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Refining the Search for Project Success Factors: A Multivariate, Typological Approach
R&D Management
Abstract
Although the causes for project success and failure have been the subject of many studies, no conclusive evidence or common agreement has been achieved so far. One criticism involves the universalistic approach used often in project management studies, according to which all projects are assumed to be similar. A second problem is the issue of subjectiveness, and sometimes weakly defined success measures; yet another concern is the limited number of managerial variables examined by previous research. In the present study we use a project-specific typological approach, a multidimensional criteria for assessing project success, and a multivariate statistical analysis method. According to our typology projects were classified according to their technological uncertainty at project initiation and their system scope which is their location on a hierarchical ladder of systems and subsystems. For each of the 127 projects in our study that were executed in Israel, we recorded 360 managerial variables and 13 success measures. The use of a very detailed data and multivariate methods such as canonical correlation and eigenvector analysis enables us to account for all the interactions between managerial and success variables and to address a handful of perspectives, often left unanalyzed by previous research. Assessing the variants of managerial variables and their impact on project success for various types of projects, serves also a step toward the establishment of a typological theory of projects. Although some success factors are common to all projects, our study identified project-specific lists of factors, indicating for example, that high-uncertainty projects must be managed differently than low-uncertainty projects, and high-scope projects differently than low-scope projects.
... Pertaining to its attributes such as innovation, team empowerment, environment adaptation and knowledge sharing; the organizations incorporating EL have witnessed a high PS rate (Renko et al., 2015). Since project-based settings are designed to deal with environmental challenges (Shenhar et al., 2002). Especially in information technology (IT) firms, project teams need encouragement to explore solutions, take on new assignments and pursue organizational goals. ...
Purpose
This paper is drawn on resource-based theory (RBV), dynamic capability theory (DCV) and situational strength theory (SST). It aims to investigate the relationship of entrepreneurial leadership (EL) on project success (PS) through the mediating role of dynamic capabilities (DCs), big data analytic capability (BDAC) and sustainable resilience (SR). It also explores the moderating effect of knowledge sabotage behaviour (KSB) on the relationship of BDAC and SR with PS.
Design/methodology/approach
Data was collected via Questionnaire survey through convenience sampling from the sample of 550 employees working on project in software companies. Of these, 467 response was deemed valid for analysis. The data was analysed using structural equation modelling (SEM) with SMART-PLS tool.
Findings
The study revealed a significant impact of EL on PS ( p < 0.05). It also confirmed the significant mediating role of BDAC and SR ( p < 0.05) in EL and PS relationship. These findings emphasize that adapting an entrepreneurial leadership style provides an environment conducive to achieving project success. Moreover, the presence of DCs like BDAC and SR enhances the organization adaptability, efficiency and firms’ endurance to disruption and strengthens their ability to navigate challenges and drive firm outcomes.
Originality/value
The research provides valuable insight into the role of EL as a contemporary leadership style in project-based firms that are marked by high risk and uncertainty. Also, this research is the first to examine the role of DCs, i.e. BDAC and SR as essential support in the execution of a project. Moreover, the research also highlights the importance of the effective role of DCs in achieving PS by mitigating the moderating influence of KSB. Thus, these DCs are empirically proven to facilitate EL in-driving project success in volatile environment while avoiding counterproductive work behaviour.
... Изследователи в областта на проектния мениджмънт (Shenhar, 2002) предлагат 4 измерения на успеха, които са основани на проучвания с 127 мениджъра на проекти за разработка на нови продукти и са обобщени в таблица по--долу: Таблица 4. Измерения за успех на проекта ...
Учебникът е насочен към студенти и професионалисти в сферата на здравния мениджмънт и представя основите на управлението на проекти в здравеопазването. Той обхваща теми като дефиниране на проекти, техните характеристики, управление и различни видове проекти. Специално внимание се отделя на жизнения цикъл на проектите, анализ на заинтересованите страни, планиране на ресурси и оценка на резултатите.
В контекста на реформите в здравеопазването в България, учебникът подчертава значението на проектния мениджмънт като инструмент за ефективно използване на ресурсите и подобряване на услугите. Представени са методологии за разработване и изпълнение на проекти, както и критерии за успех. Анализира се ролята на проектния мениджър и необходимостта от стратегическо планиране.
Също така, учебникът разглежда предизвикателствата пред здравните проекти, включително финансови ограничения, управление на човешките ресурси и необходимостта от адаптация към европейските изисквания. Чрез примери и практически насоки, той предоставя полезна информация за разработване на успешни проекти в здравния сектор.
Учебникът е предназначен за студенти от специалността “Здравен мениджмънт”, както и за всички специалисти от практиката, които се интересуват от темата за управление на проекти или работят по изпълнението им в лечебни заведения, общинска и областна администрация, публични и частни организации и институции, както и НПО в здравеопазването.
Наличието на ограничени ресурси и непрекъснато нарастване на обществените потребности налагат въвеждането на проектния мениджмънт в здравеопазването като нова форма за осъществяване на редица инициативи и тяхното ресурсно обезпечаване. С присъединяването на България към ЕС проектният мениджмънт се превърна в общ инструмент, чрез който и двете страни на уравнението “евросъюз – еврочлен” подпомагат прехода към пазарна икономика и ефективно управление.
В настоящия учебник са представени същността и особеностите на проектите в здравеопазването, методологията на тяхното изработване, осъществяване, контрол и оценка. Информацията е представена прегледно с много рубрики, напомнящи карета, таблици и фигури.
... Project success criteria have expanded beyond the iron triangle to encompass quality, stakeholder satisfaction, and knowledge management. Pinto and Prescott (1988), Shenhar et al. (2002), Hoegl and Gemünden (2001), and Turner and Müller (2006) have suggested project performance models. Different assumptions underpin these models. ...
This study looks at the impact of organizational project management maturity on project success, using project governance as a mediator and top management support as a moderator. The research focuses on project-based enterprises that have formed project management offices. A standardized questionnaire was used to gather data from 250 to 275 participants, which included project managers and PMO workers. Using correlation and regression analysis, the findings show a substantial positive association between project management maturity and project success, with project governance serving as a critical mediating factor. While top management support has a less moderating effect, it nevertheless improves the link between maturity and success. The research is constrained by its geographic concentration on Islamabad, Pakistan, which may introduce location-based bias. According to the results, firms should emphasize improving their project management maturity and assuring strong top management support to optimize project success. Additionally, project managers should strive to build governance structures with each project to increase organizational maturity. This study provides new insights into the joint impacts of project management maturity, governance, and leadership support on project results.
The aim of the article is to provide a theoretical and methodological substantiation of the criterion «project success» from the perspective of the management of an information technology company. The objective of the article was to assess project success in terms of compliance with management methods, identification of situational variables, as well as determining the correctness of actions in project implementation; to summarize critical remarks from practitioners regarding the definition of project success; to determine the specific features of success evaluation for projects implemented using classical and agile management methodologies. As a result of the research, three main approaches to evaluating project success were identified: classical, which determines factors of the organizational environment that influence project success; situational (identification of situational variables or «dimensions» that indirectly or directly affect the outcomes of the project); as well as merit-based, which determines the correctness of managers' actions during project implementation. The results of unstructured interviews with practitioners regarding the criticism on the approaches to defining project success proposed by the Project Management Institute have been summarized. It has been noted that agile, as a management methodology in organizations, can be efficient for projects that require frequent changes and innovations; however, its significant drawbacks include the potential lack of clear documentation of technical and management actions and planning, which complicates project support and scaling during its implementation. The ideal approach to project management should combine the strengths of the process-oriented model of the classical approach with the principles of flexibility and sensitivity to changes inherent in the agile approach, and project success should be considered as a multifaceted conception that combines alignment of the outcomes with set goals, meeting the requirements of stakeholders, and providing ongoing value to customers.
For many years now, the world has been facing an increasingly strong environmental constraint. Influenced by societal trends and constrained by new regulations, transport industry players are working on the development of more environmentally friendly solutions. Due to its many advantages, hydrogen energy is favored by many actors. In this context of major environmental crisis, the French group Alstom, a specialist in rail transport, is working on the development of a unique, fully decarbonized solution based on hydrogen energy for rail freight: the HTPG (Hydrogen Train Power Generator) solution. The project to implement this solution raises many particularly complex questions that can be summarized in one issue: “What commercial strategy should be adopted to approach potential customers of a hydrogen energy train solution for rail freight in France?”. The objective of this thesis is therefore to develop the commercial strategy to be adopted for the implementation of Alstom’s HTPG hydrogen solution in the rail freight sector in France. The French group aims to offer the HTPG solution to other European countries such as Germany, Austria, Benelux or the Nordic countries, so we will adopt a “European” perspective. In order to carry out this substantial work, it was necessary to study in the first phase, through a mapping and market study, the French and European rail freight in its entirety as well as the actors that compose it. This first analysis greatly improved our knowledge of the current freight situation, the major players and their needs. As Alstom, as a railway manufacturer, does not have contact with its customers’ customers, namely: the shippers, it was essential to undertake research to better understand this type of actors hitherto unknown. Subsequently, in the second phase, a state of the art of the strategy is made. The objective is to understand precisely what it is, how to define it and how to implement it. This work is essential in order to determine the strategic elements to be favored in the process of developing an optimal strategy for the implementation of the HTPG solution on the previously targeted territories. The third phase consists in the exploitation and adaptation of the previously identified strategic elements in order to precisely shape the strategy likely to ensure, in view of the objectives set, the means implemented and the results obtained, the commercial success of the HTPG solution in the rail freight sector.
Project Management Practises in the Finnish Defence Forces
The impact of Russia’s invasion of Ukraine on defense investment has been
dramatic in Europe. Germany spent an additional 100 billion euros on defense
in the spring of 2022 and Finland two billion. Increasing defense investment
means that there is a need for defense-project related research. In this research
we are focusing how a project management tasks are implemented in accordance
with best practices of project management in the Finnish Defense Forces. The empiricism of the study was compiled through a survey targeted at project
managers and 57 people responded to the survey. Empirical data were analyzed by using statistical methods such as Kruskall-Wallis and Mann-Whitney tests Based on the theory, this research developed a model of project management methods that was used to evaluate best practices in project management. Based on this research, the Finnish Defense Forces have been reasonably successful in project management
A indústria eólica, embora recente no Brasil em comparação com a Europa, tem registrado um crescimento exponencial nos últimos anos. Manter esse segmento financeiramente sustentável é fundamental para assegurar a continuidade dos investimentos e garantir que o setor mantenha o ritmo de evolução. A sustentabilidade do setor está intimamente ligada à sua excelência operacional na gestão de ativos. A manutenção otimizada gera disponibilidade, que por sua vez transforma capacidade instalada em energia produzida. Os projetos de manutenção oferecidos por prestadores de serviços independentes (ISPs) desempenham um papel crucial nesse contexto, pois, de forma indireta, o sucesso dessas soluções contribui significativamente para a lucratividade dos empreendimentos eólicos em operação no Brasil. O presente trabalho tem como objetivo propor um sistema de medição de desempenho para projetos de manutenção e operação de parques eólicos ofertados por prestadores de serviços independentes. A partir de uma análise qualitativa foram levantados indicadores teóricos e indicadores utilizados pela empresa do estudo de caso, como resultado se obteve um quadro dentro das perspectivas do BSC de indicadores de desempenho para projetos de manutenção em parque eólicos.
The authors discuss the folloiwng project selection methods: benefit/cost ratio, mathematical programming, and for early screening the simple scoring systems, such as the innovation potential method.
This article reports on a study of factors or variables in the innovation process that are related to technical success, economic success, and both technical and project success. The project covered by this paper was aimed at: (1) identifying those barriers and facilitators which are actually encountered in the innovation process in the United States' industrial organizations at the project level; (2) assessing the type and range of these factors; and (3) attempting to assess their impact on the research and development (RD/I) process.
The annual performances of seventy-five insurance sales agencies over an eleven-year period are examined by factorial analysis methods with a view toward discovering the factorial elements, initially presumed to be goals, that characterize the behavior of small business organizations. It was discovered that ten factors serve to describe most of the variance in a set of seventy-six selected performance indicators. The investigation included an analysis of the stability of the obtained factor structure, which is very high, and the stability of the performance of individual agencies over the period of time, which proved to be high for some aspects of performance and low for others. The factors of performance are of kinds that preclude their being viewed as representing stable goals of the organizations, i.e., as end states or outcomes of intrinsic value. It is suggested that the factors represent, instead, the continuing processes of resource acquisition which are characteristic of adaptive open systems. It is proposed that the conventional concepts of goals and goal attainment are not applicable to organizations, and that organizational performance can be assessed and described, instead, in terms of generalized resource-getting capabilities under conditions of competition for scarce and valued resources.
Organizational typologies have proved to be a popular approach for thinking about organizational structures and strategies. Authors developing typologies, however, have been criticized for developing simplistic classification systems instead of theories. Contrary to these criticisms, we argue that typologies meet the criteria of a theory. When typologies are properly developed and fully specified, they are complex theories that can be subjected to rigorous empirical testing using the quantitative models we develop. We conclude by discussing the advantages of typological theories and presenting guidelines to improve the development of typologies.