend effective strategies for improving project success rates. Utilizing a sequential mixed-method approach, the research examines the effectiveness of existing management strategies, identifies key factors contributing to project failures, and explores challenges faced by project committees. Data was collected through semi-structured interviews, a literature review, and five focus group discussions (FGDs) with 46 respondents from Chongwe Constituency. Purposive sampling was employed to gather both primary and secondary data. Quantitative data were analyzed using the mean t-test to determine factors significantly impacting community engagement and project outcomes. Qualitative data underwent thematic analysis to explore themes from interviews, literature, and FGDs, enhancing the triangulation of findings. Findings reveal that despite the alignment of management practices with best practices, factors such as failure to use CDF, funding delays, lack of transparency, limited community involvement, and limited community knowledge of CDF, contractor incompetence, Key challenges faced by implementors included, volunteer status of WDCs which was unsustainable and challenging, lack of capacity building contribute to project failures. The study advocates for improved project management practices, enhanced stakeholder engagement and education about CDF to communities and robust monitoring to increase project success.
... Academic research often explores complex models and frameworks that, while theoretically sound, may not be readily applicable in the less controlled environments of real-world projects [9]. [10] discuss the "knowing-doing gap," where project managers acknowledge the value of academic research but struggle with its practical implementation due to constraints not typically addressed by academic studies, such ...
... Table 1. Top Citation Citations Author Title 1492 [12] Project management: Cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria 857 [13] Application of the AHP in project management 639 [14] On uncertainty, ambiguity, and complexity in project management 608 [15] Directions for future research in project management: The main findings of a UK government-funded research network 575 [16] Project management by multimoora as an instrument for transition economies | Projektų vadyba su multimoora kaip priemonė pereinamojo laikotarpio ūkiams 555 [17] Portfolios of Control Modes and IS Project Management 527 [10] The role of project management in achieving project success 490 [18] Fundamental uncertainties in projects and the scope of project management 479 [19] Inquiring into the temporary organization: New directions for project management research 473 [11] Rethinking Project Management: Researching the actuality of projects The network visualization illustrates the international collaboration in project management research, with nodes representing countries and links indicating co-authorship relationships between researchers from different nations. Larger nodes, such as those for the United States, China, the United Kingdom, and Spain, indicate these countries' significant contributions to the field and their central roles in fostering global collaboration. ...
This study presents a comprehensive bibliometric analysis of project management research to explore its evolution, thematic trends, and the connections between academic contributions and practical applications. Utilizing data from the Scopus database, the analysis spans publications from 2000 to 2024, identifying key contributors, influential institutions, and global collaborative networks. The findings reveal a dynamic shift in project management research from traditional themes such as risk management and cost control to contemporary focuses on sustainability, innovation, and stakeholder engagement. Prominent authors and institutions were identified, with developed countries leading in research output and collaboration. However, growing contributions from developing nations highlight an emerging inclusivity. The study underscores the interdisciplinary and global nature of project management while identifying a persistent gap between academic research and practical implementation. Recommendations for future research include enhancing collaboration between developed and developing regions, focusing on practical applications of emerging themes, and adopting interdisciplinary approaches. This analysis serves as a foundation for advancing project management research to meet evolving global challenges effectively.
... According to Deep et al. (2022) the bargaining power and the dependence between actors in a construction project has a significant impact on the level of risk transfer. The client is responsible for setting up a good project management prerequisites and hence by not taking this responsibility the client does not provide support for good project management (Munns and Bjeirmi 1996). The procurement design, i.e. how the CLS is procured by the initiator (client or main contractor) should identify the way to address the emergent uncertainties and manifest collaborations necessary for an efficient implementation of the CLS (Deep et al. 2022, Jann� e and Fredriksson 2022). ...
... However, as can be seen above the centrality of an actor affects its power in a network (Cook 1977), where the level of information received and sent out indicates power (Loosemore 1999). Therefore, a major factor for the successful implementation of project management is that the project manager and team become the central point of responsibility (Munns and Bjeirmi 1996). Furthermore, by resolving responsibilities early in the project, a manager can avoid later conflict, ensuring that the process of resolving a problem takes priority over the process of resolving responsibilities (Loosemore 1999). ...
In complex projects, such as hospital constructions, there are large interdependencies between the actors involved, especially relating to the flow of materials and resources. As new hospital buildings are often built on existing blocks and campuses, ongoing hospital operations may hinder logistics and construction operations and vice versa. To handle these issues, it has become increasingly common to implement construction logistics setups (CLSs). The purpose of the paper is to analyse how the centrality of the CLS in the project organization affects the coordination and conflict level in complex construction project management using a power dependency lens. The study is based on case studies of six hospital projects in the Nordic countries.
Based on a cross-case analysis it is identified that: 1) from a logistics management perspective
we identify three different foci of the CLS; i) security for hospital patients and staff, ii) on-site
material flow coordination, and iii) flow coordination to and from site, and 2) from a project
management perspective the main findings point towards the importance of centrality of the
CLS in the project management organisation in order to ensure enough power to mandate
enforcement of coordination.
... Despite being a multidimensional strategic concept (Pinto et al., 2021;Shenhar et al., 2001), there is little consensus in the literature on what truly constitutes project success (Cooke-Davies, 2002;Volden & Welde, 2022).Traditionally, success in project management research has been associated with achieving the so-called iron triangle (Atkinson, 1999;De Witt, 1988;Keegan & Turner, 2002;Munns & Bjeirmi, 1996;Olsen, 1971), which involves managing the project within agreed time, cost, and quality constraints while adhering to the initially envisioned investment budget. The three dimensions of time, cost, and quality are fundamental elements in project planning and remain crucial in defining project success (Larsen et al., 2016;Park, 2021;Pollack et al., 2018;Watanabe et al., 2024;Zid et al., 2020). ...
... The dialectic of success for these major projects also differs from the iron triangle accomplishment (Atkinson, 1999;De Witt, 1988;Munns & Bjeirmi, 1996;Olsen, 1971) traditionally referred to in project management literature, which involves managing the project through agreed time, cost, and quality constraints while respecting the investment budget envisaged upfront. ...
... Belassi and Tukel [54] considered project manager-related factors (ability to coordinate, commitment, etc.) as the crucial determinants of success or failure in projects. Munns and Bjeirmi [55] emphasized the need to appreciate the role of project managers within projects. ...
... The latter involves a voluntary obligation rather than an obligation imposed by an agent. These two features are of vital importance to project managers, and they can significantly influence the PM success as indicated by a number of scholars [54,55,72]. Project managers who enthusiastically dedicate themselves to the project can increase motivation of the project team members to achieve project goals. ...
Influence of project manager's competencies on project management success Project management (PM) has been a demanding profession in construction industry due to its dynamic nature originating from the uncertainties in budget, technology, and development processes, which put emphasis on the necessity for highly capable project managers. This study develops an extensive PM success model and investigates the influence of project manager's competencies on the PM success. The resulting model reveals that the project manager's competencies can play a big role in determining the PM success in construction projects. Leadership is identified as the most influential project manager competency followed by responsibility and commitment. Researchers and senior industry practitioners such as managers or boards of directors are expected to benefit from the developed model by recognizing the influences of project managers on the PM success and taking notice of the recommendations provided.
... On the contrary project performance is generally characterized in a vast context. Much of the literature at the time, according to (Munns & Bjeirmi, 1996)believed "projects cease when were handed to the customer. This is the main point at which project the management ends. ...
The motive of this study is to examine the impact of project management approaches on project performance in the IT sector of Pakistan. The study can be beneficial for the success of IT-based projects under the uncertain business environment and poor economic conditions in the country. In project management, different approaches traditional, agile, and hybrid are applied for increased project performance. The implementation of project management approaches will increase the project performance of the IT sector in Pakistan and enhance the capability of the software organization to achieve a competitive advantage. This study will also facilitate the project managers to adopt the best strategy for projects in this uncertain environment in Pakistan. The result will show the significant impact of agile and hybrid approaches on project performance and will improve the scope of project management in Pakistan. The study focuses on the changing environment how these approaches affect the performance measures of the projects and how the project managers can utilize the best one to enhance the performance of the project. The result of this research will support the IT industry of Pakistan and will bring innovation in this sector which encourages the business economy of the country.
... Truck Dieser Waldt (2012) research says task supervision methods might be enhanced simply by implementing efficiency managing. Munns in addition to Bjeirmi (1996) additional of which gratitude of the individual within the associated with functionality administration is a new predictor associated with task achievement. This particular predictor has been additional maintained K?mpe and even Dark brown (2004), that mentioned that this job control program offers a multi-dimensional viewpoint involving task achievement. ...
The objective of performing this particular study was to look for the effect associated with human being resource-related aspects around the achievement regarding building tasks within Karachi, Pakistan. Specifically, this particular research analyzed the particular impact involving expertise, overall performance administration, coaching, plus advancement plus payment methods around the achievement associated with building tasks. It was the quantitative study technique, as well as the focus on populace was task associates regarding structure tasks inside Karachi. Information was gathered through 151 participants utilizing a nonprobability sample method. The outcomes exposed that the particular predictors a new good in addition to substantial effect on job achievement. The research also available that will settlement procedures experienced the greatest influence on the achievements of design jobs within Karachi, Pakistan. This particular examine offered information within the part associated with hr} manager a
... This structured approach facilitates effective communication among team members, sponsors, and regulatory agencies, which is vital for addressing challenges that may arise during the project lifecycle. Properly-managed projects are products of systematically organized, executed, and finalized project undertakings that adhered to constraints of time, budget, and quality [11][12][13]. ...
Cement and lime are common stabilizers which could promote high cost for soil stabilization, prompting the need for sustainable alternatives. Utilizing agro-industrial waste by-products as stabilizers offers a cost-effective solution to replace cement and lime. This project management plan (PMP) investigates the feasibility of using locally available lime sludge and rice husk ash for road subbase stabilization to achieve desired strengths and environmental impact assessments. The PMP focuses on an institutional project with a three-member team, involving preparing soil samples, lime sludge, and rice husk ash, blending samples, conducting Compaction and California Bearing Ratio (CBR) tests, performing environmental impact assessments, and preparing a project terminal report with findings disseminated to stakeholders. Additionally, it excludes the use of other additives for subbase stabilization, large-scale road construction, long-term maintenance, and stabilization of other infrastructure components.
... Ogunlana (2008) asserts that effective leadership is crucial in completing projects, mainly when collaborating with individuals or teams. Munns & Bjeirmi (1996), who claimed that the leader's agile management and project delivery relationship have a significant role in the success or failure of project delivery, corroborate this claim. Azman et al. (2020) believe a leader should have various skills, dispositions, and styles. ...
This empirical research examines the role of agile management strategies guided by effective leadership towards timely project delivery in the Chinese construction sector. Survey data from 738 construction professionals assessed five agile methods including iterative development, flow of visual information and customer orientation combined with adaptive leadership styles. PLS-SEM modeling demonstrates these agile techniques and leadership decision-making have significant positive influence on prompt project completion. The findings contribute insights on targeted agile transformations customized for the Chinese industry to drive efficiency, quality and stakeholder satisfaction amidst volatility.
... The critical issue is not the delay but the total time students dedicate to academic work, which often falls short of faculty expectations. Research suggests encouraging students to strategically plan and complete academic tasks is essential for achieving effective academic performance [68,69]. ...
Background
In today’s rapidly evolving educational landscape, AI-powered applications like ChatGPT, POE, and Duolingo are revolutionizing language education, offering personalized learning experiences in EFL. However, challenges such as student engagement and academic procrastination persist. This study delves into how these AI tools impact EFL learners’ engagement and procrastination tendencies, aiming to inform effective technology integration in language instruction.
Objectives
The primary goals of this research are to assess the influence of AI-empowered applications on affective, cognitive, and behavioural engagement and academic procrastination among EFL learners. By considering both the affective and cognitive aspects of engagement, the study aims to provide insights into optimizing EFL instruction through AI-driven tools while addressing academic procrastination challenges.
Methodology
A quasi-experimental research method was employed, involving ten intact classes comprising 350 students divided into two groups. Engagement and procrastination scales were administered before and after the treatment. T-tests were utilized to analyze the data, comparing pre- and post-treatment scores between the groups.
Findings
The results indicate that the experimental group, exposed to AI-empowered applications, demonstrated significantly higher levels of affective, cognitive, and behavioural engagement than the control group. Keywords: AI-empowered applications, Academic procrastination, engagement, Chinese EFL learners’ engagement. Moreover, a substantial reduction in academic procrastination was observed among students exposed to AI-empowered applications.
Conclusions
The study underscores the potential of AI-empowered applications to enhance learner engagement and mitigate academic procrastination. The findings contribute to the pedagogical discourse surrounding technology integration and advocate adopting learner-centred approaches. The incorporation of AI-empowered applications in diverse educational settings is recommended.
... Since the projects developed in this sector are extremely critical, it is necessary to determine the project priorities correctly to obtain high efficiency and success from the activities in this field. Successful completion of projects is only possible with a planning that will be carried out from the perspective of the right PPM [63]. Executing the project with insufficient financial resources, not complying with the developed and used workflow, constantly changing project requirements, not planning resources effectively, and most importantly, not using appropriate analytical methods are among the factors that cause risks to arise in defense industry projects, which differ from other sectors with their unique characteristics. ...
With the developing technology and increasing conflict environment, countries allocate more budgets to defense industry projects every year to protect their lands and be deterrent. Military project management is a separate project management field with its own characteristics. Since defense industry projects include long-term, high-budget and integrated projects, procurement planning must be carried out in an organized manner. Therefore, defense industry projects have a complex structure for decision makers. The concept of project-based procurement in defense management ensures that weapon systems equipped with the latest technology are included in the inventory in appropriate time periods by using scarce resources effectively. In this study, the model was developed to support decision makers in project management decisions at a strategic level in a structure that enables coordinated procurement of main and auxiliary projects under allocated budget constraints and can be spread over years. In the general problem considered, portfolio selection optimization was performed for 16 different land, air and defense projects and 4 auxiliary project types integrated into them for a 10-year dynamic planning period. In this way, a mathematical model was created that decides which project, how many, in which period and with what amount of resource transfer will be completed in a country in the planned period. With the solution of the model, planning was made for a minimum of 119 and a maximum of 168 projects per period. Annual used, transferred, cumulative and initial budgets were presented for each period for planned projects. Accordingly, it was calculated that a used budget of 2.083 million units was needed. While creating the portfolio, the final efficiency values (FEV) obtained from the integration of the total lethality (TLI) and multi-criteria decision-making (MCDM) priority values of the weapon systems were added to the model and a methodology original to the literature was presented.
... Project management success is intrinsically linked to the quality of project execution and control processes. This conclusion is supported by previous work 42,59,[76][77][78]83,89,113 . Projects benefit from using specific project management tools and techniques (e.g., work breakdown structure, organizational breakdown structure, communication plan, risk matrix) 114 , from defining and implementing adequate logistics, establishing agile processes, the ability to manage the unforeseen and errors in a timely fashion and to overcome the resistance to change imposed by the project. ...
In a context where pandemic crises and chronic conditions are a constant and increasing threat, the success of public health projects is absolutely critical. However, little is known about the factors that influence the success of projects that aim to provide conditions for people to be healthy and prolong the life of the population as a whole. A mixed-method study was carried out to fill the literature gap, resulting in a new model of success factors for public health projects. The research work theorizes the success factors that impact public health project success, providing relevant knowledge for project managers and contributing to the successful management of public health projects.
... Some hold that leadership is critical (e.g., Heifetz et al., 2009;Heifetz & Linsky, 2017;Katz & Kahn, 1978;Bennis, 1989;McGregor, 2006). Others hold that the work itself and its dimensions have primacy (e.g., Pinto & Slevin, 2006;Munns & Bjeirmi, 1996;Müller & Jugdev, 2012). Others argue for group cognition (e.g., Hutchins, 1995). ...
This theoretical dissertation introduces a novel approach to extend the Santiago theory as formulated by Humberto Maturana and Francisco Varela into the social realm. They contend that cognition arises as a consequence of a biological system interacting with its environment and equate this with the process of life. In line with this theory, this dissertation explains how the operation of individual human beings as independent cognitive entities gives rise to social structures and how these structures support the ongoing self-organization and self-maintenance of those individuals. Organization development and organization studies in general, from this perspective, bring forth the Santiago theory as an exercise in human development above all: Growth can only occur with, through, and for each other as human beings.
... Clarke (1999) stated that 'effective communication can motivate, reduce non-productive efforts, avoid mistakes, manage uncertainties, encourage teamwork, and build confidence'. Communication is a significant element in a project manager's behaviour, primarily when referring to the involvement of clients, customers or users (Munns and Bjeirmi 1996;Tukel and Rom 2001). ...
Globalisation has brought complexity to construction project management, with challenges like design complexity, evolving stakeholder expectations, and disruptions from the COVID-19 pandemic leading to uncertainties such as cash flow disruptions, schedule delays, and health-related issues. Despite modern management techniques, many project-based organisations face cost overruns, schedule delays, and client dissatisfaction. A literature review emphasises the importance of leadership and communication practices, trust development, collaboration, stakeholder management, and relationship and conflict management in addressing these challenges. This study aims to provide insights into the relationship mechanisms between leadership practices, communication, and project success, introducing a novel framework that encourages practitioners to adopt innovative behavioural practices, helping bridge the gap for empirical evidence-based studies. The methodology involves responses collected randomly from experienced project professionals, employing exploratory factors/multivariate regression to identify five key success factors: effective communication, relationship management, leading by example, self-management, and interpersonal sensitivity, along with 18 contributing behaviour practices that will help address challenges experienced in the Australian construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption. The study identifies high-to-moderate levels of interpersonal and emotional behavioural practices, advocating for people-oriented and relationship-building practices to enhance project success, contributing to improved outcomes by adopting our developed framework. Twofold implications include (1) categorising leadership dimensions into clusters, providing a practical tool for project managers and (2) the key success factors tailored to address sector-specific challenges, enhancing project outcomes.
... Another issue that is common in construction is cost control, especially when it comes to costs exceeding the initial estimated cost [1]. These are the three most common factors that define the success of the project: time, money, and quality [2][3][4]. For the success of the project, the Project Management Team (PMT) should complete the project on time, within the set budget and meet the quality standards. ...
In this study, an innovative method has been proposed for resource allocation among contractors in large construction projects. This method is designed based on a combination of machine learning techniques, fuzzy theory, and auction modeling. Resource allocation in the context of large construction projects, where multiple contractors work simultaneously, can pose a complex problem. Developing an efficient method to address this issue can contribute to improving project performance in terms of cost and construction delays. We have presented a three-stage method for resource allocation in large construction projects. In the first stage, machine learning techniques are utilized to develop two distinct neural network models for predicting costs and delays for each contractor. These models utilize the Genetic Algorithm (GA) to optimize their parameters. In the second stage, a fuzzy model is used, which takes inputs from the neural network models and other contractor-specific features. This model prioritizes the needs of the contractors. Finally, an auction model is employed to fairly distribute the limited project resources between the contractors in need. The implementation results indicate that the proposed method for allocating resources among contractors in large construction projects have achieved MAE and RMSE values of 18.88 and 22.98, respectively, demonstrating a significant performance improvement compared to other proposed methods.
... In the final theme, project management skills were identified. They refer to the process of attaining project objectives with limited resources, without adversely disturbing routine operations (Munns & Bjeirmi, 1996). The IBM graduates reflected on their learning journey and elaborated on their successes. ...
This paper expounds on applied learning and teaching transformations through project-based action learning for students’ self-awareness and effective competence development. After providing some background to the Indonesian university where the research took place and a brief review of the literature, we describe the methodology. The article is based on longitudinal action research over 13 years that used a mixed-methods survey that generated multiple testimonials that were assessed via thematic content analysis. Six phases of learning innovations are discerned: Awareness, alignment, action, adoption, assurance and anticipation. These phases of the transformational process also provide the structure for the findings and discussion section. To succeed, international business management graduates have to continuously strategise, implement, and incorporate a closed-loop feedback system to track and manage individual progress with an action learning balanced scorecard. As whole-brain learners, the pursuit of knowledge must be transformed into a value-added advantage in four types of interconnected and interdependent power.
... Project management is a well-known profession utilized to deliver projects by many of the world's most prestigious firms. Using an effective project management technique, irrespective of the industry or size of a project, is generally believed to increase the likelihood of finishing projects on schedule, within project cost estimation, and to deliver project outcomes that will meet the expectations of all stakeholders (Milosevic & Patanakul, 2005;Munns & Bjermi, 1996;Pitagorsky, 2003). Avison and Fitzgerald (2003) opined that the terms project methods and project methodology are often misrepresented, making it necessary to define what project management methodology is. ...
The aim of this research is to examine the level of adoption and application of project management practices in a not-for-profit organization within a case study of performance for all northwest.
The growing competition for limited resources amongst organizations, both profit making and not-for-profit, continues to be a major driver for these organizations to adopt project management practices that can improve project performance efficiency and increase project success.
Many research activities carried out on application of project management principles have been focused on profit-making organization especially the large companies. However, this research attempts to investigate the level of project management application within a not-for-profit company in the United Kingdom.
This research was conducted based on Performance for All Northwest (PFA) as a case study. The company is a small social enterprise in the Northwest of England. A review of literature on project management framework, methodology and best practices across various disciplines was conducted.
A qualitative method was adopted in the research and semi structured interview was conducted with the founder and a selected employee. The data obtained were subjected to qualitative evaluation, review of literature and a comparative analysis of the current project management practices within the organization with project management best practices was also conducted.
The study utilized purposive sampling; a targeted selection process deemed suitable for its focus on individuals with specific insights into the organization. Purposive, or judgmental sampling, is preferred when researchers aim to engage a particular segment of the population that meets predefined criteria. Despite the limited sample size due to company size constraints, two respondents were identified as fitting the criteria based on their substantial experience within the organization.
The result of the analysis shows that project management best practices regarding scope, time, and cost management are still lacking within the not-for-profit industry. It also reveals that inadequate knowledge of the importance of project management to organizational efficiency and project performance exists within the organization. The research further made recommendations for Performance for All Northwest and other not-for-profit organizations.
The study confirms that although an increasing number of organizations are beginning to adopt modern project management methodologies, many are still using the conventional style of managing projects. The research has highlighted some important issues relating to project management practices at PFA.
The research findings have identified some crucial gaps in the adoption of project management practices and will therefore recommend project planning, training, development, and lessons learned strategies to help improve project outcomes. While other studies on project management practices are centered on profits organizations, this study goes on to indicate specifically that not-for-profit organizations have not fully understood and appreciated how project management principles and methodologies can assist them in project performance and easier attainment of organizational objectives.
... Studies on leadership cohesion in other countries and sectors were observed by (Munns, & Bjeirmi, 2018;Han, 2014). Nevertheless, the banking sector of Nigeria suffers a paucity of research in the area of leadership cohesion and how it relates to corporate image (Longe, 2014;Uchenwamgbe, 2013). ...
Abstract: The performance of deposit money banks in all nations has a key role to play in the growth, enhancement and development of a nation. Studies have shown that strategic agility factors such as sensitivity, leadership cohesion, proactiveness significantly to organisational performance. However, poor adoption of these factors has posed problems for deposit money banks thus leading to the decline in organisational flexibility, corporate image and competitive advantage. The increasing nature of the decline in the performance of financial institutions in recent years poses serious threats to the stability and survival of the financial sector and banks in particular. The poor organisational culture also affects the extent to which strategic agility contributes to the organisational performance. The study therefore evaluated the nexus between strategic agility and performance of selected deposit money banks in Lagos, Nigeria. Thestudy adopted a cross-sectional survey research design. This design is adopted because it described extensively, the relationships between the study variables. The population comprised 3000 management-level employees of the selected quoted deposit money banks. These banks were selected because they are among the top ten performing banks in the Nigerian banking sector. Taro Yamani sampling formula was used to determine the sample of 459. A validated questionnaire was administered. The Cronbach’s alpha reliability coefficients of the constructs ranged from 0.71 to 0.93. The response rate was 91.2%. Data were analysed using descriptive and inferential statistics. Findings revealed that sensitivity significantly affects the organisational flexibility of selected deposit money banks in Lagos, Nigeria (R = 0.522, R2= 0.305, F (1,417) = 182.674, p < 0.05). Leadership cohesion has a significant influence on corporate Image of selected deposit money banks in Lagos, Nigeria (R = 0.227, R2= 0.051, F (1,417) = 22.554, p < 0.05). The study concluded that strategic agility significantly affected the performance of selected quoted deposit money banks in Lagos State, Nigeria. The study recommends that deposit money banks should constantly be evaluated in order to seek outways to become agile in order to improve performance level.Keywords:Strategic agility, sensitivity, leadership cohesion, organisational flexibility, corporate image
... 29 Consequently, the DHBs lacked a mutual vision for analyzing or synthesizing problems, or determining the causes, direction, goals, and strategic plans for solving problems together. 30 Status of being Divorced/ Widowed/Separated had less effect on the performance of the DHBs than the single status. It can be explained by the fact that people with the status of divorced/widowed/separated may have higher family responsibilities, burdens, and expenses than those with single status. ...
The objectives of this cross-sectional study were to examine the performance of the District Health Boards (DHBs), and to investigate factors affecting DHB performance within the district health system in Chiang Mai Province, Thailand. The samples of the study were 399 participants from the DHBs. The data were collected by using a questionnaire. The collected data were analyzed with descriptive statistics (percentage, mean, and standard deviation) and inferential statistics (stepwise multiple regression analysis). The study’s results showed that the overall DHB performance within the district health system was at a moderate level (mean = 3.38, S.D. = 0.79). Among the components, the highest mean was found for setting objectives and plans at a high level (mean = 3.52, S.D. = 0.69), while the lowest mean was found for the evaluation of sustainable work development at the moderate level (mean = 3.17, S.D. = 0.70). Regarding factors affecting the DHB performances, eight co-predictive variables were found: 1) internal communication, 2) DHB potential development, 3) work assignment in teams, 4) community participation, 5) teamwork, 6) management experiences, 7) status of divorce/widow/separation, and 8) participation period in the DHB role. These eight factors could significantly co-predict the performances of the DHBs within the district health system at 65.40%. The results of this study can later be used as data for determining policies and plans for the implementation of the DHBs in Chiang Mai Province, Thailand.
... However, these studies have not reached a consensus about which certificate or framework could be the most effective PM methodology to implement for personal and organizational success. In this study, a certification system based on the PMBoK (developed by PMI) was considered since it represents more comprehensive knowledge of PM and is widely accepted as the best practice in the field of PM (Association for Project Management (APM) 2022, Munns and Bjeirmi 1996). ...
The purpose of this study is to investigate the role of certification in a project management environment from the perspective of Project Management Profession (PMP) certified project managers. To do so, a semi-structured questionnaire survey was created through a focus group discussion technique and applied to 30 PMP-certified project managers. The data obtained were analyzed via the SPSS 20 statistical package and results were presented in two sub-sections: (i) the demographic information of respondents and (ii) the specific perspective of project managers about PMP certification. Several organizations offer comprehensive and constantly updated certification programs to adapt to the changing needs of the project management profession. Thus, professionals can confirm their knowledge, abilities, and skills in the project management field. Moreover, certification is a key factor for the project management profession regarding up-to-date training offered, standardization of project management applications, and continuous development in project management performance. This paper aims to aid project managers to be aware of the potential benefits of PMP certification to improve project management capabilities as a source of competitive advantage.
... The study of Olusegun and Michael (2011) is also consistent with the findings of this study in the area of incompetent project manager and unqualified/experienced consultants while the poor management mentioned by Zairu and Rahinah (ND) is equally in consonance with the findings of this study. The results of Ewusi-Musah and Przasnyski (1991), Munns and Bjeirmi (1996), Liebowitz and Hackney (2002), El-Eman and Koru are in agreement with this study in the area of unsupportive top management, managerial and communication aspect of project management, wrong person as project manager and senior management not sufficiently involved in poor risk management, lack of management support (McManus & Wood-Harper, 2007;Boehm, 2001), lack of clear project goal and value (Alfaadel, et al, ND), misunderstanding of user requirement and improper definition of roles and responsibilities (Schmidt, et al, 2001) are also findings that are consistent with the finding of this study. ...
... Time to market: Measure the time taken to deliver the project's final product or service to the market. This can be quantified by calculating the project's cycle time or time-to-delivery metrics [53]; ...
In today’s rapidly evolving technological landscape, effective management of information technology (IT) projects is paramount for organizational success. However, ensuring sustainability in IT project management remains a persistent challenge. This paper proposes a novel approach centered on data-driven strategies to enhance sustainability and excellence in IT project management. By harnessing the power of data analytics, organizations can derive actionable insights to optimize resource allocation, mitigate risks, and streamline project workflows. The integration of data-driven decision making processes enables project managers to make informed choices, fostering adaptability and resilience in the face of dynamic project environments. This research explores the utilization of IT software project performance metrics and historical project data to fuel analysis of how strategies drive business sustainability. Moreover, this paper examined these dimensions with the help of advanced analytics techniques such as multiple linear regression. By aligning IT project management practices with business sustainability objectives, organizations can enhance project success rates, while minimizing adverse environmental impacts and resource consumption. Prospectively, this kind of research should expand to determining factors for the adoption of data-driven strategies to empower organizations to achieve sustainable IT project management excellence, ensuring long-term competitiveness and value creation in a digitalized world.
... For example, tam et al. (2020) present the connection that the client's involvement has on the success of agile projects. the motivation, technical and behavioral capacity of project teams is also the subject of research (ashley et al., 1987;Belassi & tukel, 1996;chua et al., 1999;de Wit, 1988;gomes & Romão, 2016;Munns & Bjeirmi, 1996;Murphy et al., 1974;Ribeiro et al., 2013;sampaio et al., 2021;tam et al., 2020;Varajão et al., 2014). in research on measuring success, de Wit (1988) presents the project manager and the project team as factors that directly impact project success. in public administration management, team performance is also a constant target for research (Kindarto et al., 2020;MacDonald et al., 2020;Min & Oh, 2020;Potipiroon & Faerman, 2020). ...
The public sector has many challenges when improving business processes. One of those challenges is managing the projects’ success by considering the context and constraints of public management and business process management (BPM). Moreover, the importance of the elements that will drive success can be different depending on the stakeholder and the stage of the project (e.g. initiation, executing, closing), which adds another ingredient of complexity to project management. Aiming to give project management the capacity to manage success criteria and success factors in BPM projects, this research used action research to develop an integrated model of a project management methodology (PRINCE2) and Success Management. A government-to-government BPM project was conducted as a case study to evaluate the model developed. In addition to the integrated model, another contribution of this work is the proposal of two general lists of success criteria and success factors from the perspectives of the client and project team.
... According to many studies, failure rate of software projects is between 50% -80%. Highly influential reasons that add to the failure of the software projects are recognized through the many researchers as 57% of software projects fail due to communication failure [22], lack of projects management largely affects the result that approximately 50% of all planned projects (about 44%) are noted as futile [23], Uncertain requirements [24], lack of client or customer participation [3], uncertain goals and objectives [25], Poor Requirement Set [26], Lack of Resources [27], Poor requirement management and lack of communication between clients, designers and developers [28], inadequate basis for the project, lack of technical project management, lack of commitment to the project [29], time, cost and customer satisfaction [30] and also project management model [31]. According to software management models of Ropponen & Lyytinen (2000) and Ewusi-Mensah (2003), requirements management and changing requirement are one of the most important factors for software failure [32]. ...
The software industry is acting as an engine for economic growth and development of a Nation. Over the past two decades, software became a key factor for the smooth operation of almost every type of industry and among all sectors of organization. The software industry has great positive and disproportionate impact on world's financial growth, export, jobs and economy. The success and growth of the software industry is directly dependent on the successful completion of the final delivered software products and successful completion of final software deliverables are highly depended on quality of requirements. In current scenario requirements are uncertain and not fixed. As per human tendency not to constant with their necessities therefore clients/ professionals behaviors are also in changing nature hence requirements keep on changing thus highly influences the successful completion of software projects hence performance of the software industry. That is why requirement management plays very critical and crucial role in the successful development of software projects. The main motive of this research study is analyzing various important facts and figures about software industry and their influences in various sectors of a country. Findings from the various survey and reports shows that how requirements are influencing and impacting in the success of software projects. It is being analyzed that requirement uncertainty plays vary crucial role in the successful development of a software projects. The major reasons behind such a high rate of failure, factors and causes of software projects being analyzed and discussed with rigorous literature review.
... These projects engage various stakeholder groups, each playing crucial roles in determining project success. Project management scholars have identified critical project success factors, among which are competition and user satisfaction (Munns & Bjeirmi, 1996). Strategic decisionmaking is crucial for these success factors. ...
This article draws on the new stakeholder theory to examine the role of flexibility in the decision process within capital-intensive public–private partnerships (PPPs). It highlights that successful PPPs rely on the project sponsor’s ability to effectively utilize market stakeholders’ critical resources (i.e., information and expertise) to maximize economic value creation, and to gain nonmarket stakeholders’ critical resources (i.e., support) through equitable social value identification and distribution. Drawing on two case studies in the national capital region of the United States, this article proposes a theoretical view to understand flexibility and stakeholder management for capital-intensive PPPs.
... Owing to the important role of the management team and strategy in the success of any project. Munns and Bjeirmi (1996) considered project management as a foremost indicator of project success. Moreover, Mir and Pinnington (2014) also found satisfactory evidence of the positive association between project management and project success, implying that megaproject management is a major dimension of megaproject success. ...
Purpose
Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).
Design/methodology/approach
Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject ( N = 209), we performed covariance-based structural equation modeling to test the conceptual model.
Findings
The findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.
Originality/value
This study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.
... Projects with 10-20 students, which were rare and often sponsored externally, effectively utilized project management strategies and exhibited strong team culture, based on the post-survey discussions. It is possible that the circumstances of having a large team working on a complex project and being subject to external review by the sponsors made the team more conducive to better project management and team culture [10,16]. The analysis of the quantitative survey supported this hypothesis. ...
... For project management, students were exposed to the three constraints of scope, time, and cost. Specifically, scope being the technical complexity of the exhibit, time being the deadline of the installation, and cost not being labor but rather the procurement of hardware and commercial software packages [19]. ...
... They identified five CSFs that were deemed very influential in determining project success, one of which was the competence of project managers. The selection of project managers is of utmost importance due to their ability to foster team cohesion through synergy, guide the team toward project objectives, and ensure that the team is meeting performance expectations [54,55]. ...
Civil infrastructure projects, including roads, bridges, distribution networks, and treatment facilities, need to be executed successfully to actualize the expected return on investment, deliver the planned services, and fulfill national objectives. Hence, this research investigates the critical success factors (CSFs) influencing the performance of infrastructure construction projects using qualitative and quantitative methods. The qualitative methodology comprises a thorough and systematic literature review to identify the CSFs affecting infrastructure project performance. The CSFs were categorized by the construction project phases to assess the significance of each phase on project performance. The quantitative technique entails two stages: a pilot study with structured interviews, and a questionnaire survey administered to subject matter experts (SMEs). The data was analyzed using three statistical techniques: one sample t-test, mean score, and factor analysis. Furthermore, the CSFs were classified into five categories using principal component analysis. According to the findings, the key CSFs of infrastructure projects include the project manager's competency, commitment, and involvement; sufficient funding throughout the project’s lifecycle; and effective communication and coordination among stakeholders. The results will provide construction professionals with valuable insights into the topmost CSFs that contribute to the success of infrastructure construction projects.
... In general, at the beginning (1960s), project success was linked to the iron triangle, i.e., time, cost, and quality of the project [63]. Over time, several authors distinguish the concept of project success from project management success [5,19,23,28,29,49,53]. Project success is equated with effectiveness in achieving project outcomes, project management success is related to efficiency in implementing the project plan (so, to the iron triangle) [13,57,61,62,68]. ...
The aim of the article is to present the results of research on the success of research projects. Based on the conducted quantitative research, the importance of individual success factors and success criteria of research projects were determined, taking into account the opinions of various stakeholders thereby a sustainable approach. The research results indicate the high importance of most of the success factors and the success criteria of research projects pointed out in the literature and those in turn are important for project management and supports decision-making.
Purpose: The purpose of this study is to investigate the factors influencing project planning in public road projects in South Sudan. It aims to identify key challenges and opportunities, contributing to the development of more effective planning practices to enhance infrastructure development and support economic growth. Materials and Methods: A descriptive research design was employed, incorporating both qualitative and quantitative approaches. Primary data were collected through structured questionnaires targeting professionals in public road projects across South Sudan. Secondary data were gathered from existing literature and official reports. Data analysis utilized the Relative Importance Index (RII) to rank factors influencing project planning. Findings: The study identifies intergovernmental factors, resource availability, technological infrastructure, and project-specific characteristics as critical determinants of project planning adequacy. It reveals significant gaps in defining project objectives, realistic scheduling, cost estimation, and risk management. The findings underscore the need for enhanced intergovernmental coordination, investment in skilled labor, and adoption of advanced project management tools to address planning deficiencies. Implications to Theory, Practice and Policy: The research builds on institutional and contingency theories, highlighting the interplay of environmental, organizational, and contextual factors in planning outcomes. For practitioners, it provides actionable insights to improve project planning practices. For policymakers, the study recommends strengthening governance frameworks, standardizing processes, and fostering transparency in planning and implementation.
Purpose
There is substantial evidence that Industry 4.0-enabled manufacturing projects frequently encounter slow progress or failure due to organizational misalignment. This paper demonstrates the relevance of adopting a socio-technical approach when engaging in such projects.
Design/methodology/approach
A single embedded case study was conducted in a large wind turbine manufacturer, analyzing 42 digital manufacturing projects from 2018 to 2023 using interviews and surveys. A descriptive analysis identified patterns in successful projects, and hypotheses concerning relationships between variables were evaluated through regression analysis. In terms of theoretical conceptualization, the study adopts a socio-technical lens.
Findings
The study reveals relevant and targeted aspects for developing a socio-technical approach to guide the implementation of digital manufacturing projects. Our findings demonstrate that digital manufacturing projects exhibit diverse socio-technical configurations, each involving various social variables that contribute to project success. Through our proposed approach, we demonstrate how applying this framework can reveal patterns that drive project success.
Originality/value
This study represents one of the initial efforts to clarify an approach for evaluating diverse socio-technical project configurations by demonstrating it in a real-world context.
There is a lack of embedded, ethical frameworks for data governance that limit the socio-ethical dimensions of the use of data. This constraint is significant in increasingly complex digital innovation initiatives and contributes to the slow uptake of digital technologies in many contexts, highlighting the ongoing need for inclusive and responsible innovation in agri-food systems. We used an abductive reasoning approach to develop a citizen-centric data lifecycle which acknowledges that effective relationships are essential to make space for all data citizens to be equitably and ethically involved in governance and decision-making. This is supported by summary of the literature to depict the roles, responsibilities and challenges of data-citizens within data ecosystems. Use of the citizen-centric data lifecycle could accelerate digitalization efforts in the agri-food sector and position research organisations to support the primary sector through the ongoing digital transformation. It will also have value for agencies and organisations grappling with how to operationalise ethical data management practices to meet policy requirements and stakeholder expectations.
This study examines the level of integral leadership used by managers in the manufacturing industry in Ciudad Juarez (Mexico) and the impact of leadership style on social, operational, and environmental performance. The literature review included over 180 articles on leadership, social, operational, and environmental performance, and it allowed us to design a questionnaire. The dimensions and factors of each latent variable were integrated into a questionnaire applied to the Mexican Maquiladora industry. One hundred fifty-six valid questionnaires were obtained and analyzed using a structural equation model (SEM) based on partial least squares (PLS) to validate the three hypotheses or relationships between variables. The findings indicate that leadership impacts three industrial performances: social, operational, and environmental. This study provides a framework for developing leaders in the Mexican maquiladora industry, demonstrating that investing resources in developing integral leaders is better.
Purpose
The study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the challenges in the digitalized environment in the Australian construction sector.
Design/methodology/approach
A quantitative approach was employed to collect survey data from 109 project managers and followers (project engineers, supervisors, team members, and senior managers) with diverse project management experience in the construction sector. An exploratory factors analysis/multivariate regression/relative importance index/ t -test was used to identify the key project success factors and validate the study's results.
Findings
Data analysis identified four key project success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Effective Communication, along with seventeen “behavioural practices attributes” impacting project success positively and significantly and emphasizing inclusiveness, relationship building, self-feedback objectivity, sharing information, collaboratively resolving disputes, and controlling emotions that significantly impact project success.
Practical implications
The study's results will address the industry's challenges in the complex digitalized environment and specific issues experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption to achieve project success.
Originality/value
The quantification of research findings, employing an innovative approach, underscores the distinctive nature of this study. The key success factors will help formulate innovative practices using stakeholder analysis, communication plans, conflict resolution strategies, promoting collaboration, safety leadership, providing cultural awareness, and enhancing the decision-making process to face challenges in the construction sector.
Bilgi teknolojileri günümüzde endüstri alanında ana işlerin veya destek faaliyetlerinin öznesi konumundadır. İşletmelerde strateji ve hedeflere, bilgi teknolojilerinden faydalanarak geliştirilen yazılımlar sayesinde ulaşılmaktadır. Bu açıdan yazılım araçları ve yazılım uygulamaları hem kamu hem de özel sektörde stratejik bir konuma sahiptir. İşletmelerdeki bu yazılım faaliyetleri, projeler ile yönetilerek hayata geçirilmektedir. Projeler, iş yapmanın temel araç ve yöntemi olarak karşımıza çıkmaktadır. İş hedeflerinin başarısı bu projelerin başarısı ile doğru orantılıdır. Teknoloji ve yazılım projelerindeki büyük gelişmelere rağmen, yazılım projelerindeki başarısızlık oranı ve riskler sektörel zorluklar nedeniyle halen yüksek seviyededir. Bu durum örgütlere ciddi maliyetler ve riskler doğurmaktadır. Projelerin başarısı üzerinde pek çok araştırma yapılmış olmasına rağmen, yazılım projelerindeki başarı faktörleri ve riskler konusunda henüz bir fikir birliğine varılmamıştır. Bu alanda halen derin ve kapsayıcı araştırmalara ihtiyaç duyulmaktadır. Bu nedenle literatürde bu alandaki açığa istinaden sektör çalışanları için yönlendirici olabilecek ve yazılım projelerindeki başarı olasılığını ve proje performansını arttıracak kritik başarı faktörlerinin araştırması yapılmıştır. Bu amaçla İstabul Teknokent’te faaliyet gösteren ve yazılım projeleri üreten işletmelerin gönüllü çalışanları ile bir anket çalışması yapılmıştır. Doğrulayıcı faktör analizleri ile faktör yapıları test edilmiş ve güvenilirlik analizi incelenmiştir. Proje başarısı ile proje başarı faktörleri arasındaki ilişki için pearson korelasyon analizi ve proje başarısı üzerinde etkili faktörlerin tesbiti için de çoklu doğrusal regresyon analizi yapılmıştır. Analiz sonucunda proje başarısı üzerinde en etkili faktörlerin planlama ve kontrol ile iletişim faktörleri olduğu anlaşılmıştır.
This review delves into the vital but often challenging realm of project management, emphasizing the significance of the human dimension, particularly Entrepreneurial Self-Efficacy (ESE). Investigating correlations between Project Management Success (PMS) dimensions and ESE, the review explores the influence of ESE on crucial variables like cost, time, quality, and business impact. Extending its focus to small and medium-sized enterprises (SMEs), the review addresses research gaps and advocates for future exploration of project managers’ Entrepreneurial Self-efficacy (PM ESE). Conclusively, the study underscores project management’s critical role, urges the integration of the human dimension, and highlights ESE as a pivotal determinant, calling for comprehensive research to enhance our understanding of project management in contemporary organizational landscapes.
This study investigates the effectiveness of sixty PMBOK (Project Management Body of Knowledge) project management strategies in mitigating construction conflicts and enhancing project outcomes within the UK’s construction industry, which is a significant contributor to the nation’s GDP. The methodology employs a quantitative analysis of survey responses from project managers with a minimum of two years of experience. A cohort of 27 project managers was surveyed, with 81% of the respondents. The prevalent industry practices and their correlation with project success were analyzed using descriptive and inferential statistics and SPSS to analyze the scope and understand the breadth and effects of different management strategies. The findings reveal a widespread adoption of project management strategies among UK construction project managers, with progress reports emerging as the most implemented practice, whereas bidders’ conferences were the least utilized. Critical areas such as scope, schedule, cost, and integrated management were identified as having a substantial influence on the success of construction projects. Additionally, the data suggests that project managers who reported successful project outcomes over the past two years demonstrated a higher familiarity and usage rate of project management tools, techniques, and methodologies. The study’s limitations and recommendations for future research were discussed. This study underlines the importance of effective project management practices in the UK construction industry and suggests pathways for future research to enhance industry practices, potentially influencing policy-making and professional guidelines. The study provides professional and academic implications, particularly for professionals interested in project management-critical outcomes in the UK construction sector. Overall, this study contributes to the understanding of exploring the adoption and impact of these project management practices within the UK construction sector and offers insights into whether specific strategies are more effective or prevalent in the sector.
A project failure can be attributed to complex negative factors that can deviate project progress from the original schedules, and one of the root causes can be a delay. Hence, the early detection of a delay sign can be a critical component for the success of a project. One approach that contributes to solving the problem can be the development of prediction models, and machine learning methods can be a promising approach due to the recent success in other areas. Therefore, we introduce an AI-based novel approach using an explainable graph neural network that elucidates the causes of a delay without compromising its prediction performance. Three experimental results demonstrate that (1) our model can predict the delay with 4% higher accuracy on average, (2) our model returns a stable result by providing a similar prediction performance with a similar explanation when the same prediction tasks are given, and (3) the generated explanations can provide actual reasons for the delay prediction given that the optimal threshold is used. These points can provide a more supportive delay prediction system to users, reducing the failure of projects in terms of time control.
Objective: The complexity, or complexity of our world is not only due to the increasing number of changes in our lives. We are faced with more and more difficult and complex tasks and goals every day, and it is very difficult to perform better and better in the face of these tasks and challenges. Project management is precisely about helping to turn complex tasks into well-executed processes that always end with a result. Project management is more than a set of methodologies: it is a dynamic discipline that organises complex tasks, mitigates risks and directs efforts towards a common goal. Its relevance can be demonstrated in many areas. We can measure the success of our project management system on a number of points, from efficiency to the quality of teamwork and management satisfaction. Defining criteria for success is also an important challenge for researchers today. This paper addresses similar issues, thus trying to shed light on the importance of project management, while also trying to highlight the barriers and obstacles. Project management can be a major competitive advantage for companies in the 21st century, but only if it is carried out professionally and well, i.e. if it is given the right framework and support. Method: After a secondary literature review, this paper presents the results of a primary research study covering two countries. The research instrument was a questionnaire that assessed the project perception of Hungarian and Slovakian enterprises and the transformation of this perception in a complex way, based on the perceptions of enterprises in both countries. In addition to classical basic statistical methods, the study drew conclusions with the help of analysis of variance. Results and conclusion: In this study, we set out to assess the project perceptions of Hungarian and Slovakian businesses based on the opinions of SMEs. The sample clearly shows that Slovak enterprises attach more importance to the project approach, as indicated by the mean scores for each statement. The results also show that there is a high heterogeneity in the perception of enterprises on project management and project approach, especially when grouped along different size categories. All these results also show significant differences by country and segment, which are presented in detail in the research part of the study. Research implications: Our research results provide a good basis for businesses and educational institutions on how to look at their projects and their management. The study aims to strengthen the ability to think in terms of projects and to think in terms of projects, drawing attention to the most important directions and paths. Originality/value: The main focus of the study is on how such knowledge is perceived by the stakeholders interviewed and whether the answers can be used to draw conclusions that are of interest and informative for the wider society.
The purpose of this study is to identify drivers and obstacles to the success of R&D projects of RTO (Case study: acecr). In order that achieve this goal, a qualitative approach and a descriptive phenomenological method have been used. The statistical population of the research is the acecr project managers, from which 29 people in 6 different scientific fields of basic sciences, humanities, technical and engineering, medicine, veterinary and agriculture. Data were also collected in the period of 2019-2020 using semi-structured interview tools until the achievement of theoretical saturation. The data were analyzed based on seven-step Colaizzi strategy. According to the research findings in the drivers section,190 separate concepts and 27 sub-criteria in the form of 6 main factors including technical knowledge and practical experience of project management, project manager's professional skills, project manager's ethical and behavioral characteristics, intellectual abilities Project manager, organizational structure and processes, and organizational culture and attitudes were identified. Also in the obstacles section, 120 separate concepts and 21 sub-criteria in the form of 6 main factors including insufficient knowledge of the project manager, skills inefficiency of the project manager, insufficient design and structure of the organization, Weakness of systematic actions of the organization, limited organizational resources and extra-organizational challenges were identified.
In today's competitive environment, project managers are faced with ever increasing demands for compressed schedules, minimum costs, quality construction and safe plant. There is also an increased tendency to award work on a turnkey basis in view of the individual responsibility entailed. The engineering contractor is required to face very large risks in terms of finance and reputation, yet cannot expect handsome profits because of cut-throat competition and market conditions. The revolution in microcomputer technology and the development of advanced database software packages and computeraided design have greatly enhanced management capabilities, but at the same time these techniques require large investments. Under these circumstances, the single most important factor for achieving success is the early development of major project strategies and philosophies. In this paper, an attempt is made to cover various issues related to project strategies and philosophies. An unorthodox approach is adopted by taking a sample project and gradually developing project strategies and philosophies with side discussions on major issues of importance.
An abstract is not available.
The question of whether success can be measured and the purpose of it is discussed. In any discussion on success, it is essential that a distinction is made between project success and the success of the project management effort, bearing in mind that good project management can contribute towards project success but is unlikely to be able to prevent failure. The most appropriate criteria for success are the project objectives. The degree to which these objectives have been met determines the success or failure of a project. The criteria for success of the project management effort tends to be restricted to cost, time and quality/performance. When measuring project success, one must consider the objectives of all stakeholders throughout the project life cycle and at all levels in the management hierarchy. Therefore, to believe that, with such a multitude of objectives, one can objectively measure the success of a project is somewhat an illusion.
THIS PAPER OFFERS ten common sense principles that will help project managers define goals, establish checkpoints, schedules, and resource requirements, motivate and empower team members, facilitate communication, and manage conflict.
The overall problems of under costing,, over spending, and late delivery of computer systems are problems which many companies face with almost every project undertaken. The source and magnitude of these problems will dictate whether or not a project can be termed successful. Success is on-time delivery of a system. to a satisfied customer at the proposal cost. This paper provides a review of techniques, methods, and matrix-management structures which, for the most part have produced the desired result---a successful project.
What every top manager should know about organizational set ups and policies for successful project management
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