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As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental organizations to perform their projects is outsourcing (by hiring other public institutions that have expertise in the IS area of the projects to be developed). However, limited research has been conducted on project success regarding these government-to-government (G2G) contexts. Since achieving success is crucial for public management, this paper proposes a model for Success Management of IS projects in G2G context.

The research method was design science research (DSR). In the evaluation step of the DSR, IS projects in a G2G environment were the object of case studies.

This work presents in detail how Success Management activities can be integrated into the processes and process groups of the Project Management Institute's project management guide. The authors also suggest tools and techniques to be used in each Success Management activity.

Managing success, particularly addressing success criteria and success factors, can help managers focus their efforts on what will really impact the success of a project. In the context of IS projects in G2G contexts, this contributes to decreasing waste and increasing the chances of providing better services to citizens.

This work contributes to theory by providing a new model for IS G2G projects that integrates Success Management and project management processes.

Projects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.

To develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.

The result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.

The integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.

The integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.

The purpose of this paper is to provide a holistic view of the link between the identification of complexity contributing factors, the application of project management approaches and their impacts on the performance of Information Technology (IT)-enabled change projects.

A qualitative approach of an embedded single-case design comprising three IT-enabled change projects delivered in Australia was used to explore the impact of complexity contributing factors and project management approaches on project performance measures. Semi-structured interviews were used as the main data collection method. Thematic analysis was used as the data analysis approach.

The results from the thematic analysis highlight that complexity contributing factors are related to two categories of complexity defined in this paper: technical uncertainties and uncertainty in goals and deliverables, both have an impact on the performance of IT-enabled change projects. It also highlights key project management approaches such as the use of an adaptive management approach and good communication as key to managing complexity. It also identifies a misalignment between stakeholder perception of success and the project management success measure for complex IT-enabled projects.

The research is based on data collected from Australian participants involved in three case studies. Additional data collection and reviews from practitioners in the field of project management could further refine and improve this research.

The research facilitates the identification of specific complexity contributing factors at the early stage of a project to ensure that the appropriate project management approaches and success measures are used.

The paper contributes to rethinking the pathways towards improving project performance in the IT sector by expanding the identification of project complexity to understanding how complexity and the management approaches impact project performance.

The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers themselves, whose personality, skills, knowledge, competencies, and traits affect project success. To better understand various project manager types, the purpose of this paper is to review the extant project management literature and propose a framework for categorising project managers based on the traits that they possess or lack.

The research commenced with identifying and collecting articles from the academic project management literature. The articles were then coded to identify different competencies and traits that a project manager needs to be successful. Based on this analysis, a framework with four main project manager types was developed.

The results indicate that ambiguity acceptance and translation skills are two important dimensions that project managers need to be successful. The four project manager types were arranged around two dimensions.

The framework presented is based on previous research. Empirical testing of the proposed framework would be a promising direction for future research.

The framework assists reflective practitioners in identifying what kind of project manager they currently are, suggesting how they might transition into a different project manager type to increase their project management success rate.

This paper conceptualises project managers and how their personal traits relate to project success. It offers practical help to project managers in understanding their strengths and limitations, and how to become a different type of project manager.

The purpose of this paper is to develop a new model for the success of megaprojects. Megaprojects are often said to fail because they finish late and/or overspent. As megaprojects are usually complex, so small changes in input can lead to disproportionate changes in output. So the time and cost targets at the start can have little validity. They are useful targets, not values which can be used to judge success or failure. The authors suggest that a megaproject is a success if it produces a worthwhile result at a time and cost that makes it valuable.

The authors develop a new model for the success of megaprojects, and asses its applicability against a number of case studies from well-known sources.

The authors identify four dimensions of megaproject success: they produce an output at a time and cost that makes it valuable; they achieve the desired outcome and benefit at a time and cost that makes them valuable; they deliver positive net present value; and they deliver a business or public need at a time and cost which makes it valuable.

The authors propose a new model for megaproject success that moves away from the so-called iron triangle or triple constraint, which are meaningless in the context of complex projects. Time and cost to completion cannot be predicted on complex projects. However, targets are required because a megaproject must produce a valuable outcome at a time and cost that makes it valuable.

The paper produces a new way of assessing the success of megaprojects which will lead to a larger number of megaprojects being assessed to be successful. It indicates what is truly important, that the megaproject should produce and outcome of value at a time and cost that makes it valuable.

Megaprojects often produce benefits to society over and above the financial benefits. Often an economic benefit cannot be paced on these social benefits, which makes it problematic to assess the value of the project. In one of the cases economic value was placed on the social benefits, and the benefit:cost ratio was increased from 0.85 to 2.5.

The authors propose a new model for the success of megaprojects.

This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing.

Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey.

The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups.

This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance.

Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

The purpose of this paper is to answer the research question: “does the incorporation of sustainability as a new school of thought in project management support project success?” The authors carried out a systematic literature review (SLR) on relevant empirical studies before 2018 to answer this question.

The authors carried out an SLR by selecting, extracting, analysing and critically appraising relevant literature that met pre-specified criteria by using transparent, well-organised and replicable steps. The main sources are publications in peer-reviewed journals regardless of their impact factor because the topic of incorporating sustainability in project management practices is restrained by a lack of research.

Based on the analysis, it seems that incorporating sustainability into project management may support project success. However, more evidence is required to support this finding as there are too few relevant empirical studies in the literature.

Therefore, considering sustainability as a new school of thought in project management is premature, and there are recommendations for further research at the end of this study. There are several limitations to the studies chosen, which may have significantly affected results, and thus may affect outcomes in this study.

Project success needs to be the main endeavour when incorporating sustainability into project management, and it should be a key criterion when considering sustainability as a new school of thought in managing projects. The most challenging elements of project success that need to be addressed are cost and time. This study contributes to a better understanding of the impact of PSM on project success. It facilitates decision making in considering sustainability as a new school of thought in project management. Furthermore, it defines a need for more research work in this potential paradigm shift in managing projects.

The purpose of this paper is to review the content and contributions of the book by Morris and Hough entitled The Anatomy of Major Projects: A Study of the Reality of Project Management. The paper explores the major findings and contributions in the book and by so doing, highlights opportunities for future research and links the findings to emerging areas of interest.

The paper presents the main ideas in the book along with a number of important issues to project management theory and the management of large projects, including success, success factors, and the use of case studies to capture the actuality of project work.

The paper demonstrates that Morris and Hough addressed many of the concerns related to major projects and uncovered the implications of researching the success of projects, offering new insights and understanding related to the dynamics of projects and the temporal nature of success (and failure).

The primary implication is to demonstrate the value of revisiting the classic contributions in project management and re‐reading the findings and conclusions.

The author is especially interested in the ideas presented in the book that relate to success and to major projects, as well as with researching the actuality of projects through case studies. Many of the findings and insights remain relevant and would inform today's debates. Previous research has given limited attention to the insights presented in this book published 25 years ago.

This paper aims to conceptualize perceived management consulting success, derive relevant success factors based on principal-agent theory and the resource-based view as well as investigate the particular factors’ influence. Management consulting has become important for improving the competitiveness of a variety of firms. Surprisingly, there is little empirical evidence clarifying what constitutes a successful management consulting project.

The authors conduct a survey to empirically investigate the hypotheses. They develop the survey instrument through a literature review, expert interviews, a pre-test and an item-sorting test. To analyze the data from 348 management consultants, the authors apply structural equation modeling. Additionally, they choose a triangulation approach by asking secondary informants about the originally surveyed consultants’ responses.

Initially, the authors develop the second-order construct perceived management consulting success, consisting of the factors compliance with budget and schedule, degree of target achievement, profitability as well as expansion and extension. Additionally, they develop an understanding of management consulting’s success factors. In this regard, five of six factors show a significant impact on perceived management consulting success.

According to the results, the factor intensity of collaboration is of highest importance for perceived management consulting success. Further, the factors common vision, consultant expertise and top management support show comparably strong significant influences. Yet, the authors have to reject the hypothesis about trust. This result conveys the complicacy of the consultant–client relationship and shows that building a trustful relationship between both parties is hard to accomplish.

The objectives of this study are twofold: first, to identify the effect of sustainability management on the success of international development projects, and second, to investigate the moderating role of political and social skills on this relationship.

This study adopted a quantitative research methodology based on questionnaire data collected from 43 international development project managers from various fields in Burkina Faso (West Africa). Descriptive statistics and exploratory and confirmatory analyses using principal component analysis were used to assess the quality of the measurement model. A multiple regression analysis based on the partial least squares approach was used to test the hypotheses.

The results show that sustainability management positively contributes to the success of international development projects. However, given the specificities of these projects and their perception of success, the project coordinator's political and social skills do not predict a greater impact of sustainability management on the success of international development projects. The study also found that project coordinators prioritize their technical skills over behavioral ones.

This study fills a gap in the literature, given that little is known about the moderating role of political and social skills in the effect of sustainability management on the success of specific projects such as international development projects.