Relevant bibliographies by topics / Project success

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project success'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 August 2024

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Journal articles on the topic "Project success"

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Cooney, Robert Calder. "Project Success Criteria and Project Success Factors in Information Technology Projects." Academy of Management Proceedings 2020, no. 1 (August 2020): 20687. http://dx.doi.org/10.5465/ambpp.2020.20687abstract.

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Richards-Colocino, Nancy, Patricia McKenzie, and Rae R. Newton. "Project Success." Journal of Adolescent Research 11, no. 1 (January 1996): 130–63. http://dx.doi.org/10.1177/0743554896111008.

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Carù, Antonella, Bernard Cova, and Stefano Pace. "Project Success:." European Management Journal 22, no. 5 (October 2004): 532–45. http://dx.doi.org/10.1016/j.emj.2004.09.011.

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Long, Ray. "Project Success." ITNOW 58, no. 4 (November 17, 2016): 4–7. http://dx.doi.org/10.1093/itnow/bww090.

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Kivijärvi, Hannu. "Theorizing IT Project Success." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 71–98. http://dx.doi.org/10.4018/ijitpm.2020010105.

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This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the success of the IT projects are identified, the relationships between the factors are hypothesized and then the hypotheses are integrated into a hierarchical research model. Finally, the hypotheses and the research model are empirically evaluated. According to the results it was confirmed that all levels considered in the research model have significant impacts on the success of an IT project. Similarly, a significant improvement in IT project management in terms of project success can be obtained by improving the quality of involved factors. A favorable financial situation, highly-perceived importance of IT, sound business – IT alignment, and good IT and IT project competencies have remarkably significant positive impacts on the success of IT projects.
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Crosby, Phil. "Key Success Drivers." International Journal of Information Technology Project Management 3, no. 2 (April 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012040101.

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Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.
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Varajão, João, António Trigo, José Luís Pereira, and Isabel Moura. "Information systems project management success." International Journal of Information Systems and Project Management 9, no. 4 (January 26, 2022): 62–74. http://dx.doi.org/10.12821/ijispm090404.

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This paper aims to provide new insights into information systems (IS) project management success. Even though many studies found in the literature show results of software development projects, few studies address the success of IS (socio-technical) projects. Responses to an international survey, regarding 472 projects in total, showed that IS project management is achieving high levels of success; yet, only a minority of projects end without changes in scope, schedule or cost. Furthermore, the results show that changes in scope, schedule or cost are frequent in this kind of project and do not significantly affect the perception of success. These results provide researchers and practitioners with a better understanding of IS project management success evaluation.
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Ktaish, Bilal, and Miklós Hajdu. "Success Factors in Projects." IOP Conference Series: Materials Science and Engineering 1218, no. 1 (January 1, 2022): 012034. http://dx.doi.org/10.1088/1757-899x/1218/1/012034.

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Abstract The literature of project success is very wide one. Various articles focus on the evolution of the understanding of project success. Most of the projects we hear of in media are either over budget, late or are simply not good enough and still different lobbies of people claim that those projects have been successful. Neither the practitioners nor the academicians seem to agree on what constitutes project success. It seems to be a rather elusive concept. This paper attempts to put forth the points of views of different researchers in this field and focuses primarily on the factors that affect the project outcome regardless of the type of project. Two sets of factors contributed to successful outcome of a project: the macro and micro factors. A set of macro includes the realm of the owner, while micro factors fall in construction domain. Other factors were grouped into four areas: factors related to: project, project manager and team, organization, and the external environment. More factors were investigated by other researchers, factors including applied methods, individuals in projects, and organizational context. Therefore, every party in the project has its own perception thus forming different criteria of project success. These differences of perception explain the reason why the same project could be considered a success by one and unsuccessful by another.
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Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (September 3, 2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.
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Bojkov, Darjan. "FACTORS ASSESSING PROJECT SUCCESS." Knowledge International Journal 26, no. 6 (March 18, 2019): 1687–91. http://dx.doi.org/10.35120/kij26061687b.

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Sometimes it is hard to determine success of a project, because it is perceived differently from different subjects, institutions and organizations. The most important success of a project can be determined as implementation within deadline and with provided resources. However, there are many sponsors or clients that will demand extension of project, to achieve some extra functions. In that case project will not be implemented in time, or with provided resources, but sponsor or clients will can rate project as successful one. Author researches principles of assessment of projects.
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Dissertations / Theses on the topic "Project success"

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Farlik, John T. "Project success in agile development software projects." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10108921.

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Project success has multiple definitions in the scholarly literature. Research has shown that some scholars and practitioners define project success as the completion of a project within schedule and within budget. Others consider a successful project as one in which the customer is satisfied with the product. This quantitative study was conducted to test the relationship between communications of agile teams and project success. The research also tested the relationship between software process improvement and project success. The researcher presented three different characterizations of project success (time, budget and customer satisfaction). Through correlation testing, the study examined the results of the relationship between communications, software process improvement, and project success. The customer satisfaction definition of project success was more closely correlated with projects in which communications was effective. Projects characterized as having a formal software process improvement process in place were more closely correlated with the cost and schedule definitions of project success. Implications of the study include conducting further research with ordinal data in the regression testing of the independent and dependent variables. Future work should concentrate upon risk and change management in an agile project management project environment. This work furthers the ideas contained in the Project Management Second Order (PM-2) framework.

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Scheuchner, Gerald. "Strategies to Promote IT Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4681.

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Many project managers and business leaders lack effective strategies to manage information technology (IT) projects, which may inhibit business leaders from successfully implementing IT changes. The purpose of this multiple case study was to explore strategies that IT leaders use to successfully implement IT projects. The target population consisted of IT leaders in IT organizations located in the Saint Louis Metro East area. The conceptual framework consisted of the general systems theory and the coordination theory. Data collection included organizational documents and semistructured interviews with 6 qualified participants. Data analysis included coding and thematic analysis, member checking, and methodological triangulation. The 4 themes emerging from the data analysis included (a) effective communication, (b) project planning, (c) project execution management, and (d) project closure. The themes highlighted practical strategies to effectively manage the implementation of IT projects. Findings may enhance the organization's position and provide additional employment opportunities in the community.
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Adams, Brent Michael, and Thi Bich Van Tran. "Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130986.

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This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.
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Dakas, Audu Isa Ibrahim. "Management of project stakeholders : facilitating project success in public sector projects in Nigeria." Thesis, University of Leeds, 2014. http://etheses.whiterose.ac.uk/7759/.

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This research is based on evidences which show that project success in public sector construction projects in Nigeria is hindered by, among other issues, poor stakeholder management. As a result, the study involved the development of a conceptual model for effective stakeholder management. Using the conceptual model, empirical studies to establish the practice of stakeholder management in Nigerian public sector projects in four public universities as case studies were carried out. The resulting data were analysed, which revealed significant weaknesses in the practice of stakeholder management. These include lack of wide and deep knowledge/understanding of the concepts of project and stakeholder management by the clients’ project management teams (or research participants); non-existence of formal/systematic process of project stakeholder management; and poor system of project information/data management. Consequently, an integrated framework to ensure effective stakeholder management that would facilitate project success was developed. The integrated framework involves a seven-step stakeholder management process model, considering participants and their qualifications, techniques and outputs of the stakeholder management process and a system for project information/data management, across three-phase project life cycle. To ensure that the framework is practically applicable, it was evaluated by the expected beneficiaries of the framework and other experts familiar and involved with project and stakeholder management in the case studies, using questionnaire survey. The results of the evaluation show acceptability of the framework to effectively manage stakeholders and improve project success. However, while the framework may have been developed using data from selected universities, its principles may be applicable with prudence to other universities and other public sector projects. Further similar empirical studies using this approach or other suitable approaches in other universities and/or public sectors are required to generalise the findings and improve project success.
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Salleh, Rohaniyati. "Critical success factors of project management for Brunei construction projects : improving project performance." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/38883/1/Rohaniyati_Salleh_Thesis.pdf.

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The problem of delays in the construction industry is a global phenomenon and the construction industry in Brunei Darussalam is no exception. The goal of all parties involved in construction projects – owners, contractors, engineers and consultants in either the public or private sector is to successfully complete the project on schedule, within planned budget, with the highest quality and in the safest manner. Construction projects are frequently influenced by either success factors that help project parties reach their goal as planned, or delay factors that stifle or postpone project completion. The purpose of this research is to identify success and delay factors which can help project parties reach their intended goals with greater efficiency. This research extracted seven of the most important success factors according to the literature and seven of the most important delay factors identified by project parties, and then examined correlations between them to determine which were the most influential in preventing project delays. This research uses a comprehensive literature review to design and conduct a survey to investigate success and delay factors and then obtain a consensus of expert opinion using the Delphi methodology to rank the most needed critical success factors for Brunei construction projects. A specific survey was distributed to owners, contractors and engineers to examine the most critical delay factors. A general survey was distributed to examine the correlation between the identified delay factors and the seven most important critical success factors selected. A consensus of expert opinion using the Delphi methodology was used to rank the most needed critical success factors for Brunei building construction. Data was collected and evaluated by statistical methods to identify the most significant causes of delay and to measure the strength and direction of the relationship between critical success factors and delay factors in order to examine project parties’ evaluation of projects’ critical success and delay factors, and to evaluate the influence of critical success factors on critical delay factors. A relative importance index has been used to determine the relative importance of the various causes of delays. A one and two-way analysis of variance (ANOVA) has been used to examine how the group or groups evaluated the influence of the critical success factors in avoiding or preventing each of the delay factors, and which success factors were perceived as most influential in avoiding or preventing critical delay factors. Finally the Delphi method, using consensus from an expert panel, was employed to identify the seven most critical success factors used to avoid the delay factors, and thereby improve project performance.
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Barnes, Joan. "Strategic Alignment of Information Technology Projects and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3974.

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Alignment of information technology (IT) projects remains a concern for business executives and negatively impacts IT investments through failed projects. Drawing from the theory of systems thinking and the concept of holism, the purpose of this correlational study was to provide executive leaders with information about influences associated with the independent variables of project alignment and performance outputs, and the dependent variable, project success rates. Accordingly, the research question addressed the relationship between the 2-predictor variables and the outcome variable. Data collection involved a nonprobability, purposive sample of 49 credentialed project managers from Arizona who completed an online survey. Results from multiple linear regression analysis indicated statistically significant relationships between the predictor variables (F (2, 46) = 111.08, p < .001). The regression model predicted 82% of the variation resulted from the independent variables. The study's findings provide corporate leaders with a better understanding of project alignment, performance outputs, and project success rates from the operations perspective of project management professionals who contribute to the organization's competitive advantage through the implementation of strategic IT projects. The positive social change implications of this study include increased organization benefits, such as substantiated IT investments and higher profits. Increased project success rates substantiate IT investments through improved customer satisfaction and financial performance. Improved financial performance leads to higher profits, which leads to higher wages. Higher wages contributes positively to society-at-large through an enhanced quality of life.
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Thomas, Nicholas Aaron. "Project Manager Trait Emotional Intelligence and Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4686.

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Project success is a measure of both project manager efficacy and stakeholder satisfaction. One of the primary measures of success for construction projects is meeting cost targets and yet recent data indicates up to 9 out of 10 construction projects fail to meet this target. Unsuccessful construction projects can have ramifications that affect project teams, internal stakeholders, customers and the local community. The purpose of this correlational study was to examine the relationship between project managers' well-being, self-control, emotionality, and sociability and project success using Petrides and Furnham's theoretical framework of trait emotional intelligence. Using the Trait Emotional Intelligence Questionnaire short form self-assessment instrument, data were collected from a sample of 104 construction project managers in the United States who had executed a project in the last 5 years. Data analysis revealed both the combination of the four predictor variables, and the self-control variable taken individually, resulted in a statistically significant relationship to project success at the p < .05 level with each having a p value of .001. Hiring managers and organizational leadership can use this information to guide hiring processes and training programs to help improve success rates in the construction industry. Improved project success could result in positive social change through the stabilization of the job market and improved partnerships between construction organizations, local governments, and the community.
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Sehele, Abdulallah A. A. "Success factors in information technology projects." Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/14420.

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Concern for project failures and successes have posed a controversial and much debated topic amongst scholars and practitioners alike. IT projects are no exceptions and they too suffer from a high rate of failure. This research aims to explore the reasons why certain IT projects succeed). Besides its academic importance, the research intends to assess the implications for successful implementation of current and future IT projects. The review of the extant literature reveals the enormity of the challenges involved in minimising or avoiding project failures. Present work is contextualizing these issues in a large national organisation with branches throughout the KSA. The Saudi Arabia constitutes the case study for this research. Qualitative methodology was adopted to generate and collect adequate and relevant data. Main instruments were; Semi-structured interviews involving senior managers in five geographical areas who were involved in the management of the IT projects and selected project documents. Thematic analysis was used and led to emergence of seven main ‘themes’, 19 major ‘issues’, and the construction of the first time generic model for success of IT projects. The core issues identified in the model are: Quality, Time and Cost at three levels; individual, organisation and environment with specific order of importance. The implications of the findings for the theory and practice have been identified. It is also recommended that there is a need for further research into individual and contextual factors that influence both managers as well as the circumstances under which IT projects are implemented.
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Ljungquist, Andreas, and Björn Rosander. "Software Project Planning : The Relationship between Project Planning and Project Success." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3309.

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Software engineering is the computer science discipline concerned with developing computer software. However, software engineering does not only include the technical perspective of producing software. It also involves management issues, such as planning, controlling, and monitoring a software project. A project typically embraces a structured set of activities, which are performed in a pre-determined sequence. The initial activity is generally the process of planning the project, which according to some is one of the most important and crucial efforts in order to achieve pre-defined objectives. Other states the opposite and claim that too much planning may obstruct development creativity. Current thesis explores the planning paradigm and the significance of planning efforts in the Swedish software industry. Contemporary literatures on software project planning are reviewed and presented. Moreover, the result of an empirical study, examining the relationship between project planning and project success, is presented.
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Barnes, Ben. "User involvement + project success : revisited /." Leeds : University of Leeds, School of Computer Studies, 2008. http://www.comp.leeds.ac.uk/fyproj/reports/0708/Barnes.pdf.

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Books on the topic "Project success"

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Fitton, Diane. Project college success. Boston: Pearson, 2013.

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Knipe, André. Project management for success. Sandown, South Africa]: Heinemann, 2002.

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Garland, Ross. Project governance: Structuring projects for success through effective project decision making. London: Kogan Page, 2009.

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Padgett, Clinton M. The Project Success Method. New York: John Wiley & Sons, Ltd., 2009.

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Jim, Carroll, and University of Texas at Austin. Construction Industry Institute. Project Organization Task Force., eds. Organizing for project success. Austin, Tex: Construction Industry Institute, 1991.

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W, Bothell Timothy, and Snead G. Lynne, eds. The project management scorecard: Measuring the success of project management solutions. Amsterdam: Butterworth-Heinemann, 2002.

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Sotiriou, Constantine Evangelos. Success principles for project management. Portland, Or: Thompson Osborn Pub., 1997.

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author, Bucero Alfonso 1956, ed. Project sponsorship: Achieving management commitment for project success. Newtown Square, Pennsylvania: Project Management Institute, Inc., 2015.

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Alexander, Laufer, and Hoffman Edward J. 1959-, eds. Project management success stories: Lessons of project leaders. New York: Wiley, 2000.

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Institution of Chemical Engineers (Great Britain), ed. Project management toolkit: The basics for project success. 2nd ed. Amsterdam: IChemE/Butterworth-Heinemann, 2007.

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Book chapters on the topic "Project success"

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Zwikael, Ofer, and John R. Smyrk. "Project Success." In Project Management, 153–85. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03174-9_8.

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Pinto, Jeffrey, and Lavagnon Ika. "Project success." In The Handbook of Project Management, 42–57. 6th ed. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003274179-5.

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Cooke-Davies, Terry. "Project Success." In The Wiley Guide to Managing Projects, 99–122. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch5.

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(Bud) Griffis, F. H., Frederick B. Plummer, and Francis X. DarConte. "Project Success." In Leadership, Ethics, and Project Execution, 305–25. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003129943-19.

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Moraveck, Cassandra. "Critical Success Factors and Project Success." In Unmasking Project Management, 195–202. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137356260_9.

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Moraveck, Cassandra. "Measuring Project Success." In Unmasking Project Management, 203–16. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137356260_10.

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Lorenzi, Nancy M., and Robert T. Riley. "Evaluating Project Success." In Managing Technological Change, 268–75. New York, NY: Springer New York, 2004. http://dx.doi.org/10.1007/978-1-4757-4116-2_18.

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Lorenzi, Nancy M., and Robert T. Riley. "Evaluating Project Success." In Organizational Aspects of Health Informatics, 267–76. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-4184-1_15.

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Newton, Richard. "Defining Project Success." In The Practice and Theory of Project Management, 189–211. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-14314-3_8.

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Gerardi, Bart. "Project Management Success." In No-Drama Project Management, 15–28. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3991-8_2.

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Conference papers on the topic "Project success"

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Howsawi, E. M., D. Eager, and R. Bagia. "Understanding project success: The four-level project success framework." In 2011 IEEE MTT-S International Microwave Workshop Series on Innovative Wireless Power Transmission: Technologies, Systems, and Applications (IMWS 2011). IEEE, 2011. http://dx.doi.org/10.1109/imws.2011.6115223.

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Howsawi, E. M., D. Eager, and R. Bagia. "Understanding project success: The four-level project success framework." In 2011 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2011. http://dx.doi.org/10.1109/ieem.2011.6117991.

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Mkoba, Elizabeth, and Carl Marnewick. "IT Project Success." In the Annual Conference of the South African Institute of Computer Scientists and Information Technologists. New York, New York, USA: ACM Press, 2016. http://dx.doi.org/10.1145/2987491.2987495.

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Huang, Zhiye, Michael Poli, and Hasan Shabbir Mithiborwala. "Project strategy: Success themes for strategic projects." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261992.

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Pretorius, S., T. J. Bond-Barnard, H. Steyn, and J. Jordaan. "Project Success and Project Manager Competency." In 2022 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2022. http://dx.doi.org/10.23919/picmet53225.2022.9882806.

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Malach-Pines, Ayala, Dov Dvir, and Arik Sadeh. "Project Manager- Project (Pm-P) Fit and Project Success." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349541.

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Hussein, Bassam A. "Factors influencing project success criteria." In 2013 IEEE 7th International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications (IDAACS). IEEE, 2013. http://dx.doi.org/10.1109/idaacs.2013.6662988.

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L Pretorius, L., A. A Wessels, and A. A Rooney. "Design Management for Project Success." In 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419493.

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Musselman, Kenneth J. "Guidelines for simulation project success." In the 25th conference. New York, New York, USA: ACM Press, 1993. http://dx.doi.org/10.1145/256563.256584.

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George Saadé, Raafat, James Wan, and Heliu Dong. "Factors of Project Manager Success." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2163.

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This research seeks to analyze the project success factors related to project managers' traits. The context of the research entails a 'united nations' type of organization. Critical success factors from previous recent studies were adopted for this research. Nineteen factors were adopted and a survey methodology approach was followed. Sixty six participants completed the survey. Exploratory factor analysis results revealed the existence of three constructs: project manager engagement traits, education, and experience. The total number of factors representing these three constructs after the factor reduction exercise is 12. We conclude by discussing the results and by provide limitations to our research study and recommendations for future research. This conference paper was published in its final revision in the Interdisciplinary Journal of Information, Knowledge, and Management (IJIKM). That final version is shown here.
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Reports on the topic "Project success"

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Dacre, Nicholas, David Eggleton, Vasilis Gkogkidis, and Bernardo Cantone. Dynamic Conditions for Project Success. Association for Project Management, 2021. http://dx.doi.org/10.61175/fxcu4654.

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In 2015, we published a report which sought to identify the core factors which lead to project success. These conditions, subject to the situation and the judgement of the project professional, can be implemented with any project, programme or portfolio and help to best ensure project success. However, despite widespread usage we identified at the end of this research that dynamic conditions at the organisational, professional, and socio-economic levels existed that could help to shape successful project-based organisations. With this in mind and through a commissioned tender we sought with the Universities of Sussex and Southampton to further develop the findings of the 2015 report by investigating these organisational, professional, and socio-economic dynamic conditions that can enhance project outcomes.
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Álvarez, Carola, Leonardo Corral, Ana Cuesta, José Martínez, César Montiel, and Consuelo Yépez. Project Completion Report Analysis: Factors Behind Project Success and Effectiveness. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003116.

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The goal of development assistance is to deliver measurable results. At the Inter-American Development Bank (IDB), the Development Effectiveness Framework (DEF) was adopted to enhance the likelihood this goal is met. The key objective of this analysis is to enhance our understanding of the role the set of tools and processes adopted at the IDB, from project design to completion, play in the assessment of a projects success and effectiveness. Specifically, we are interested in teasing out the role different dimensions of project design, assessed through the Development Effectiveness Matrix (DEM), and execution performance indicators, as per the Project Monitoring Report (PMR), have on the delivery of effective and successful projects measured through the Project Completion Report (PCR) methodology implemented at the IDB. We also explore the validation process of PCRs and delve into the effectiveness analysis at the level of specific objectives and result indicators, identifying key pitfalls associated with objectives not being met. Overall, our findings provide strong validation for the DEF and its tools. We find robust evidence for the importance of the quality at entry assessment conducted through the DEM. In particular, the quality of the results matrix at approval is a strong determinant of project success and effectiveness at closure, and the quality of the Evaluation Plan is strongly associated with the effectiveness of a project. In terms of execution performance, our analysis finds that, on average, projects that execute a lower share of their approved loan amount, are put on Alert, or are classified as a Problem, in its first three years of execution; and projects that experience a higher share of their outputs discontinued, with respect to their first results matrix, are most likely to be ineffective in achieving their objectives and will likely be rated as unsuccessful.
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3

McFall, Brian C., Douglas R. Krafft, Hande McCaw, and Brooke M. Walker. Metrics of Success for Nearshore Nourishment Projects Constructed with Dredged Sediment. U.S. Army Engineer Research and Development Center, July 2021. http://dx.doi.org/10.21079/11681/41160.

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This Regional Sediment Management Technical Note (RSM TN) provides practical metrics of success for nearshore nourishment projects constructed with dredged sediment. Clearly defined goals and performance metrics for projects will set clear expectations and will lead to longterm project support from local stakeholders and the public.
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Corral, Leonardo, Giulia Lotti, José Martínez Carrasco, and Camilo Pecha. Operational excellence: understanding project financial cancellations and its impact on the delivery of results. Inter-American Development Bank, January 2022. http://dx.doi.org/10.18235/0003952.

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The objectives of this analysis are twofold: (i) First, it aims to enhance our understanding of the role design and execution characteristics of IDB financed projects play in project success and effectiveness in delivering results. (ii) Second, it empirically explores which project characteristics are more likely to explain partial financial cancellations, which plays a key role on the delivery of results. Based on the knowledge gained, we identify specific measures that can be taken to enhance the likelihood of project success.
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Alansari, Mohamed, Melinda Webber, Sinead Overbye, Renee Tuifagalele, and Kiri Edge. Conceptualising Māori and Pasifika Aspirations and Striving for Success. NZCER, April 2022. http://dx.doi.org/10.18296/rep.0019.

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The COMPASS project is part of NZCER’s Te Pae Tawhiti Government Grant programme of research. It is also aligned to the broad goals and aspirations of NZCER, in that its overarching purpose is to give effect to Te Tiriti o Waitangi and the notion of Whakatere Tōmua—Wayfinding. The COMPASS project has examined the ways kaiako, ākonga, and whānau navigate educational experiences and contexts. Using quantitative and qualitative data, the report focuses on examining the social-psychological conditions for school success from the perspectives of Māori and Pasifika students (n = 5,843), Pasifika whānau members (n = 362), and Māori kaiako (n = 311) from 102 schools across Aotearoa New Zealand.
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Gerry, Gail, and Tom Corcoran. Expanding Access, Participation, and Success in International Baccalaureate Programmes (IB Access Project): Evaluation Report Year Two. Consortium for Policy Research in Education-Teachers College Columbia Univ., September 2011. http://dx.doi.org/10.12698/cpre.2011.ibeval.

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Pineda, Jesús, Jan Kercher, Susanne Falk, Theresa Thies, Hüseyin Hilmi Yildirim, and Julia Zimmermann. Accompanying international students in Germany to academic success: Results and recommendations for action from the SeSaBa project. Deutscher Akademischer Austauschdienst, May 2022. http://dx.doi.org/10.46685/daadstudien.2022.07.

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In the framework of the research project „Success and withdrawal of international students in Germany“ (SeSaBa), the study and life situation of international students was analysed in detail. Between the winter semester 2017/18 and the summer semester 2020, more than 4,500 international bachelor’s and master’s students from 125 universities were surveyed about their study and living situation in Germany. This publication summarizes key findings from the SeSaBa project.
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8

Emes, Michael, and William Griffiths. Systems thinking: How is it used in project management? Association for Project Management, April 2018. http://dx.doi.org/10.61175/gjmz4716.

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This study builds on the work used to establish the Systems Thinking SIG as they seek to identify the range of activities classified as systems thinking and how these are seen to add value to projects. The study aims to produce a guide on how to apply systems thinking in projects and to understand whether systems thinking is a critical success factor in complex projects.
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Montiel Olea, César E., and Leonardo R. Corral. Text Analysis of Project Completion Reports. Inter-American Development Bank, June 2021. http://dx.doi.org/10.18235/0003611.

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Project Completion Reports (PCRs) are the main instrument through which different multilateral organizations measure the success of a project once it closes. PCRs are important for development effectiveness as they serve to understand achievements, failures, and challenges within the project cycle they can feed back into the design and execution of new projects. The aim of this paper is to introduce text analysis tools for the exploration of PCR documents. We describe and apply different text analysis tools to explore the content of a sample of PCRs. We seek to illustrate a way in which PCRs can be summarized and analyzed using innovative tools applied to a unique dataset. We believe that the methods presented in this investigation have numerous potential applications to different types of text documents routinely prepared within the Inter-American Development Bank (IDB).
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10

Ghani, Ejaz, Arti Grover Goswami, and William Kerr. Highway to Success: The Impact of the Golden Quadrilateral Project for the Location and Performance of Indian Manufacturing. Cambridge, MA: National Bureau of Economic Research, November 2012. http://dx.doi.org/10.3386/w18524.

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