Journal articles: 'Project success'

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

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

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

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

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

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This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the success of the IT projects are identified, the relationships between the factors are hypothesized and then the hypotheses are integrated into a hierarchical research model. Finally, the hypotheses and the research model are empirically evaluated. According to the results it was confirmed that all levels considered in the research model have significant impacts on the success of an IT project. Similarly, a significant improvement in IT project management in terms of project success can be obtained by improving the quality of involved factors. A favorable financial situation, highly-perceived importance of IT, sound business – IT alignment, and good IT and IT project competencies have remarkably significant positive impacts on the success of IT projects.

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Crosby, Phil. "Key Success Drivers." International Journal of Information Technology Project Management 3, no. 2 (April 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012040101.

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Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.

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Varajão, João, António Trigo, José Luís Pereira, and Isabel Moura. "Information systems project management success." International Journal of Information Systems and Project Management 9, no. 4 (January 26, 2022): 62–74. http://dx.doi.org/10.12821/ijispm090404.

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This paper aims to provide new insights into information systems (IS) project management success. Even though many studies found in the literature show results of software development projects, few studies address the success of IS (socio-technical) projects. Responses to an international survey, regarding 472 projects in total, showed that IS project management is achieving high levels of success; yet, only a minority of projects end without changes in scope, schedule or cost. Furthermore, the results show that changes in scope, schedule or cost are frequent in this kind of project and do not significantly affect the perception of success. These results provide researchers and practitioners with a better understanding of IS project management success evaluation.

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Ktaish, Bilal, and Miklós Hajdu. "Success Factors in Projects." IOP Conference Series: Materials Science and Engineering 1218, no. 1 (January 1, 2022): 012034. http://dx.doi.org/10.1088/1757-899x/1218/1/012034.

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Abstract The literature of project success is very wide one. Various articles focus on the evolution of the understanding of project success. Most of the projects we hear of in media are either over budget, late or are simply not good enough and still different lobbies of people claim that those projects have been successful. Neither the practitioners nor the academicians seem to agree on what constitutes project success. It seems to be a rather elusive concept. This paper attempts to put forth the points of views of different researchers in this field and focuses primarily on the factors that affect the project outcome regardless of the type of project. Two sets of factors contributed to successful outcome of a project: the macro and micro factors. A set of macro includes the realm of the owner, while micro factors fall in construction domain. Other factors were grouped into four areas: factors related to: project, project manager and team, organization, and the external environment. More factors were investigated by other researchers, factors including applied methods, individuals in projects, and organizational context. Therefore, every party in the project has its own perception thus forming different criteria of project success. These differences of perception explain the reason why the same project could be considered a success by one and unsuccessful by another.

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Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (September 3, 2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.

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Bojkov, Darjan. "FACTORS ASSESSING PROJECT SUCCESS." Knowledge International Journal 26, no. 6 (March 18, 2019): 1687–91. http://dx.doi.org/10.35120/kij26061687b.

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

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Frank Cervone, H. "Effective communication for project success." OCLC Systems and Services: International digital library perspectives 30, no. 2 (May 6, 2014): 74–77. http://dx.doi.org/10.1108/oclc-02-2014-0014.

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Purpose – The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects is a critical factor in a project’s success. Many times, project teams forget some basic rules for communicating with their stakeholders. Design/methodology/approach – The approach of this paper is to provide a general overview of common themes in the project management literature related to communication within projects. Findings – While communication failures in projects are caused by many factors, the project team ultimately bears the burden for ensuring successful communication within a project. There are several common causes of communication failures. Thankfully, there are also some simple things that project teams can do to lessen the likelihood of miscommunication. Research limitations/implications – As this is a general overview, this article only explores the more commonly experienced issues related to project miscommunication. Originality/value – By observing some relatively easy to remember questions and concerns related to communication, a project team can be more effective in communicating with their project stakeholders. Effective communication will generally lead to better outcomes and, therefore, a higher likelihood for overall project success.

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Machado, Franklin Jean, and Cristina Dai Prá Martens. "Project Management Success: A Bibliometric Analisys." Revista de Gestão e Projetos 06, no. 01 (April 1, 2015): 28–44. http://dx.doi.org/10.5585/gep.v6i1.310.

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Mitrović, Zorica, Dejan Petrović, and Marko Mihić. "Rethinking success in software projects." Tehnika 75, no. 6 (2020): 639–45. http://dx.doi.org/10.5937/tehnika2005639m.

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In recent years, one of the most important topics in the field of software development projects is rethinking success in context of increasing complexity and failure of software projects. Literature review shows that there is no clear line between success and failure, especially considering that a project can be both successful in one area and unsuccessful in another. In addition, the increasing complexity, context and broader conceptualization of projects, required both change in project and success definition. The aim of this paper is to perform literature review in field of software project success definition, as well as to propose a multidimensional construct that includes project management success, project success and strategic project success as three dimensions for measuring software's project success.

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Khan, Shahwali, Najmul Saher, and Mohammad Sohail Yunis. "Project Planning, Project Success and Project Risk." Global Social Sciences Review IV, no. I (March 30, 2019): 219–25. http://dx.doi.org/10.31703/gssr.2019(iv-i).29.

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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT) professionals of KPITB plan risk related project management. Technical, technological and economic aspects are detailed and insights on how other risk factors affect project success in IT sector include in the study. Our research highlights the significance of planning in the presence of risk.

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Peslak, Alan R. "Information Technology Project Management and Project Success." International Journal of Information Technology Project Management 3, no. 3 (July 2012): 31–44. http://dx.doi.org/10.4018/jitpm.2012070103.

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One of the most important issues for organizations and information technology professionals is the success of information technology (IT) projects. This study reviews a survey of financial executives and examines their views on aspects of project management and project success. First, it was found that overall systems development projects are viewed as being successful by organizations. Next, a series of analyses were performed to assess several variables’ impact on IT project success. Skilled project measurement was found to result in higher IT project success. Restrictions on IT application development were found to correlate to lower IT project success. The most important project consideration did not affect project success. Finally, a significant positive relationship was found between the IT project success and overall IT returns. The implications, limitations, and conclusions of these findings are discussed. The study can be used as a basis for further exploration on project management success, influencing variables, and motivators. The findings can also be used to guide management teams in project management decisions to maximize returns to their organizations. The paper studies a large secondary data sample set, which empirically reviews corporations’ experiences with project management. In addition, it explores variables influencing overall project management success perception.

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Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (December 2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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Roux, Etienne, Maria Argyropoulou, and Rachel Argyropoulou. "Critical success factors influencing project success in turnkey mechanical engineering projects within a project-based organisation." Procedia Computer Science 239 (2024): 693–700. http://dx.doi.org/10.1016/j.procs.2024.06.225.

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Andersen, Erling S., David Birchall, Svein Arne Jessen, and Arthur H. Money. "Exploring project success." Baltic Journal of Management 1, no. 2 (May 2006): 127–47. http://dx.doi.org/10.1108/17465260610663854.

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McManus, John. "Understanding Project Success." ITNOW 60, no. 3 (2018): 62–63. http://dx.doi.org/10.1093/itnow/bwy083.

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Stevenson, Deborah, and Jo Ann Starkweather. "IT Project Success." International Journal of Information Technology Project Management 8, no. 3 (July 2017): 1–21. http://dx.doi.org/10.4018/ijitpm.2017070101.

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Investigation into the causes for low IT project success rates has dominated both the IT project management literature and the focus of IT project management professionals for decades. Many factors, including a variety of hard skills and soft skills, have been proposed to have an effect on IT project success. This study presented 142 such factors, collected from the IT project management literature over the past 25 years, to members of the Project Management Institute in an effort to ascertain which of these factors had the most impact on IT project success in their respective organizations. Factors were classified into 5 groups: Communication Group, Project Manager/Team Group, Project Group, Organization Group and User Group. Results indicated that 71.8% of respondents agreed that Ability to Communicate at Multiple Levels from the Project Manager/Team Group was the most important factor critical to IT project success of the 142 factors under consideration.

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Alashwal, Ali Mohammed, Nurfarhana Farza Fareed, and Karam Mustafa Al-obaidi. "Determining Success Criteria and Success Factors for International Construction Projects for Malaysian Contractors." Construction Economics and Building 17, no. 2 (June 23, 2017): 62–80. http://dx.doi.org/10.5130/ajceb.v17i2.5319.

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The success of international construction projects is fraught with various challenges such as competitiveness, lack of resources, versatile global economy, and specific conditions in the host country. Malaysian contractors have been venturing into global construction market since early 1980s. However, their venturing was not successful all the time. The number of international projects awarded to Malaysian contractors has reduced drastically during the past decade. Taking advantage of this experience, this paper aims to identify the success criteria and success factors of international construction projects. The data was collected from 120 respondents using a questionnaire survey and analysed using principal component analysis and regression analysis. The results revealed three principal criteria of project success namely, Management Success, Functional Success, and Organisation Success. The main components of success factors include Team Power and Skills, Resource Availability, External Environment, Organisation Capability, Project Support, and Project Organisation. Further analysis emphasized the importance of strong financing capacity of contractors, project social environment, and competence of the project manager in achieving project success. The results of this paper can serve as a guideline for contractors and project managers to achieve success in this context. Future studies may provide in-depth analysis of success criteria and success factors specific for construction project type and host-country location.

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Young, Raymond, Wenxin Chen, Ali Quazi, Warren Parry, Adrian Wong, and Simon K. Poon. "The relationship between project governance mechanisms and project success." International Journal of Managing Projects in Business 13, no. 7 (July 22, 2019): 1496–521. http://dx.doi.org/10.1108/ijmpb-10-2018-0212.

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Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findings The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle. Originality/value Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.

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Obondi, Kennedy. "The impact of project risk audits on construction project success." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 103–15. http://dx.doi.org/10.5937/jemc2002103o.

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Risk audit is often poorly implemented in construction projects because of the absence of constant auditing of risks by construction project managers. Construction companies are experiencing large financial deficits because of managers failing to audit and monitor project risks. The purpose of this study was to examine whether the utilization of risk audit correlates with project success in construction projects. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area of Texas in the United States. Spearman's rho correlational analysis and simple logistic regressions were used to examine the relationship between risk audit and project success. The results of this study indicated that there is a positive and significant association between risk audit and project success in terms of schedule performance, cost performance, customer satisfaction, and business success. One of the recommendations presented in this study was to expand the study to developing countries to see whether the findings from the study remain the same. The study concluded that construction organizations should regularly consider the importance and usage of risk audit techniques to improve the success rate of a project.

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Titov, C. A., R. D. Pathak, and A. A. Tsymbal. "PROJECT SUCCESS AND INDIVIDUAL ENTREPRENEURIAL ORIENTATION OF PROJECT MANAGERS: RUSSIAN CONTEXT." Strategic decisions and risk management 12, no. 2 (December 14, 2021): 114–26. http://dx.doi.org/10.17747/2618-947x-2021-2-114-126.

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Projects implemented in conditions of high uncertainty are sometimes called entrepreneurial projects. Success in such projects is more difficult to achieve. To successfully manage entrepreneurial projects, project managers should have entrepreneurial skills. The article explores two issues related to project success, entrepreneurial characteristics, and project uncertainty. First, the article tries to find out whether the increase in the entrepreneurial nature of the project, manifested in the increase in project goals and methods uncertainty, is accompanied by a decrease in project success. Second question is – does the entrepreneurial orientation of project managers affect project success and the relationship between the projects’ success and their entrepreneurial features. To answer these questions, data were collected from Russian project managers assessing the entrepreneurial nature of projects, project success and the individual entrepreneurial orientation of project-managers. The collected data were examined using factor and regression analysis. The findings indicate that there is a negative relationship between the entrepreneurial nature and such indicators of project success as internal efficiency, preparation for the future, and results for clients. Some indicators of success were positively associated with such indicators of entrepreneurial orientation as proactivity and risk taking. As uncertainty increased, some measures of individual entrepreneurial orientation of project managers can positively compensate negative impact on project success from uncertainty associated with projects’ entrepreneurial nature.

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Pankratz, Oleg, and Dirk Basten. "Ladder to success – eliciting project managers’ perceptions of IS project success criteria." International Journal of Information Systems and Project Management 2, no. 2 (February 18, 2022): 5–24. http://dx.doi.org/10.12821/ijispm020201.

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The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project managers in Germany, applying Repertory Grid and Laddering to minimize potential biases. Our results yield eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP. Scholars can use our findings to apply the identified success criteria in future studies. Practitioners gain insights into the expert perspective on project success and might rethink the way of assessing success in their projects.

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Ismail, Azizah, Mohd Nadzri Jaafar, Mat Naim Abdullah, Mohd Asmoni, and Musyirah Abdullah. "CRITICAL SUCCESS FACTOR OF PRIVATIZATION PROJECT." Journal of Sustainable Technology and Applied Science (JSTAS) 1, no. 1 (May 7, 2020): 13–21. http://dx.doi.org/10.36040/jstas.v1i1.2612.

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Privatization is generally defined as the transfer of activity and function, particularly in the area of infrastructure development for the purpose of improving management efficiency, productivity as well as ensuring economic growth in tandem with the vision 2020. Although the privatization of certain property development projects has been successfully implemented, there are still a number of abandoned projects and the reasons for success are not fully explained. In Johor, there has been no study on the success factors of the privatization project for commercial buildings. Therefore, the objective of this study is to define critical success factors for privatized development projects and to identify developers' characteristics that affect the success factor of a privatization project by identify the successful privatization projects and selected 3 successful privatized commercial privatization projects. Furthermore, the characteristics of developers affecting the success of the project will be identified to facilitate the Johor State Economic Planning Division to identify the criteria of the developer to the project which has the potential of a successful privatization project.

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Badamas, Muhammed A. "Information Technology Project Outcomes." International Journal of Information Technology Project Management 2, no. 4 (October 2011): 59–73. http://dx.doi.org/10.4018/jitpm.2011100105.

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Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimore metropolitan is a major hub of IT activities because of the location of the U.S. Federal Government, several government agencies and the presence of many IT contactors in the area. The study provides metric for comparing reasons for success or failure of IT projects with those projects not located in the area.

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Moza, Amit, and Virendra Kumar Paul. "Critical success factors affecting project success in construction projects: A contemporary Indian perspective." Journal of Project Management 9, no. 3 (2024): 183–96. http://dx.doi.org/10.5267/j.jpm.2024.5.003.

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The government of India has increased its focus on investment in infrastructure, allocating US$ 130.57 billion in 2022-23 for the sector. Effective project management is crucial for success. However, despite a huge body of knowledge on project success, project delays persist, with 33% of projects delayed by an average of 47 months as of August 2021. This study aims to identify Critical Success Factors for contemporary construction projects in India, offering guidance for project stakeholders. Forty-five attributes of project success were collated from literature and expert discussions and a questionnaire survey was conducted to solicit the views of experts on the critical impact of these attributes on overall project success. The research posits that these attributes have underlying constructs that cause them. Factor analysis was employed to extract the underlying constructs. Six critical success factors (CSF) were extracted. To comprehend the relative importance of the factors, RII was employed on summated factor scores that were then ranked in order of their importance. ANOVA showed consistent assessments of the CSFs across professional roles and geographies. The findings are expected to aid project professionals in prioritizing key factors for optimal project management and successful outcomes.

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Watema, Joash, and John Tulirinya. "Project Implementation, Risk Management Practices and Project Success." East African Journal of Business and Economics 3, no. 1 (March 12, 2021): 36–50. http://dx.doi.org/10.37284/eajbe.3.1.296.

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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation and risk management practices as the issues involved in project success and or failure. The study concluded that project implementation and risk management practices were significant in improving project success. This study recommended that NGOs in Iganga Municipality need to put much emphasis on project implementation and risk management practices as a way of improving project success as their correlation is significant.

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Ahamd, Usman, Yusnidah Bt Ibrahim, and Arpah Bt Abu Bakar. "Malaysian Public Private Partnership Projects: Project Success Definition." International Journal of Engineering & Technology 7, no. 3.30 (August 24, 2018): 33. http://dx.doi.org/10.14419/ijet.v7i3.30.18151.

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In last few decades, many governments have been using Public Private Partnership (PPP) as a tool to provide infrastructure and public services. Most of PPP projects achieved the objectives whereas, a few are underachieved. Besides, prior literature does not provide robust definition of success for PPP projects. Although, project management literature defines the general definition of project success and explains success as variable. However, due to the distinct nature of PPP projects there is a need to redefine the PPP project success. Therefore, this study aims to provide robust definition of the success of PPP project based on distinct nature of PPP project. To achieve the objective, this study has adopted phenomenological research method and conducted semi-structured interviews. Thematic analysis has been carried out by using ATLAS-ti 8.0 to arrange interviews’ data. Based on interviews, arrangements of two types of PPP projects, Build Lease Maintain and Transfer (BLMT) and Lease Maintain and Transfer (LMT) have been explained that leads to the development of the success criteria for PPP projects. The results reveal that one of the dimensions of success i.e. preparing for future is not valid to measure success for PPP projects.

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Rogers, Thomas M. "Project Success and Project Team Individuals." European Project Management Journal 9, no. 1 (2019): 27–33. http://dx.doi.org/10.18485/epmj.2019.9.1.4.

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KAMIŃSKI, Robert. "PROJECT MANAGER TYPE AND PROJECT SUCCESS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2022, no. 157 (2022): 195–206. http://dx.doi.org/10.29119/1641-3466.2022.157.12.

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Müller, Ralf, and Rodney Turner. "The Influence of Project Managers on Project Success Criteria and Project Success by Type of Project." European Management Journal 25, no. 4 (August 2007): 298–309. http://dx.doi.org/10.1016/j.emj.2007.06.003.

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Hu, Zhibin, Guangdong Wu, Junwei Zheng, Xianbo Zhao, and Jian Zuo. "UNRAVELLING EFFECTS OF PROJECT COMPLEXITY ON PROJECT SUCCESS AND PROJECT MANAGEMENT SUCCESS: A META-ANALYTIC REVIEW." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 29, no. 6 (August 22, 2023): 542–60. http://dx.doi.org/10.3846/jcem.2023.19553.

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Construction project complexity can be daunting, so both academics and practitioners have been looking for guidance. Previous studies have attempted to reconcile the inconsistencies and complexities in the relationships among project complexity, project success, and project management success. However, such research has failed to establish these clear relationships. Accordingly, the approach of systematic review and meta-analysis is applied in this study to investigate and compare how different project complexity affects project success and project management success by selecting 22 articles and 77 effect sizes. The results indicate that integrational complexity significantly positively affects project success, whereas it is not significantly negatively associated with project management success. Within a technical-organizational-environmental (TOE) framework, effects of organizational, environmental, and technical complexity on project success and project management success are also discussed here. A possible moderator (the national/regional income level) is tested and verified. The findings contribute to the system of knowledge on project complexity and provide guidelines for decision-makers to achieve a balance between project success and project management success in routine operation of construction projects.

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Gošnik, Dušan, Dragan Janjušić, and Gordana Nikolić. "Analysis of Project Success Factors and Project Success Criteria in Micro and Small Firms: Evidence from Slovenia." Organizacija 57, no. 3 (August 1, 2024): 303–15. http://dx.doi.org/10.2478/orga-2024-0022.

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Abstract Background/Purpose The aim of this paper is to examine the use of project management practices in Slovenian micro and small firms (MSFs) and to identify project success factors (SF) and project success criteria (SC). Methods Research was conducted on a sample of 51 micro and 41 small firms in Slovenia. Data about project SF, SC, most influential decision makers on projects, to which extent selected project management tools are used, and about employment of full-time project managers in MSFs was gathered. Descriptive statistics was used for questionnaire survey data analysis. Similarities and differences between project management practices of micro and small firms were studied. Results Results show that ‘Clearly defined project objectives’ is the most important project SF, and ’Customer satisfaction’ is the most important project SC in MSFs. The owner/director of the firm has been identified as the most influential decision maker on projects. Results reveal that ’Clearly defined project objectives’ are identified as the most important for project success in MSFs. Conclusion Understanding project SF and SC in MSFs and the involvement of project SF and SC in decision making can improve project management practices in MSFs. Based on the results of this study and other similar studies, it can be summarised that managers and decision makers can improve project success by focusing on a narrow area which is defined as project SF. A focus on clearly defined project objectives in the project planning phase is identified as the most important project SF in MSFs. Results also show that customer satisfaction regarding projects is the most important project SC and impacts project success in MSFs.

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Kognole, Swapnil. "Agile Project Success through Software Quality KPIs." International Journal of Science and Research (IJSR) 13, no. 7 (July 5, 2024): 287–89. http://dx.doi.org/10.21275/sr24705005648.

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Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.

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This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

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Sudhakar, Goparaju Purna. "Understanding the Meaning of “Project Success”." Binus Business Review 7, no. 2 (September 27, 2016): 163. http://dx.doi.org/10.21512/bbr.v7i2.1586.

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Fortune 500 organizations are executing their tasks using projects. Project management is the area of concentration across the world. Different stakeholders have a different perspective about project success. The meaning of project success had been explained in this article. In addition, the Project Critical Success Factors (CSFs) were mentioned. The research of Standish Group on project success and project success metrics was presented. Earlier research on the meaning of project success and project critical success factors was highlighted. The works of Jeffery K. Pinto and Dennis P. Slevin, David and Adam, DeLone and McLean, and The Standish Group Research were discussed in this article. The methodology included secondary research based on literature view of prominent empirical studies and the literature reviews by making note of findings and observations from those studies. The initial literature collected led to further search of articles based on their references. The research findings indicate that the top of the most success factors for many projects include project objective, top management commitment, competent project team, and user involvement.

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Velayudhan, Divya P., and Sam Thomas. "Outcomes of Project Management Success in Construction Projects." Asian Journal of Research in Social Sciences and Humanities 7, no. 10 (2017): 421. http://dx.doi.org/10.5958/2249-7315.2017.00515.9.

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Griffith, Andrew F., G. Edward Gibson, Michele R. Hamilton, Aniello L. Tortora, and Charles T. Wilson. "Project Success Index for Capital Facility Construction Projects." Journal of Performance of Constructed Facilities 13, no. 1 (February 1999): 39–45. http://dx.doi.org/10.1061/(asce)0887-3828(1999)13:1(39).

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Hübner, Felix, Rebekka Volk, and Frank Schultmann. "Project management standards: strategic success factor for projects." International Journal of Management Practice 11, no. 4 (2018): 372. http://dx.doi.org/10.1504/ijmp.2018.095145.

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Schultmann, Frank, Rebekka Volk, and Felix Hübner. "Project management standards: strategic success factor for projects." International Journal of Management Practice 11, no. 4 (2018): 372. http://dx.doi.org/10.1504/ijmp.2018.10014323.

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Milosevic, Dragan, and Peerasit Patanakul. "Standardized project management may increase development projects success." International Journal of Project Management 23, no. 3 (April 2005): 181–92. http://dx.doi.org/10.1016/j.ijproman.2004.11.002.

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Yousef, Yousef A. "Investigating the Role of Critical Success Factors in Achieving the Success of Agile Projects in the Gaza Strip." Volume 30, Issue 2 30, no. 2 (July 17, 2023): 117–37. http://dx.doi.org/10.20532/cit.2022.1005543.

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Achieving project success is a critical element of project management, and identifying the critical success factors (CSFs) that contribute to it is imperative. Agile project management has gained significant attention due to its flexibility, adaptability, and iterative approach, but achieving project success in agile projects remains a challenge. In order to identify the CSFs that have a significant impact on project outcomes, this study examines the role of CSFs in achieving project success in agile projects. A structured online questionnaire was used to collect data from 109 project managers and team members working on agile projects, which was then analyzed using various statistical methods. According to the study's findings, seven factors significantly influence the success of projects: scope and cost management, leadership, agile analytics techniques, customer involvement, teamwork, planning and scheduling, and effective communication, which account for 71.9% of the total variance explained by the CSFs components. The analysis of Pearson correlation coefficients between CSFs and agile project outcomes indicates a positive correlation between each CSF and the four project outcomes (timeliness, cost, quality, and customer satisfaction). The regression analysis includes two significant predictors: scope and cost management, and planning and scheduling, explaining 67.7% of the variation in project outcomes. The findings provide valuable insights for project managers in the Gaza Strip to enhance project success with agile methods by focusing on CSFs.

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Moura, Ralf, Teresa Carneiro, and Taciana Dias. "VUCA environment on project success: The effect of project management methods." Brazilian Business Review 20, no. 3 (May 1, 2023): 236–59. http://dx.doi.org/10.15728/bbr.2023.20.3.1.en.

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Due to the ever-changing work environment in the age of digital transformation, project managers need to adapt to an environment which is volatile, uncertain, complex, and ambiguous (VUCA). Many organizations adopt management methods based on strict project management planning, assuming that they are the best way to succeed in any situation. However, projects may depend on flexibility to achieve success. This study aims to analyze the impact of adverse project environments on project success and the effect of the management method choice. A PLS-SEM model is tested on a survey of 332 project professionals. Findings showed that choosing a method that best fits the project’s environment can help catch up on project success only when it undergoes frequent changes throughout its life cycle.

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Zulyaden, Zulyaden, and Rinaldy Rinaldy. "Analysis Of Project Success Inhibition Factors." International Journal of Engineering, Science and Information Technology 1, no. 1 (January 5, 2021): 36–40. http://dx.doi.org/10.52088/ijesty.v1i1.208.

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In the implementation of activities we often find what is called a project. The project is an activity that must be completed in accordance with the specified target and time, so that the project can be regarded as a success in project implementation. One of the projects in ques-tion is the construction project. Construction projects in their implementation we often encounter various kinds of problems that arise from the elements involved in them, so this can hamper the success of a project that is being implemented. One problem that arises from the contractor factor and contract specification. The purpose of this study is to find out one of the main inhibiting factors in the successful implementation of construction projects in Aceh Province. Classification of construction services for respondents is all construction ser-vices from the middle class (M) to large classes (B). The data obtained the total population of construction services as many as 508 con-tactors from observations of projects that have been completed from 2010-2015 with funds from the Aceh Budget (APBA). By using the Slovin formula a total sample of 84 contractors was found. The method used in this study is a combined method, namely qualitative and quantitative methods through questionnaires. The independent variables reviewed are the contractor factor and the contract specification factor while the dependent variable is the success of the project. For statistical analysis the data process is done by using validity and reliability tests, while analyzing the data is done by using multiple linear regression with the help of Product Solution and Service Statis-tics (SPSS) version 22. The results of the study indicate that the contractor factor is one of the main inhibiting factors in the successful implementation of the project in Aceh Province.

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Bjelica, Dragan Lj, Marko Mihić, Klemen Kavčič, and Dušan Gošnik. "Relationship between project success factors, project success criteria and project success in SME: Evidence from selected European transitional economies." International Journal of Industrial Engineering and Management 14, no. 4 (December 30, 2023): 297–310. http://dx.doi.org/10.24867/ijiem-2023-4-340.

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Raja, Uzma, and Marietta J. Tretter. "Predicting OSS Development Success." International Journal of Information System Modeling and Design 2, no. 4 (October 2011): 27–48. http://dx.doi.org/10.4018/jismd.2011100102.

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Open Source Software (OSS) has reached new levels of sophistication and acceptance by users and commercial software vendors. This research creates tests and validates a model for predicting successful development of OSS projects. Widely available archival data was used for OSS projects from Sourceforge.net. The data is analyzed with multiple Data Mining techniques. Initially three competing models are created using Logistic Regression, Decision Trees and Neural Networks. These models are compared for precision and are refined in several phases. Text Mining is used to create new variables that improve the predictive power of the models. The final model is chosen based on best fit to separate training and validation data sets and the ability to explain the relationship among variables. Model robustness is determined by testing it on a new dataset extracted from the SF repository. The results indicate that end-user involvement, project age, functionality, usage, project management techniques, project type and team communication methods have a significant impact on the development of OSS projects.

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Rauzana, Anita, Muhammad Hafidz Akbar, and Wira Dharma. "The influence of project manager competencies on the success of construction projects: A case of Indonesia." Problems and Perspectives in Management 20, no. 4 (October 18, 2022): 67–75. http://dx.doi.org/10.21511/ppm.20(4).2022.06.

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Competent project managers are expected to be able to achieve project success in terms of time, quality, and costs specified in the contract. This study aims to determine the competence of project managers that has the most significant influence on the success of a construction project. The data used were questionnaires distributed to 43 respondents employed at contractor companies located in Aceh Province, Indonesia. The samples were selected using Stovin’s formula; data were analyzed using descriptive statistical methods. The results of the study showed that of ten project managers’ competence factors, the top five rankings were obtained by knowledge factor (X1) with a mean value of 4.773, problem-solving (X8) with a mean value of 4.659, technical skills (X5) with a mean value of 4.587, general skills factor (X2) with a mean value of 4.531, and attitude and behavior factor (X3) with a mean value of 4.521. The findings show that the knowledge factor was dominant among all project manager competencies necessary to implement construction projects in Aceh Province. This shows that the knowledge possessed by a project manager significantly affects the successful implementation of such projects.

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Yamin, Mohamed, and Adriel K. S. Sim. "Critical success factors for international development projects in Maldives." International Journal of Managing Projects in Business 9, no. 3 (June 6, 2016): 481–504. http://dx.doi.org/10.1108/ijmpb-08-2015-0082.

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Purpose – The purpose of this paper is to examine the perceptions of local project teams on critical success factors and project success in the context of international development projects in Maldives. It identifies the critical success factors of international development projects, examines how the success of international development projects in Maldives is perceived by local project team members, and analyzes the relationship between critical success factors and project success from the project teams’ perspective. Design/methodology/approach – A survey questionnaire was used and 41 project team members participated in the study. Correlation analysis and regression analysis were performed to understand the relationship with project success and critical success factors. Findings – The study found out that the levels of success of projects were perceived high among the project teams. The results indicated that monitoring CSF, coordination CSF, design CSF, training CSF, and institutional environment CSF had a significant relationship with project success. However, results of the regression analysis indicated that only monitoring CSF was significant in influencing project success. Research limitations/implications – The limited sample size and optimism bias of respondents were a constraint. Furthermore, further analysis of data may be required to advance analysis. Originality/value – The study looks through the lens of project implementation teams in order to provide insights from their vantage point. The study provides insights based on the Maldivian context which will benefit similar island nation communities implementing similar projects.

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Journal articles on the topic 'Project success'

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