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Critical Factors in Successful Project Implementation

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Abstract

This paper describes a process used to determine critical success factors that are felt to be predictive of successful project management. Full time managers who have had experience with projects were used to generate critical success factors that they felt to be crucial to successful project implementation. Ten factors were discovered that relate well to previous theoretical formulations in the literature. In addition, these ten factors have been linked together in an interdependent quasi-sequential framework. This research has provided the basis for developing a behavioral instrument to be used as a diagnostic for assessing the status of any project as determined by the ten factor model.
... Innovation, politics, community, involvement, schedule duration urgency, financial contract legal problems, and implementation problems critically affect project success (Prabhakar, 2008). In the study conducted by Pinto & Slevin (1987), ten (10) isolated critical success predictive of successful project management include project mission (clear goals understood by the project team and other departments within the organization), top management support (, allocation of sufficient resources (including financial, manpower, time, etc.) project schedule/plan (the degree to which time schedules, milestones, manpower, and equipment requirements are specified), client consultation(user of project results), personnel recruitment, selection and training, technical tasks (skills and technology), client acceptance, monitoring and feedback (control processes at each stage of the project), communication ( internal and external) and troubleshooting(risk management plan). ...
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In Tanzania, there is a knowledge gap in critical success factors for the implementation of road projects. This study aimed to assess how project critical success factors are evaluated in Tanzania. Semi-structured questionnaires were used to collect primary data from the Tanzania National Roads Agency (TANROADS). The top ten (10) critical success factors from the research findings are appointing a competent project manager, allocating sufficient resources, top and general management support, on-site project manager, client consultation, project mission, goals, philosophy, client acceptance, communication and procedures, goal commitment of the project team and schedule. It was recommended that effective communication and procedures, commitment to the project goals, cutting-edge knowledge to do cost estimations to increase efficiency, the appointment of competent project managers, the existence of on-site project managers, stakeholder engagement, sufficient resources, top and general management support and less political influence be strengthened to achieve road project performance.
... Перш за все, важливо встановити стандарти для обміну даними та забезпечити їх взаємодію між всіма учасниками проєкту. Створення інфраструктури для безпечного обміну даними за допомогою хмарних платформ чи внутрішніх систем, що також є ключовим елементом [13]. ...
Article
Дана наукова стаття проводить всебічний аналіз впливу технологій будівельно-інформаційного моделювання (BIM) на сучасний курс розвитку нафтогазової індустрії, розкриваючи значення впровадження цих технологій у різні аспекти галузі. У статті розглядаються як поточні, так і перспективні виклики, з якими стикається нафтогазова індустрія в умовах постійного зростання складності проєктів та суворих вимог до ефективності й екологічної сталості. Особливу увагу приділено аналізу впливу BIM на всі етапи життєвого циклу проєктів, починаючи від концептуального проєктування та планування до будівництва, експлуатації та подальшого керування об'єктами. В рамках дослідження розкрито, як цифрові технології сприяють підвищенню точності прогнозування, оптимізації ресурсів, скороченню витрат і зменшенню ризиків під час реалізації проєктів у нафтогазовому секторі. Також досліджуються питання інтеграції BIM із традиційними процесами керування проєктами та об'єктами в галузі, а також їхній потенціал для досягнення більш сталого та ефективного функціонування індустрії. Додатково розглянуто вплив використання BIM на підвищення рівня безпеки праці, контроль за технічним станом об’єктів та їхню відповідність екологічним нормам, що набуває особливої важливості в умовах сучасного глобального порядку денного. Окремий розділ присвячено аналізу потенційних перешкод на шляху до впровадження BIM, включаючи технологічні, організаційні та фінансові бар'єри, та розгляду шляхів їх подолання через адаптацію бізнес-процесів та підвищення кваліфікації персоналу. Виявлено, що ключовими викликами є висока вартість впровадження нових технологій, необхідність змін у корпоративній культурі підприємств та інтеграція BIM із наявними цифровими платформами. Водночас дослідження підкреслює важливість стратегічного підходу до впровадження BIM, який має включати створення нормативно-правової бази, розвиток освітніх програм для спеціалістів галузі та впровадження системи безперервного моніторингу ефективності впроваджених рішень. Стаття надає детальні рекомендації щодо стратегічного впровадження BIM у нафтогазову галузь, враховуючи швидкий розвиток технологій і зміни в нормативно-правовій базі. Висвітлено також можливі шляхи розвитку цієї технології у майбутньому, її роль у забезпеченні стійкості та ефективності нафтогазових проєктів, а також у формуванні більш прозорого та інтегрованого підходу до керування нафтогазовими активами. Окремо розглянуто перспективи застосування BIM у поєднанні з іншими передовими технологіями, такими як штучний інтелект, Інтернет речей (IoT) та великі дані, що дозволяє створювати цифрові двійники об’єктів і прогнозувати їхню експлуатаційну ефективність у режимі реального часу. У кінцевому результаті, стаття пропонує бачення майбутнього нафтогазової індустрії в умовах активного застосування BIM-технологій, що дозволяє розширити межі можливого для цієї критично важливої галузі. Результати дослідження можуть бути корисними для науковців, інженерів, керівників підприємств та державних організацій, які займаються розробкою стратегій розвитку нафтогазового сектору та прагнуть підвищити його ефективність і конкурентоспроможність на глобальному рівні.
... Cost overruns and schedule delays continue to plague most IT projects globally, with only 16.2% completed within the allotted time and budget and 31% of projects being abandoned (Khan et al., 2022a). For several decades, scholars and practitioners have attempted to identify the critical success factors that contribute to project success (Ahmadabadi & Heravi, 2019;Chow & Cao, 2008;Chua et al., 1999;Ika et al., 2012;Kaufmann & Kock, 2022;Khattak et al., 2022;Mata et al., 2023;M€ u ller & Jugdev, 2012;Pinto & Slevin, 1987, 1989Wateridge, 1995;Westerveld, 2003). One of the vital success factors for project success is project leadership support (Aga et al., 2016;Ali et al., 2021;Mubarak et al., 2021). ...
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Information technology (IT) projects frequently struggle to fulfill their potential in today’s rapidly evolving technological landscape. Empowering leadership (EL) has emerged as a critical factor for project success; however, the underlying mechanisms of how and why EL is linked to IT project success remain largely unknown. This study aims to fill this gap by investigating the mediating and moderating roles of workforce agility (WA) and top management support (TMS) in the EL-IT project success relationship. Purposive sampling was used to collect data from 328 IT professionals in the main cities of Fujian Province, China. The data were analyzed using SPSS 24 and SmartPLS 3.2.9. The results indicate that EL is positively and significantly related to IT project success and WA, respectively. Consequently, WA has a significant and positive relationship with IT project success. The results also supported the mediating role of WA in the relationship between EL and IT project success. The study also revealed that TMS positively moderated the relationship between EL and WA. Theoretically, this study expands the project management literature by applying self-determination theory (SDT) and conservation of resource (CoR) theory to demonstrate the crucial role of EL in IT project success, particularly in the Chinese context. By focusing on the mediating and moderating effects of WA and TMS, this study provides valuable insights into the complex mechanisms underlying EL’s impact on IT project success.
... Menestyminen on myös jaettu kahteen eri kategoriaan. On puhuttu projektinhallinnan onnistumisesta ja projektin menestymisestä (Radujkovic & Sjekavica 2017) Projektinhallintaa on pidetty onnistuneena, jos projekti pysyy aikataulussaan, budjetissaan ja täyttää sille asetetut laatuvaatimukset ja projektia taas menestyneenä, jos projektin kokonaistavoiteet täyttyvät (Jugdev & Muller 2005;Pinto & Slevin 1987). Myös projektien menestymiseen vaikuttavat kriittiset menestystekijät vaihtelevat tutkimuksittain ja projekteittain. ...
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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
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Zambia’s Agricultural sector is crucial to realizing the country's Vision 2030 — an efficient, competitive, and export-driven agricultural sector that ensures food security and higher incomes. This study aimed to assess the delays during the implementation of agriculture donor-funded projects in Zambian public sector. The study was guided by three objectives: (i) to ascertain the effect of stakeholder engagement; (ii) to assess the impact of supplier/contractor capacity; and (iii) to analyze the effect of contract management during the implementation of agriculture donor-funded projects. A descriptive research design and a quantitative approach were adopted, focusing on staff from the Project Implementation Units, the Ministry of Agriculture, the Ministry of Fisheries and Livestock, and the Ministry of Finance and National Planning. A sample size of 109 was derived from a population of 120 using stratified random sampling technique. Data was collected using a self-administered structured questionnaire set in a 1 to 5 point Likert Scale format. The Statistical Package for Social Sciences (SPSS) version 30 was used to analysis data. Findings revealed that poor stakeholder engagement was a significant cause of delays, with insufficient understanding of stakeholder expectations and inconsistent involvement often leading to unmet project objectives. The study further found that supplier/contractor capacity was critical to minimizing delays, while many contract managers faced challenges due to work overload, inadequate capacity, and lack of skills. Drawing on international best practices, especially from other African contexts, the study highlighted effective engagement strategies to improve project outcomes in Zambia. These include prioritizing tailored stakeholder engagement strategies supported with a strong policy framework, providing continuous training for PIU staff, appointing independent technical evaluation committees to rigorously assess the technical and financial capabilities of suppliers, and recruiting full-time contract managers for effective contract management oversight.
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The SPALD Project is currently undergoing a survey phase to gather data on perceptions and experiences related to risks. Data analysis has been conducted using statistical methods to explore the relationship between risk identification and risk management effectiveness in the context of the SPALD project. The analysis results indicate a significant positive correlation between risk identification and risk management effectiveness, with a correlation coefficient of 0.75 (p < 0.01). Regression analysis indicates that the risk identification variable significantly predicts risk management effectiveness (F(1, 123) = 64.32, p < 0.001), with a coefficient of determination (R squared) of 0.52. These findings affirm that enhancing the risk identification process meticulously and comprehensively can enhance risk management effectiveness in the SPALD project in DKI Jakarta. Recommendations for this project include initial risk identification, the use of adaptive risk management systems, implementation of analysis-based mitigation strategies, and team awareness enhancement. These recommendations aim to enhance risk management effectiveness, achieve project objectives, and mitigate potential negative impacts.
Chapter
Project environments are increasingly characterized by uncertainty and, for this reason, require project managers to make frequent, quick decisions with poor and short-term information. In this context, project managers must shift from a rational and structured decision-making process to a simplified and less structured one leveraging heuristics. Heuristics are beliefs, experiences, mental models, frames, and other cognitive shortcuts for replacing parts of the rational and analytical process underpinning decisions. They are adequate support and very useful in many cases; nonetheless, they induce distortions in evaluations and estimates, with significant impacts, particularly in the context of projects. Heuristics are not free of the project manager’s influence (“bias”). The challenge for project managers in today’s uncertain project environments is to boost the use of heuristics while managing and controlling bias. Addressing and mitigating biases becomes crucial to improve decision-making effectiveness and outcomes. Artificial intelligence (AI) emerges, in such a context, as a potential support harbinger of tangible benefits for the project managers’ decisions.
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This article addresses the use and benefits of the Critical Success Factor (CSF) methodology in identifying corporate information needs and, subsequently, in developing a corporate information systems plan. The conclusions presented are drawn from an analysis of a CSF study conducted at Financial Institutions Assurance Corporation (FIAC). Interestingly, the initial purpose of this study was to evaluate the firm's existing data processing system in light of intermediate-term corporate objectives. However, the outcome of the CSF study has been a fundamental rethinking of the nature of the corporation, and its impact far surpassed the initial expectations of everyone involved. The case presented here, combined with information drawn from the CSF literature, can provide a number of meaningful insights on the use of the CSF methodology as a procedure for MIS planing and for building support for using information technologies throughout a user population.
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This paper relates the project planning process and implementation. An implementation approach is determined by the manager's choice of power bases to be applied and techniques to be used to enhance the prospects of plan adoption. Sixteen planning environments are defined by the degree of centralization, amount of complexity, type of production, and emphasis on efficiency. A framework is proposed that suggests an implementation approach for each of the environments.
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What Constitutes Success for a Project? Analysis of Variables Associated with Perceived Success and Variables Associated with Perceived Failure General Strategies for Directing Projects Key Factors to Maximize Potential of Perceived Project Success Conclusions
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The Systems Perspective and Project Management Project Life Cycle Project Management Levels Project Operational Subsystems Static and Dynamic Interfaces Project Integration Managing Project Interfaces Relation to Project Success References
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