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1
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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Gray, Roderic John. "Organisational climate and project success." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.
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Lindström, Malin, and Matilda Näsman. "Looking Beyond Constraints of Agile Project Success : A Case Study on Swedish Agile Project Success." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-122248.
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Today, organisations are increasingly using project-based activities, as projects can aid organisations to deal with unique and complicated assignments, as well as achieving strategic and operational goals. Two extensive project management methodologies exist, those being Traditional Project Management and Agile Project Management. Agile methods trademark change, adaptability, and flexibility, and are today used across industries and business, as the characteristics of the methodology make it suitable in today’s dynamic business environment. Even though projects are increasingly being used, it is inconsistent with the remarkably low project success rates found. It has been found that only 30 per cent of projects are successful within the technology field. Consequently, this stress the need to understand the inconsistencies found as well as generating suggestions for how to improve them. It is arguable that the inconsistencies may be caused by the difficulty to define project success. Researchers argue that the definition of project success is difficult to pinpoint as it varies depending on both individual perspectives and situational factors such as the organisation and the project type. It is also questionable whether or not appropriate methods have been used to evaluate the success of a project, and that the use of inappropriate methods may have contributed to the low success rates. Researchers argue that the traditional way of evaluating project success, by adhering to schedule, cost, and scope, is outdated and incomplete, and some have therefore developed new models that they consider more accurate for evaluating project success. One of these researchers is Highsmith, one of the founders of the Agile Manifesto. Highsmith has developed the Agile Triangle to better correspond to the agile trademarks of change, adaptability, and flexibility when evaluating success on agile projects. This study aimed to contribute with new insights into theoretical and practical aspects of agile project success by studying agile project success from a project manager perspective. This thesis also aimed to generate an understanding of project managers’ perception of the Agile Triangle as a success criterion. We interviewed seven Swedish project managers who have all worked with agile projects. After thoroughly analysing the results we could create a definition of agile project success as well as develop an Agile Project Success Criteria Model, representing the view of Swedish project managers. Agile project success was defined as a project that generates value in a sustainable manner. The agile project success criteria found important within this study are: Value, Team Success, Quality, Business Benefits, and Constraints. It was also found that Flexibility, even though it should not be included as a success criterion itself, is still a key ingredient when using Agile Project Management methodologies, as it affects all important success criteria. These findings highlight the insufficiency of the Agile Triangle as a success criterion, as Team Success and Business Benefits, criteria additional to those within the Agile Triangle, were found important. It was also found that the project managers question the practical applicability of the Agile Triangle and consider it to be similar to the Iron Triangle.
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Guiney, Andrew, and aguiney@smsmt com. "Information Technology Project Management Team Building for Project Success." RMIT University. Graduate School of Business, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20100122.121228.
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More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.
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Costa, Keyla Bernardes Miguita. "The link between project management practices and project success." Master's thesis, Instituto Superior de Economia e Gestão, 2017. http://hdl.handle.net/10400.5/13989.
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Mestrado em Gestão de ProjetosNos últimos 40 anos, os pesquisadores têm enfatizado o aumento do número de empresas que organizam seu trabalho através de projetos para alcançar os seus objetivos. Esse crescimento resultou no surgimento de organizações de gestão de projetos e guias do conhecimento em gestão de projetos. As "melhores práticas" de gestão de projetos apresentadas nesses guias servem como suporte para que os gestores de projetos e os profissionais atinjam os objetivos do projeto. O grau em que essas práticas são implementadas e o vínculo entre elas e o sucesso dos projetos tem sido objecto de muita discussão no meio académico, principalmente devido ao grande número de projetos fracassados. Relativamente a estas questões, este trabalho empírico visa investigar o grau de uso das práticas de gestão de projetos, com base na 5ª edição do Guia PMBOK (A Guide to the Project Management Body of Knowledge), e as relações entre essas práticas e o sucesso dos projetos em Portugal. Esta investigação realizou-se através de um questionário online, que foi respondido por gestores de projetos de diversos sectores da indústria. As respostas mostraram que as práticas da área de gestão de custos são frequentemente implementadas. Em relação ao sucesso do projeto, as métricas mais comummente alcançadas são "requisitos técnicos", "benefícios para a organização" e "satisfação dos clientes finais". Por fim, os resultados demonstram que algumas práticas de gestão de projetos usadas pelos entrevistados apresentam uma relação com o sucesso do projeto.
In the last 40 years, researchers have been stressing the increase in the number of companies that organize their work through projects to achieve their strategic objectives. This growth has resulted in the emergence of project management organizations and project management bodies of knowledge. The project management "best practices" presented in those bodies of knowledge serve as a support and a guide for project managers and practitioners to reach the project goals. The degree to which these practices have been implemented and the link between them and the success of projects have been subject of much discussion in academia, mainly due to the high rate of failure of projects. In regard of these issues, this empirical work aims to investigate the level to which project management practices based on the Project Management Body of Knowledge 5th edition (PMBOK Guide) have been implemented and the relationships between those practices and project success in Portugal. This investigation took the form of a web-questionnaire, which was answered by project managers from diverse industry sectors. Responses showed that practices from the cost management area are frequently implemented. Related to the project success, the metrics most commonly achieved are "technical requirements", "organization benefits" and "end-use customer satisfaction". Finally, the findings demonstrate that some project management practices used by the respondents have a link to project success.
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Hoxha, Luli. "Relationship Between Project Managers’ Age, Years of Project Experience, and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/5296.
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Project failures are costly to businesses and are increasingly present in the news. In many industries, projects have a 40% failure rate, and 90% of venture capital projects fail even to start. Project managers play a key role in delivering successful projects. The purpose of this correlational study was to examine the relationship between project manager’s age and years of project experience and project success. The population of this study consisted of 108 active or former project managers working in Albania or Kosovo who were LinkedIn members. The study was not grounded in a named theory; rather, based on the conceptual framework that project managers’ age and years of project experience may predict project success. The independent variables were project managers’ age and years of project experience, and the dependent variable was project success. Data were collected using a questionnaire posted on the SurveyMonkey website and analyzed using multiple linear regression. The results revealed that age has a negative, though not statistically significant, effect on project success. Project managers’ experience has a positive influence on project success; this effect is also not statistically significant. The coefficient of determination R2 was .02, which demonstrated that only 2% of project success relates to the independent variables. The study may contribute to positive social change by helping project managers and leaders of international development agencies, that conduct project to positively affect social change through improvements in areas such as agriculture, water, sewage, health, nutrition, education, environment, and social development. An increased rate of project success may translate into an improvement of livelihood for local communities in low-income countries.
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Trokic, Amela, and Jeta Sahatqija. "Project Management within Start-Ups : Exploring Success Criteria and Critical Success Factors in Entrepreneurial Project Management." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115919.
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Latorre, V. "Construction manager's influence on project success." Thesis, University of Plymouth, 2009. http://hdl.handle.net/10026.1/2805.
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Construction managers aim to deliver successful construction projects; however it is unclear how they perceive construction project success and how they influence that success. Focusing on the construction phase of the project, a Systems Conceptual Framework is induced from the literature review. In-depth interviews undertaken by 10 construction managers, whose experience accounts for over 130 construction projects, provide data to derive categories which populate the Systems Conceptual Framework initially developed. By adopting an unstructured approach to the data collection, a holistic view of how construction managers impact the success of construction projects is acquired. The construction managers' influence on success is identified through the skills, competencies and characteristics which enable success of the construction phase (enablers). This inductive-deductive methodological approach allows the identification of categories and relations between them which, along with the Systems Conceptual Framework, form the Empirical Model. A Pareto analysis was carried out in order to determine the relative relevance categories have against each others. Overall, 56 relations were identified between the 37 categories derived from the data analysis. The results of the research show that the influence of construction managers on project success is determined by twenty enablers. According to the Pareto analysis, 6 enablers were most relevant; they are separated into two interrelated sets: Communication, Leadership and People Management, and Ability to Pull Back, Experience and Technical Skill. This suggests that construction managers consider mastering 'hard' and 'soft' aspects of the job are both equally relevant to the success of the project. The high interconnectivity between the categories is what allows the Empirical Model to be developed; making it the most important finding of this research. Evidence indicates that construction managers work with both a subjective (qualitative) and an objective (quantitative) concept of success. The quantitative concept of success can have between two and four success factors, which are prioritised according to the needs of the client; there is always one critical success factors that leads the project. The subjective concept of success incorporates aspects of the end user and personal satisfaction, and specific characteristics of the project. The results also show that the outcomes of construction projects can be three: success, failure, and a third outcome which is neither, an outcome between success and failure. Participants have identified this last outcome as being the most frequent.
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Oputa, Nkenamchi Benedict. "Project Managers' Strategies for Megaproject Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4669.
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In Africa, most oil and gas megaprojects exceed their original budget and time deadlines despite advancement in project management processes and systems. This study explored strategies project managers used for megaprojects' success in the oil and gas industry in Nigeria, from the perspectives of the owner and contractor organizations. Multiple case study design was utilized to collect data by asking open-ended questions in separate interviews with 4 project managers. Archival project data was also reviewed to eliminate information incongruences. The conceptual framework for the study is the contingency theory that there is no universal management structure for every project. The data analysis approach was thematic coding. Study findings from the data analysis were aggregated into 5 themes. The 1st, 2nd, and 3rd themes include the project managers' view of measures of megaproject successes, project managers' strategies for managing the business environment, and the strategies for achieving megaproject execution excellence. The 4th and 5th themes are the strategies for facilitating employee performance and the typical social change development and social change performance initiatives to benefit neighboring communities because of a megaproject. The conclusion from the evidences gathered is that megaproject success is contingent on the ability of the project manager to unravel and address complexity leveraging strategic leadership and systems thinking. From these findings, project managers from the client and contractor organizations may use, adapt, learn, refresh, and improve their project management skills. The significance of the study to positive social change from improving the success rates of megaprojects includes improvement in human capacity development and infrastructural additions that can facilitate economic growth in the region.
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Nassif, Jamal. "The Role of Project Leadership in Global Multicultural Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4240.
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Global projects have a high failure rate, with many project failures attributed to lack of effective leadership. A knowledge gap about leadership requirements and complexities in a global project management environment has increased the risks in global projects. The problem is evident in the increasing project failure rate and the struggling national strategies in the oil and gas industry in the Arabian Gulf Cooperation Council (GCC). The purpose of this study was to explore the role of leadership in project success and adaptation complexities in GCC. The conceptual framework consisted of complex adaptive systems and contingency theories. A qualitative approach was used to capture common understandings of project leaders' role and the opportunities and challenges in a multicultural global project environment. Personal interviews were conducted with 25 participants from the oil and gas industry in GCC who were selected using a purposive sampling method. Six themes emerged from an exploratory and comparative analysis, including: adaptable project structure with team and environment dynamics; leadership role and the impermanent multicultural environment; project success definition and the success criteria; aligned performance and governance systems; changing organizational strategy; and team building and the project complexity management. Based on study findings, a framework was created for leading 4 organizational processes in global projects, which includes the environment, team building, leadership selection, and setting of project success criteria. Higher efficiency in leading these processes may contribute to positive social change and support practitioners to promote a project environment for active knowledge integration.
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Johnsen, Marthinus. "The project implementation profile's applicability to petro-chemical project success: an analysis of the key success factors." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/27869.
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Purpose - This research seeks to develop a revised list of Key Success Factors for a petro-chemical project-specific Project Implementation Profile (PIP) tool and to identify the petro-chemical success factors that are not currently included in the PIP tool. Through the identification of petro-chemical key success factors not currently included in the PIP tool, and removing current PIP KSFs that are less applicable to petro-chemical project success. Design - Conducting a literature review a set of 10 additional key success factors are identified to be relevant to petro-chemical projects that are currently not included in the PIP. A web-based survey with a set of 20 KSFs was sent to petrochemical project stakeholders to determine their perceived importance of each key success factor in achieving petro-chemical survey project success. Findings - It is found that the top ten of the key success factors considered to be most relevant to achieving petro-chemical project success contain only six of the original PIP KSFs. The four new success factors are Change management, Client requirements, Estimating and Project implementation timeframe. PIP factors found to be the least important in achieving petro-chemical project success are Top management support, Technical tasks, Personnel and Project mission. Practical Implications - The analysed survey results lead to a revised list of ten KSFs for a possible petro-chemical project-specific PIP tool. Some limitations are noted. However, difficulty in choosing respondents representing all petro-chemical project stakeholders and the idiosyncratic views of the respondents may have skewed the results. It is recommended that further research is undertaken to confirm the research findings and to identify additional key success factors that may have been left out from this research. Testing of the revised tool is also recommended.
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Mazur, Alicia K. "Defence industry projects : investigating the impact of major project manager attributes on stakeholder relationships and project success." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/69932/1/Alicia_Mazur_Thesis.pdf.
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This thesis identifies attributes, skills and behaviours that major project managers require for stakeholder relationships competence and project success within a major project environment. It develops valid and reliable measures of internal and external stakeholder relationships competence, tests a complex conceptual model and explores the effectiveness of the QUT Executive Masters of Complex Project Management and Strategic Procurement in developing major project managers' stakeholder relationships competence. Implications of this thesis are for government and industry in identifying factors associated with major project success, as this will lead to better major project outcomes potentially resulting in time and monetary savings of years and billions of dollars.
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Kim, Seong Jin. "Identification of construction project problems and their impacts on project success." [Gainesville, Fla.] : University of Florida, 2009. http://purl.fcla.edu/fcla/etd/UFE0041198.
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Bardh, Madelene, Madeleine Bokedal, and Vibecke Stensson. "Project Success : Application of Kotter's functions of managers and leaders when evaluating project success: using The Iron Triangle." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15425.
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Background: Working in a project setting has been common since the nineteenth-century and has been developed in numerous industries until today. Nevertheless, we have found a gap in research, to separately study managers’ and leaders’ way to influence the success in projects. We believe that to study how the functions of managers and leaders affect the outcome of a project, will bring new knowledge for how the people involved in a project can create a successful project. This is important and interesting to be aware of due to the increasing working method nowadays, which is to work in projects. With more knowledge for what act that affect a successful project, the easier it will be for the manager and/or leader involved in a project to reach the set of objectives for the project and then create a successful outcome. Problem: Since working in the form of projects is a common method today, it is interesting to see which functions of the project manager that is most important to develop, to be able to reach the objectives of a project. This can be measured by using The Iron Triangle, and by that evaluate how the functions of managers and leaders, explained by Kotter, influence project success. Kotter’s functions of managers and leaders are until today only applied in the context of organizations; therefore we want to see how these might influence in a project situation. Purpose: The purpose of this thesis is to see how Kotter’s functions of managers and leaders influence the objectives for a project, using the criteria in The Iron Triangle for measuring project success. Method: The thesis is based on face-to-face interviews with three project managers. The interviews were divided into two parts; the first part with opened questions and the second part with closed questions. The empirical findings have been analyzed with the theories from the frame of reference as a foundation. By doing so, the theories have been challenged to as well as strengthened to the findings based on the interview material. Conclusion: Based on the findings from the interviews with the projects managers, we can conclude that the theory presented in the frame of reference; Kotter’s functions of managers and leaders in combination with the The Iron Triangle, are not completely relevant in all situations when measuring the success of a project. All functions of Kotter are not required and all criteria in The Iron Triangle are not important for measuring the success. Additional finding was that one essential part for the project success was that the objective for a project should be set and clearly spelled out in advance to the people involved in order to create a successful outcome.
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Johari, Mohamad Farazi. "Identifying success factors in a public sector project : an empirical study of the Malaysian School Computer Laboratory Project." Thesis, University of Stirling, 2010. http://hdl.handle.net/1893/3014.
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The public sector project is particularly a demanding undertaking, with the requirement to meet diverse demands. Despite huge investment, public sector projects tend to complete behind schedule, indicating shortfall in various project factors. This research was grounded on an empirical study of the Malaysian School Computer Laboratory Programme (SCLP) to examine the project success factors throughout the project life span. The extensive SCLP was divided into six zones, spanning urban and remote environment throughout Malaysia. Its implementation was staggered into several phases, two of which covered in this study, namely phase-1 and phase-2. This research aimed to fulfil three research objectives: i) to discover the project management’s success factors; ii) to determine the product’s success factors that encompass various stakeholders; and iii) to identify project characteristics that influenced the project success. A comprehensive review of literature suggested 20 relevant project success factors to be investigated. Those factors were examined using a newly constructed framework, whereby the project life span was clustered into two segments – project process and project product. The study adopted a qualitative paradigm; nevertheless it utilised both qualitative and quantitative approaches of data collection, which were triangulated to provide a wider scope of interpretation. The quantitative data for a total sample of 357 projects were sourced from Likert-type questionnaire and secondary resources, while qualitative data were sourced from combination of semi-structured interviews with 38 respondents representing 10 groups of project stakeholders and secondary data from various documents. The results demonstrated that the project management of the SCLP was improperly administered. Out of five success factors investigated to verify the project conceptualization, only two namely project goal and project scope, were reasonably defined. One factor, stakeholder participation, was inadequately defined, while the other two factors, resources assessment and risk management, were not even taken into consideration by the project decision-making committee. There were also some deficiencies in the project planning. From six success factors tested, two were acceptably planned, i.e. project design and project costing. The other four, namely distribution of authority and responsibility, contractor selection, project scheduling, and project documentation, were insufficiently planned. The inadequacies in the project definition and project planning were reflected in the project execution as only two out of six factors, i.e. administrator effectiveness and communication, contributed to the project success. The other four, known as supervising team efficiency, contractor competence, integrity and external influences were negatively affected the project. Despite some deficiencies in the project management, the outcome or product of the project was found to be successful particularly in the judgement of the target group, the users; they were satisfied with the SCLP deliverables. They also appreciated the benefit from the utilisation of the products, which greatly changed the approaches of teaching and learning. However, the SCLP completion time was not as successful as planned, believed to be a result of unrealistic scheduling during the planning stage. Nonetheless, there were cases of genuine delays due to various factors in the earlier stages. The results also suggested that some of the project success factors were particularly influenced by project characteristics explored in this studied. The influences of these two characteristics, geographical zone and the project award method, could be seen in both the project management process and the project’s product. Overall, this thesis contributed to extant body of knowledge in various ways. A newly constructed research framework, with the concept of duality of project process and product, added depth to the longstanding idea of project success and expanded premises of the existing theory. This framework offered a better platform to identify when particular factors take place and affect the project along the project life span. This study also added a new insight to the Malaysian public sector projects management strategies in particular and to the other countries with the similar situations in general. A new paradigm in project decision-making by adopting a bottom-up concept rather than traditionally top-down alone during the project conceptualisation and a more realistic resource-based approach during the project planning, is suggested. In addition, this research proposed an ideal way to deal with various critical success factors in a huge programme.
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Atasoy, Guzide. "Using Cognitive Maps For Modeling Project Success." Master's thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/12608545/index.pdf.
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In order to evaluate a project as successful or not, initially, the questions of &ldquowhat are the factors affecting the success&rdquo
and &ldquo
according to whom and which criteria should the success be measured&rdquo
should be answered. Both the factors and their influences vary depending on a project&rsquo
s specific characteristics, different environmental factors affecting it, and different parties involved. These factors are not independent of each other and the interrelationship between them should be investigated as a whole in order to model the project success. Moreover, parties involved in a project usually have different objectives and the performance indicators used to measure project success differ according to company priorities, preferences and attitudes. Thus, there exists a need to develop a project success model that contains the interrelationships between factors such as risks, decisions, and strategies, project success criteria, objectives and the relations of the factors with the objectives. A cognitive map (CM) is a strong visual tool to reflect the beliefs and knowledge of people about a situation or domain, identifying the causes, effects and the relations between them. This qualitative technique being enhanced by quantifiable properties makes it appropriate to be utilized to model the project success. As a result, the objective of this study is to demonstrate the application of CMs as a powerful tool for modeling project success. It is hypothesized that CMs can be effectively used to model the factors affecting success of a construction project, to reflect the interrelations between project success factors, to demonstrate the different objectives of parties involved in a project and show how the project success can be defined differently, by different parties. This technique is applied to a real construction project realized in Turkey. CMs of two consortium contractors and client organization involved in the project are constructed and the differences between the perceptions of three parties are revealed by content and structural analyses. Finally, the benefits and shortcomings of using CMs for modeling project success are discussed by referring to case study findings.
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Ng, John Chin Chiong. "Predictors of project success : a Singapore study." University of Western Australia. Faculty of Economics and Commerce, 2008. http://theses.library.uwa.edu.au/adt-WU2009.0064.
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In the island-city state of Singapore, growth and development are very much dependent on global trade. Project management is one of the key competencies that organizations and the government seek to develop to stay relevant and plugged-in to the global community. This research attempts to examine the predictors of project success in the Singapore context. This study uses Pinto's Project Implementation Profile (PIP) instrument as a basis and starting point for further study. It seeks to discover and identify critical success factors (CSFs) in Singaporean project environment. The study also aims to validate whether the PIP, which is commonly used in western societies, is also applicable in the Singapore context. A methodology combining Critical Incident Technique (CIT) has been used to identify possible CSFs, which are subsequently rationalized and validated with the CSFs in the PIP. A questionnaire survey (n= 267), involving project management professionals across several key sectors and industries, provided data for quantitative analysis. Multivariate analyses, which include factor analysis and multiple regression, were applied to identify and validate the CSFs that are significant in predicting project success. The results produce a predictive equation involving five CSFs that are significant in predicting project success in the Singapore context. The study generally supports the applicability of Pinto's PIP in Singapore, although with some differences. It is expected that the findings of this study will provide value to future researchers who are keen to further explore the 'elusive' CSFs of project management. The business community is also expected to leverage on the findings of this study to optimize their scarce project management resources in achieving and sustaining business competencies.
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Delisle, Connie Louise Gail. "Success and communication in virtual project teams." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/NQ64855.pdf.
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de, Weerd Maarten. "Success and failure : the Kurdish Nationalist project /." Title page, contents and conclusion only, 2001. http://web4.library.adelaide.edu.au/theses/09AR/09ard5151.pdf.
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Martin, Benoit (Benoit Roger Jacques) 1978. "Controlling interfaces : a key to project success." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8609.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2001.Includes bibliographical references (leaves 91-93).
Most problems cited in papers dealing with project success factors are often linked to the responsibility of particular players in the construction phase, rather than to the relations among them and with their environment. Challenging the current belief that "dividing is ruling", this new vision groups problems seemingly different in nature, and provides, from their analysis, a unified set of recommendations that, if applied, could help drastically reduce unpredictability of the outcome of a project and boost productivity. Yet, and it is confirmed by the few articles that have been written about this approach, little has been done on the construction field. The appearance of a new form of project management, lean construction, and the verifiable results of improvement it triggers, offers the interface perspective a more comprehensive and supportive environment, in which it can be more easily developed, implemented and perfected. This study focuses on what should be considered the three most important interfaces during the construction phase of the project, and will compare the improvements suggested by this approach to the principles of lean construction, to support the utility of this new way of perceiving problems.
by Benoit Martin.
S.M.
30
Ebertsohn, Nolan Wade. "The measurement of information system project success." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97271.
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Thesis (MBA)--Stellenbosch University, 2014.ENGLISH ABSTRACT: Ensuring the delivery of an investment is crucial for organisations as significant amounts of operating and capital expenditure is spent on information systems. Regrettably, many organisations today have no accurate techniques for forecasting and warranting the success of information system projects and many rely on the traditional project management triple constraint criteria alone, which encapsulate time, cost, and quality. Many chief executive officers (CEOs), chief information officers (CIOs) and other executives have difficulty in justifying their investments and return on investment (ROI) in information systems. Since the 1970s many articles have been written and much research conducted on the topic of information system project success. However, there is still no consensus on an agreed upon definition and robust methodology to measure the success of information system projects (ISPs). This research attempted to determine if organisations measure the success of their ISPs. In addition, the researcher aimed to pinpoint what key success factors and critical success criteria organisations use, and how these are applied to measure information system project success (ISPS). To reach these objectives, qualitative research was conducted by means of a study of the literature on the topic, a pilot survey, and semi-structured interviews in order to gather expert opinions and information pertaining to the measurement of ISPS in industry. It was found that most project managers and companies still rely on the traditional triple constraint to determine the success of their information system projects. Moreover, this phenomenon exists due to a lack of knowledge on the topic, top management buy-in, time and resources, and a perception that the costs to get a measurement system in place outweigh the benefits to be gained from it.
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Furlong, Shauneen. "Transformational eGovernment success through enhanced project management." Thesis, Liverpool John Moores University, 2011. http://researchonline.ljmu.ac.uk/6173/.
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Transformational eGovernment is the continuous innovation in the delivery of services, citizen participation and governance through the transformation of external and internal relationships by the use of technology; especially on the Internet. When introduced, it offered the hope and promise to revitalize and modernize public services; reinvigorate and improve services to citizens, business and governments; and, create an exciting environment for employees to work and contribute. Countries, world-wide are inexorably engaged and urged forward by both push and pull motivational pressures to use technology to improve democratic participation, social harmony and economic sustain ability. While eGovernment's first decade has been much more transactional than transformational, radical changes affecting eGovernment are needed in this decade: culture, different services and relationships with all stake holders; organizational arrangements; business processes; and resource management. But progress thus far achieved is not without struggle and transformational eGovernment success is far to the deficit side of the performance measurement scale. The project failure rate is so high that transformational eGovernment progress is stalling. The thesis used the mixed method research approach that included the design and implementation of a piloted and structured survey; data collection and analysis; and examination and testing of potential enhanced project management solutions to focus on international transformational eGovernment activity and problems in: project management; the transformation of public service and its organizational and operational arrangements; and international strategies for transformational eGovernment uptake. The surveys conducted in this research identify a synerqistic compendium of ten key challenges and barriers that prevent progress in the project management of transformational eGovernment projects. As a way forward in addressing these challenges, this thesis recommends that project management methodologies be improved by implementing a project initiation concept document process identifying a series of actions and methods to be incorporated as the initial stage of eGovernment project management methodologies to identify, manage and mitigate the unique challenges and barriers that impede eGovernment success.
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Afolabi, Jonathan Olubunmi. "Initiating Factors Affecting Information Systems Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4706.
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Information systems (IS) projects are complex and costly, but only a 3rd of IS projects are successful; the Standish Group reported that 32% of IS projects were successful in 2012. Although investments in research have led to improvements in practice, there is a general perception that management failures are responsible for the low rate of IS project success. The effects of initiating factors on project outcome had not been sufficiently explored; few IS researchers have explored the initiation phase. The purpose of this grounded theory study was to explore project initiation factors, including relational, as well as decision-making aspects, and how they might be addressed to enhance the possibility of success. The research questions were oriented at identifying key initiation factors, how they might be managed to promote project success, and how decision-making factors at initiation might facilitate project success. A conceptual framework consisting of chaos theory and Ashby's law of requisite variety was used. Purposive and snowballing sampling techniques were used, and 24 IS managers and project managers were interviewed. A 3-stage data analysis approach was used and included open coding, focused coding, and theoretical coding. Key themes identified included project governance and management, as well as stakeholder engagement. The emergent theory of IS project initiation indicated that the factors represented by the themes must be identified during initiation but implemented throughout the project lifecycle to ensure project success. Positive social change may be realized as IS managers, and project managers apply the findings and recommendations to achieve project success and avoid costly failures thus benefiting both companies and customers.
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O'Donnell, James G. "A study of the relationships among project managers' leadership practices, project complexity, and project success." ARGOSY UNIVERSITY/SEATTLE, 2012. http://pqdtopen.proquest.com/#viewpdf?dispub=3487788.
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Mangqalaza, Qaqambile. "Can project managers do it alone?: the role of total project leadership on project success." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1017029.
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The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
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Iftikhar, Rehab, and Suneeta Menon. "Project risk response success : An empirical study on project risk response success factors in the construction industry of Sweden." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52004.
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Risk is everywhere and it is something which we face in everyday life. Same is the case with projects. Projects are complex and risks are inherent in projects. It is not unusual for unexpected events to occur and for uncertainty to emerge in projects. These events contribute to project riskswhich require to be dealt with so that projects could continue to run effectively. The need for good project risk management is therefore especially important as it could determine the successof the project or otherwise. However, research on the factors that make project risk response successful has been neglected. Contemporary researchers focused on risk management phases other than risk response. Our main focus in this paper is to indicate determinants of project risk response success and their relative importance in the construction industry of Sweden. The construction industry is considered as construction projects are not only important but they identify tangibly with the physical outputs of projects and exemplify the uncertainty and risks that are present in this type of projects. Sweden is chosen as the context of our study owing to the immense contributions of the construction sector towards the country’s growth and GDP. On thebasis of extensive literature review, we have come up with the determinants for project risk response success and developed a proposed conceptual model. A quantitative study is undertaken with the administration of questionnaires. The empirical data is gathered from project managers in the construction industry of Sweden for this purpose. Project managers are selected as respondents as they would be the ones controlling and managing projects, along with responding to the various risks subjected to in projects. Hypotheses have been generated for this research and the results are analyzed to determine if these hypotheses are to be accepted or rejected. For data analysis, SPSS is used. The results are drawn by the use of statistical tools like ANOVA, correlation and t-tests. These outcomes will lead to the conclusion of our study as to what the factors are that determine project risk response success and their relative importance. A revised conceptual model is finally developed to address the findings of our research. This research found a set of seven success factors which can be used as a guideline for project risk response success. These factors are (1) Team competency and skills, (2) Effective communication, (3) Active leadership, (4) Negotiation and coordination, (5)Hierarchical structure, (6) Behaviour and (7) Empowerment. These determinants of project risk response success can be generalized to the construction industry in Sweden. Keywords: project risk, project risk management, uncertainty, unexpected events, risk response, construction industry.
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McKay, Donald Stuart. "The Interactions Among Information Technology Organizational Learning, Project Learning, and Project Success." NSUWorks, 2012. http://nsuworks.nova.edu/gscis_etd/242.
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Knowledge gained from completed information technology (IT) projects was not often shared with emerging project teams. Learning lessons from other project teams was not pursued because people lack time, do not see value in learning, fear a potentially painful process, and had concerns that sharing knowledge will hurt their career. Leaders could change the situation; however organizational leaders have not seen value in project learning and have not made it a priority. Yet, if a relationship existed among IT project success variables (PSVs) organizational learning factors (OLFs) and project learning practices (PLPs) then IT leaders may take greater interest in managing knowledge.
The goal of this research was to conduct a correlational study to determine the relationship among OLFs, PLPs, and PSVs within IT organizations. OLFs included those activities at the corporate level that enabled project teams to learn from other projects. PLPs included the activities to learn lessons from a maturing or completed project. PLPs also included activities within an emerging project to harness lessons from prior projects. PSVs described project success.
The research question (RQ) asked; what was the relationship among the OLFs, PLPs, and PSVs? To answer the research question it was necessary to ask four support questions (SQ). First, what elements defined organizational learning, project learning, and project success? Second, how effective was use of organizational learning? Third, how effective was project learning? Fourth, how successful were IT projects?
To answer the first SQ a content analysis was conducted followed by a review with a Delphi team. A survey was then developed based on the content analysis. Finally, a statistical analysis was conducted to answer the remaining SQs and the RQ.
The content analysis and Delphi team review revealed 12 OLFs, 11 PLPs, and 9 PSVs. Answering the second and third support questions the study found that OLFs and PLPs could be used more effectively within IT organizations. However, IT leaders reported that a foundation for organizational and project learning existed. Answering the fourth SQ, IT leaders reported good project success though risk management could be improved. This study found that there was a positive and significant relationship among the OLFs, PLPs, and PSVs. The relationship among the OLFs, PLPs, and PSVs suggests that there is justification to research and develop IT competence in learning.
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Naidu, Preneshen. "The relationship between leader-member exchange and project success in a projects environment." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64894.
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The world economy has become increasingly reliant on project revenues as a contributor to growth, South Africa has followed this global trend due to limited opportunities and stumbling GDP growth. With the success of projects becoming increasing reliant on the performance of project personnel, there is a need to investigate the relationships that may impact this performance. Therefore, this study explored the relationship that project personnel-project manager interactions and project personnel-project organisation interactions have on project success in a South African projects environment. These relationships were explained by the constructs leader-member exchange, perceived organisational support, affective commitment and discretionary effort.
A quantitative study was performed using an internet survey, where project personnel and project managers currently working in a projects environment were considered as valid responses. A total of 181 useable responses were statistically analysed using multiple linear regression to determine if the constructs had a significant predictive relationship with project success.
The key findings of the study observed that leader-member exchange, perceived organisational support and affective had a significant predictive relationship with project success. A further outcome was that perceived organisational support had a moderating effect on the relationship between leader-member exchange and project success. These findings confirmed the importance of leader-follower-organisation relationships in a projects environment.Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Jussila, Pertti, and Kirsten Wenderholm. "Mission accomplished? : Measures of Success and Critical Success Factors in Startup Project Management." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105507.
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This research studies project success in the context of decision-makers in young, entrepreneurial companies, namely startups. More precisely the companies are European companies that are independent, active and under 10 years of age, and furthermore identified as startups through a framework created from literature derived from Organizational Life Cycle theory and other pluralistic literature about startups. The main concentration is in the concepts related to project success: Project Success Criteria and Critical Success Factors, based on two research questions: 1. “What success criteria are perceived to be most relevant in the project management of startup firms?” 2. “What critical success factors are perceived to be most relevant in project management of startup firms and why?” Previous studies on project management have been mostly conducted in the context of large organizations and typically in a quantitative form. Studies in project management of startups have been scarce, and in project success, nonexistent. Researchers have called upon project literature that concentrates on particular organizational context. In this study, existing theories are studied to find the most suitable framework for success criteria. This study is conducted as a case study, wherein interviews were conducted with startup founders, partners and CEOs, located in Finland, Sweden and Germany. The data collection in the interviews consisted of both semi-structured questions and rating of importance regarding the elements of aforementioned theoretical frameworks of Project Success Criteria and Critical Success Factors, creating a rich set of data, forming holistic cases of the view of project success. The resulting indicate that the most relevant success criteria for startup decision-makers are connected to customer relations, which dictates also the importance of short-term and long-term goals. The economic goals as well the preparation for future were more polarizing. The concentration on customer criteria is not divergent from previous research, but the importance of team criteria is a noticeable difference and a common theme across cases. It is also noticeable in the statements of interviewees that in the startup context the uncertainty regarding products, customers, and economical factors create certain tensions in project success assessment. In Critical Success Factors, there were also clear themes that mirror the aforementioned results. It furthermore became apparent that startups do not have clearly established tools or methods for their project management, which may distinguish them from larger, more established organizations.
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Genade, Marius. "Defining key success criteria to measure project success for Warehouse management system implementations." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95589.
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Thesis (MBA)--Stellenbosch University, 2012.The storage and distribution of goods in warehouses have been around for centuries. Information systems and technology have enabled business to run various different functions, like accounting, successfully. Companies soon realised the additional benefits technology can bring to their operations. Increase in product throughput and increase in product range are some of the examples that add additional complexity to the warehousing and distribution functions. In order to cater for the additional complexity, to gain improved customer service levels and gain a strategic advantage in delivering the right product, in the right place at the right time, companies are implementing warehouse management systems (WMS). However, the WMS implementations are complex and involve various different stakeholders. Failed WMS implementations can negatively affect the operations. There are many risks associated with the WMS implementations and many companies have had to issue profit warnings in the past due to failed implementations. Various viewpoints on project success exist but this research report has aimed to provide a framework of key success criteria which organisations can use to evaluate the success of their implementation. Since WMS are generally rolled-out across various sites within a specific supply chain, measuring and evaluating the success of the first project can guide the project team to achieve more project success in the future, eliminating the risks associated with failed implementations. This study clearly defines the difference between project success, project management success, critical success factors and key success criteria. Literature on the topic is limited and therefore this study looked at various sources like peer-reviewed literature, popular literature and case studies. The findings of the report indicate that there is a list of ten different key success criteria which organisations can focus on in order to measure and improve their project success. Taking ownership, change management, managing stakeholder expectations, communication, training and testing are some of the key success criteria that were identified. This study concludes by presenting a framework which organisations can use to measure the success of their WMS implementation.
40
Thomas, Charles. "The role of project risk management in the success of selected Old Mutual projects." Thesis, Cape Peninsula University of Technology, 2005. http://hdl.handle.net/20.500.11838/997.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2005Project risk management is concemed with identifying, assessing and responding to uncertainties which could impact project outcomes. These impacts might be positive or negative, although the tendency in business has been to focus on the negative - or downside - risks, Le., those risks which could be potentially detrimental to project outcomes. Risk management requires an investment in time, effort and cost. For this reason, it has to be efficient if it is going to make business-sense. If it can be shown that risk management plays a positive role in supporting successful project delivery, then the case for investing in risk management will be validated. This study focuses on two projects within Old Mutual, to investigate the link between risk management and project success. Both projects had been approved by the company's Strategic Investment Committee (SICOM), which required that they conform to various governance criteria, including that their risks be managed according to a specified process. One of the projects - CRAFT - was deemed by its stakehoiders to have delivered successfully, while the other - SSA - was perceived to have had mixed results. As a precursor to the study, an extensive review of the current literature on project risk management was undertaken. The literature was found to be largely consistent in its definition of project risk management, and to be concerned mainly with developing the processes and techniques for improving risk management in the live project environment. Based on the literature, it was possible to develop an analytical framework for use as a generic tool in evaluating the role which effective risk management practice could have on project success.
41
Jonker, Martin. "Enhancing project success using an organisational architecture approach." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4101.
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Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
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Arafa, Emhemed Abou Baker. "The impact of knowledge management on project success." Thesis, University of Portsmouth, 2015. https://researchportal.port.ac.uk/portal/en/theses/the-impact-of-knowledge-management-on-project-success(36bd4623-69e3-4eba-8d04-1e0575f2a022).html.
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The loss of experienced employees in project organisation leads to the loss of valuable knowledge and experience gained over many years. Knowledge management (KM) has the ability to challenge this situation. This research study is focused on the field of knowledge management in Engineering, Procurement and Construction (EPC) type contracts in Libyan oil and gas industry projects. The research study aims to put forward guidance on how KM should be implemented in practice as a convincing case for the oil and gas construction industry. Adopting a practical «in project environment» KM scheme is a means of becoming more efficient, with greater ability to continuously learn and adapt in a dynamic mode. In Libya’s oil and gas industry, and in particular, in project development, there has been very little guidance on how KM should be implemented in practice. The existing available KM mostly takes the form of tacit knowledge and almost none was identified as explicit knowledge. Emergent in nature, the research work is comprised of three phases: initial interviews, case study «A», and case study «B». Each of the phases was combined with a review of relevant literature, primary research (including interviews, questionnaires, case studies and action research) and grounded theory in analytical processes. Phase (1) - Initial interviews were conducted with project managers and senior managers from three different oil and gas companies; many gaps were identified by investigating issues related to KM. It was evident that KM within the projects organisation was kept in tacit format by individuals. Phase (2) - Case study (A): Review and analysis of a KM implementation initiative made by a Project Manager (PM) with his team between 2006-2008, was found to be not successful and non-contributory in real-world terms, but in academic terms it gives an opportunity to identify and evaluate challenges to be faced in adopting a KM model in organisations. The role of the Projects Department emerged as essential in the articulation of KM between project and organisation. Phase (3) - Case study B: The researcher was involved through a live EPC project, making observations and organising interviews when necessary and analyse the created knowledge life cycle during the project. The research gives much attention to the phenomena of knowledge development during an EPC project; the knowledge created in any of the project phases will take a different shape due to the technical development of the project work from one phase to the next; as such, if the project is not tracked during its development, it will lose its context and dramatically decrease the effectiveness of its re-usability in subsequent project phases and new projects within the organisation. The added value of this research is the development of a practical organisational model for managing effectively the knowledge created during projects execution, based on an integrated, optimised, and suitable lessons learned tracking system.
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Thite, Mohan, and m. thite@griffith edu au. "Relationship between leadership and information technology project success." Swinburne University of Technology, 1997. http://adt.lib.swin.edu.au./public/adt-VSWT20050324.162753.
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This research explores the nature and importance of leadership in technical projects. It contends that there is a need to develop a leadership model incorporating the unique personality and occupational characteristics of technical professionals and their project environment. Increasing attention is now being paid to the non-technical aspects, such as leadership, in the execution of technical projects; but there is a dearth of empirical research justifying their importance as critical success factors.
Using Bass and Avolio�s (1990) model and its measurement instrument, this study tested the suitability of transformational leadership, considered a cornerstone of post-industrial school of leadership, in the successful execution of information systems projects. In addition, a separate technical leadership scale, derived from the meta analysis of the technical leadership literature, was also tested, compared and contrasted with Bass and Avolio�s model.
The conceptual framework postulated that a combination of transformational and technical leadership styles augment transactional leadership leading to high project success with the additional support of other contingency factors, such as clarity of project mission, top management support and availability of technical resources.
The population for the research was information systems projects in Australian organisations. The participating organisations were part of the top 100 computer using organisations, top 50 software companies and members of the Australian Information Industry Association (AIIA). Of the 111 organisations which were invited and found suitable, 36 participated in the research, yielding a response rate of 32%.
Each participating organisation involved two project teams in the survey, one considered more successful and another less successful, on specified parameters. The sample consisted of the IT project managers (n = 70) and their subordinates (n = 228) who described the leadership behaviours of self/manager in terms of transformational, transactional, and technical leadership scales and their perceived effectiveness. In addition, senior IT managers (n = 18) were interviewed to obtain a three dimensional (superiors, self and subordinates) perspective of project leadership.
The results were consistent with the hypothesis that managers of more successful projects exhibit transformational and technical leadership behaviours to a greater extent than managers of less successful projects. They also exhibited more of transactional contingent reward behaviour, thus, supporting the augmentation effect. Management-by-exception passive behaviour showed a strong but negative correlation with leadership outcome. As hypothesised, transformational and technical leadership scales were more strongly correlated with leadership outcome scales in more successful projects than in less successful projects. These results were in line with the previous findings on Bass and Avolio�s model.
The more successful projects also exhibited stronger presence of the contingency factors considered in the study i.e., better clarity of project mission to team members, top management support and greater availability of technical resources. There was a broad agreement between the managers and their subordinates on leadership, outcome and contingency scales.
The factor analysis of leadership scales resulted in one transformational scale (combination of intellectual stimulation and idealised influence), one technical scale (organisational catalyst), and three transactional scales (contingent reward, management-by-exception active and passive). The modified leadership scales were used to propose a technical leadership model, laying the foundation for a technical leadership theory.
The results demonstrate the importance of leadership as a critical success factor in technical projects and provide valuable clues on a 'role model' for aspiring project managers which include the key elements of transformational and technical leadership. While there may be no one leadership style that is effective in all project situations, the study recommends an underlying yet flexible style characterised by organisational catalyst, intellectual stimulation, behavioural charisma and contingent reward behaviours for enhanced leadership effectiveness.
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De, Wet Suzelle. "Factors for PPP project success in developing countries." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59817.
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Over 62 academic articles published between 1992 and 2014 form the knowledge base for the articulation of economic, political, financial, technical, legal and social critical success factors (CSFs) for public private partnership (PPP) projects (Chou, Tserng, Lin, & Yeh, 2012; Hwang, Zhao, & Gay, 2013; Ng, Wong, & Wong, 2012; Xie & Ng, 2013; Zou, Kumaraswamy, Chung, & Wong, 2014). Of the 36 unique CSF factors identified, a third describe institutional factors. This research proposed that for a developing country exhibiting political risk to successfully deliver on their PPP project pipeline so as to ensure the contagion effect on their economy, that the relative importance of factors characterising the institutional environment, be assessed in relation to other CSFs identified by previous academic research. The objective of this research was to determine, through an empirical comparison, if a developing country exhibiting a degree of political risk, would place a similar level of importance on institutional factors when compared to other CSFs for PPP projects identified and rated in literature for other contexts.Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Westner, Markus. "IS offshoring : essays on project suitability and success /." Wiesbaden : Gabler, 2009. http://d-nb.info/996641637/04.
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Sweet, Coretta A. "Comparison of module usage of project management information system and success rate of construction projects." Thesis, Atlanta, Ga. : Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/28204.
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Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009.Committee Chair: Dr. Linda Thomas-Mobley; Committee Member: Dr. Daniel Castro; Committee Member: Prof. Kathy Roper; Committee Member: Ron L. Smith.
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Schwinn, Sandra Jean. "Early reading success: Parents make a difference." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1035.
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Butler, Martin. "A critical review of the contribution of project portfolio management to project success." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/20833.
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Thesis (MBA)--Stellenbosch University, 2006.ENGLISH ABSTRACT: Project success is essential for the survival of modern organizations that are increasingly turning towards project management to implement their strategy and make significant business changes. Evaluating the success of these projects is however not well understood and definitely not a precise science. Despite all the ambiguity surrounding project success there is at least agreement that the extent of project failure is much higher than it should be. The term project portfolio management is very vaguely defined and the contribution thereof to project success is not yet clearly understood. In order to establish the contribution of project portfolio management to project success, it is required to firstly - - - - - - -- distinguish. between pr"o-ject success and project management success. Project succ",.~ is essentially the contribution of the project deliverables to the organization's strategic intent. Project management success differs significantly from project success in that it measures the delivery of the project's objectives within the time, budget and resource allocation. In order to understand this difference the study first focuses on the factors contributing towards project success and project management success respectively. T~o _ key"_~~~ings_ are that (1) project management success is but a component of project success on the time dimension and (2) that alignment between project deliverables and organizational strategic intent is fundamental to project success. The various concepts of project management, program management, enterprise project management and project portfolio management are investigated in order to - obtain full understanding of the contribution of each concept to both project and project management success respectively. Project portfolio management, which is often confused with enterprise project management, is examined by tracing it back to its origin in portfolio management theory, as presented by Markowitz in 1960 and widely applied in financial markets. The m~in contribution of project portfolio management towards project success lies in aligning project objectives with organizational strategic intent. Project portfolio management also provides an analysis of project status, not project management status, and establishes project priorities which are essential for resource allocation. Allocating resources is however the role of enterprise project management, a management function complimentary to project portfolio management. By providing an independent view on the project status, as well the contribution of the project to strategic intent, project portfolio management becomes a catalyst to emphasise the correct projects on the one hand and annihilating incorrect projects on the other. The ro les of line, project, program, enterprise project, project portfolio and strategic management are shown to all contribute on diffe[ent dimensions towards project success and ultimately organisational success. It is argued that only when these different contributions are properly u~derstood , can it be appropriately assigned and will accountability for project succ~ss be tied down to specific organisational roles. A proposed framework -fo-r -p-ro-ject - success is finally presented. This proposed - - ~ framework could lead to further research and ultimately provide a synQPsis of all factors contributing to project success. An important component of this framework is project portfolio management that ensures alignment of project deliverables with organisational strategic intent.
AFRIKAANSE OPSOMMING: Projeksukses is noodsaaklik vir die voortbestaan van moderne organisasies wat toenemend projekbestuur gebruik om organisasie strategie te implementeer en wesenlike organisatoriese veranderinge te maak. EvaJuasie van die sukses van hierdie projekte word egter nie algemeen begryp nie en is beslis nie In presiese wetenskap nie. Ten spyle van al die teenstrydhede rakende projeksukses, is daar ten minste ooreenstemming dat die omvang van projekfalings veel hoer is as wat dit behoort te wees. Die beg rip projekportefeuljebestuur is baie vaag gedefinieer en die bydrae daarvan tot projeksukses word nie duidelik begryp nie. Ten einde die bydrae van projekportefeuljebestuur tot projeksukses te bepaal, is dit eerstens nodig om tussen projeksukses en projekbestuursukses te onderskei. Projeksukses is essensieel die bydrae van die projek se aflewerbares tot die organisasie se strategiese doelwiUe. Projekbestuursukses verskil wesenlik van projeksukses in die sin dat dit die aflewering van die projek S8 doelwitte binne die tydsraamwerk, begroting en hulpbrontoedeling meet. Ten einde die onderskeid te verstaan, fokus hierdie studie eerstens op die faktore wat tot onderskeidelik projeksukses en projekbestuursukses bydrae. Twee sleutelbevindinge is dat (1) projekbestuursukses bloot 'n komponent van projeksukses op die tyd dimensie is en (2) dat ondersteuning van die projek se aflewerbares vir die organisasie se strategiese doelwitte essensieel is vir projeksukses. Die verskillende aspekte van projekbestuur, programbestuur, ondernemingsprojekbestuur en projekportefeuljebestuur is ondersoek om die bydrae van elkeen tot onderskeidelik projeksukses en projekbestuursukses ten volle te begryp. Projekportefeuljebestuur, wat dikwels met ondernemingsprojekbestuur verwar word , is ondersoek deur dit terug te volg na portefeuljebestuurteorie. 5005 voorgestel deur Markowitz in 1960 en algemeen toegepas in finansiele markte. Die hoofbydrae van projekportefeuljebestuur tot projeksukses is gelee in die rig van van projek se doelwiUe op die strategie van die onderneming. Projekportefeuljebestuur verskaf ook 'n analise van die projek status, nie die projekbestuur status nie, en bepaal projek prioriteite wat noodsaaklik is vir hulpbrontoedeling. Die toedeling van hulpbronne is egter die rol van ondernemingsprojekbestuur, 'n bestuursfunksie wat projekportefeuljebestuur komplimenteer. Deur 'n onafhanklike siening van projekstatus, asook die bydrae van die projek tot die organisasie se strategie te verskaf, word projekportefeuljebestuur 'n katalisator om die korrekte projekte aan die een kant te beklemtoon en die beeindiging van verkeerde projelcte aan die ander kant mee t8 bring. Daar word aangetoon dat die rolle van Iyn-, projek-, program-, ondernemingsprojek-, projekportefeulje- en strategiese bestuur almal op verskillende vlakke bydra tot projeksukses en uiteindelik organisasie sukses. Daar word geredeneer dat slegs wanneer hierdie verskillende bydraes behoorlik verstaan word, kan dit toepaslik geallokeer word en sal toerekeningsvatbaarheid vir projeksukses aan spesifieke rolle binne die organisasie vasgepen kan word. 'n Voorgestelde raamwerk VIr projeksukses word laastens aangebied. Hierdie voorgestelde raamwerk kan tot verdere navorsing aanleiding gee en uiteindelik 'n oorsig verskaf van al die faktore wat bydra tot projeksuses. 'n Belangrike komponent van die raamwerk is projekportefeuljebestuur am te verseker dat die projek se doelwilte gerig is op die organisasie S8 strategiese doelwitte.
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Khatieb, Zaid. "The role of the project sponsor and their impact on IT project success." Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/12184.
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Includes abstract.Includes bibliographical references.
The primary purpose of this research is to identify the roles of the project sponsor that impacts information technology (IT) project success. Recent emphasis has been placed on the importance of top management support, more specifically, on the individual that typically provides the direction and funding, the project sponsor. Furthermore, although most project management bodies of knowledge recognise the importance of the role of project sponsor in achieving project success, and while it is evident that cognition of the significance of the project sponsor role in the research literature is increasing in both the project management and general literature, sparse research exists specifying exactly what behaviours constitute the role of an effective sponsor in ultimately delivering a successful project.
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Townsend, Ryan. "Successful Infrastructure Construction Project Execution." Diss., Temple University Libraries, 2019. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/554341.
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Business Administration/InterdisciplinaryD.B.A.
The following research builds on the existing project management success and critical success factor research by focusing on the social mechanisms used by project managers and project teams to achieve success. Through analysis of previous literature five criteria for success are determined and the critical success factor themes of personnel and communication emerge. Study One uses semi-structured interviews with ten current or former construction project managers to develop a conceptual model of six antecedents to the previously identified critical success factor themes. The unit of measure is the project and not the project manager which allowed for ten interviews to provide insights into twenty projects, the ten most successful and the ten least successful of the interviewees careers. Those interviews provided six constructs or antecedents that lead to effective communication and project personnel. The personnel constructs are; planning, choosing, and retaining. The communication constructs are frequency, understanding, and inclusivity. Study Two uses semi-structured interviews with twenty current or former construction project managers to determine the causal social mechanisms that lead from the antecedents to the critical success factor themes. Through recording, transcribing, coding, and analyzing the interviewee’s responses project managers and project teams use similar mechanisms to achieve the critical success factor themes. Knowing those mechanisms will benefit practicing project managers.
Temple University--Theses