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The empirical relationship between success factors and dimensions: The perspectives of World Bank project supervisors and managers

Lavagnon A. Ika (Département des sciences administratives, Université du Québec en Outaouais, Gatineau, Canada)
Amadou Diallo (Département de management et technologie, École des sciences de la gestion, Université du Québec à Montréal, Montréal, Canada)
Denis Thuillier (Département de management et technologie, École des sciences de la gestion, Université du Québec à Montréal, Montréal, Canada)

International Journal of Managing Projects in Business

ISSN: 1753-8378

Article publication date: 13 September 2011

Abstract

Purpose

The purpose of this paper is to report on a PhD thesis that examined the empirical relationship between a specific set of critical success factors (CSFs), project success, and success dimensions (criteria) from the perspectives of World Bank project supervisors (task managers or task team leaders) and project managers (the national project coordinators). Also, the PhD thesis author's journey and motivation are explained.

Design/methodology/approach

Data were collected by web questionnaires addressed to 1,421 World Bank task team leaders and paper‐based questionnaires delivered to 600 national project coordinators in 26 different countries in Africa. Principal component and confirmatory factor analyses, multiple correlation and regression analyses, as well as structural equation models were used for data analysis in this study.

Findings

First, research findings highlight a specific set of World Bank project CSFs (monitoring, coordination, design, training) and the existence of a second‐order latent CSF, that is World Bank project supervision. Second, they suggest that World Bank project supervision has differing significant influences on the two project success dimensions and that the first (project management (PM) success) does not significantly affect the second (deliverable success). Third, consistent with theory and practice, they suggest that the most prominent CSFs for both World Bank project supervisors and managers are design and monitoring. Fourth, they suggest that for the national project coordinators, project success is insensitive to the level of design efforts but a significant correlation does exist between monitoring efforts and project “profile”, a success dimension which is an early pointer of long‐term deliverable success (impact).

Originality/value

This study offers insights into the relationship between success factors and dimensions for ID projects with the perspectives of both the World Bank project supervisors and managers. The thesis calls for further research on PM in the ID industry sector.

Keywords

Citation

Ika, L.A., Diallo, A. and Thuillier, D. (2011), "The empirical relationship between success factors and dimensions: The perspectives of World Bank project supervisors and managers", International Journal of Managing Projects in Business, Vol. 4 No. 4, pp. 711-719. https://doi.org/10.1108/17538371111164092

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited