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The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have addressed success factors of various collaborative delivery models (e.g. alliance and partnering). However, there is currently very limited research-based knowledge concerning core success factors for different collaborative delivery models, exploring the commonalities. Thus, this study aims to conceptualize a success model for collaborative construction projects by identifying and structuring their core success factors through the lens of project delivery elements.

A systematic literature review was conducted, and thematic as well as content analysis of the relevant studies led to the identification of mentioned success factors in the literature for different collaborative delivery models. Then, those common success factors were structured in a model based on factors' relation to project delivery elements.

The obtained results present eight core success factors (e.g. equality, mutual trust and commitment to win–win philosophy) for collaborative construction projects, structured in a model based on their contribution toward project organization, contractual relationships, and operational system in construction project delivery. Moreover, the differences between success factors for traditional and collaborative construction projects are discussed.

This study's findings provide insightful theoretical contributions on collaborative construction project success and providing a departure point for future studies based on the discussed differences between success factors of collaborative and traditional construction projects. The findings can be also practically insightful for the project professionals in collaborative construction projects to succeed in managing project organization, contractual relationships, and operational system.

The purpose of this study is to investigate the current literature that has explored project success in the information and communication technology (ICT) sector.

The literature search was carried out for related articles in three databases: the Web of Science, Scopus and Ebscohost. Using a systematic literature review (SLR) methodology, 75 related articles were sorted out. Furthermore, the methods of frequency and content analysis were used to identify, categorize and arrange critical success factors (CSF) of ICT projects based on their importance, interrelation and cultural regions.

The findings in this study revealed that interest in researching success in ICT projects has increased significantly during the last five years. Through reviewing the selected articles, 25 CSF were identified. User participation, stakeholder relationship, project manager emotional intelligence, communication skills, and leadership skills, and top management support in the project emerged as the most important factors for ICT projects. Furthermore, we found that each regional group gives different level of importance to different CSF.

This study gives the opportunity to practitioners to control the highest value CSF to increase the success rate of ICT projects carried out in different cultural regions.

As the first study of its type, CSF were divided for different cultural regional groups. This paper further explained that certain CSF have different levels of importance in different culture regions. This study suggests that regional culture needs consideration during the evaluation of CSF.

The purpose of this study is to elicit the success factors from empirical evidence, as construction industry requires an improved understanding of factors for managing projects to positive outcomes. Increased stakeholder involvement, including the new technologies, achieving sustainability and safeguarding health and safety, whilst at the same time facing uncertainties, it is crucial to examine whether there are new factors that drive construction projects to succeed, especially from a value-driven perspective.

Using a systematic review approach, this research reviewed 172 studies published after 2004. When compared to a comprehensive project success factor framework presented by Chan et al. in 2004, 19 factors are considered new since 2004.

Though several scholarly outputs highlighted significant improvements to project operations and innovations in equipment and techniques, there has not been a comprehensive oversight since Chan’s et al. (2004) conceptual framework. This paper investigates 16 years of industry changes and identified two new success factors categories (innovation and sustainability) and 19 new factors that add to Chan’s et al. (2004) study. Consequently, a new framework of factors affecting project success was developed.

This paper was very specific in its attempt to find the new and additional success factors for managing construction projects. A new conceptual framework, which includes the newly identified factors, was then developed that will create a greater awareness of stakeholders’ concerns and ultimately contribute to significant improvement in developing project objectives and defining success measures.

Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together.

This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses.

This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks.

These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

This study explores the influencing factors of the enterprise resource planning (ERP) readiness stage on project success immediately after go-live from the project manager’s perspective.

The influencing factors of the ERP readiness stage are explored through the literature and expert review sessions and are embedded in Kotter’s change management model. A survey-based empirical study is conducted among ERP project managers in Turkey in 2019 utilizing principal component analysis and multiple regression analysis to reveal the direct relation of influencing factors and project success.

Results show that the proposed model explains 65.179% of the variation with four components. The association of components through regression analysis reveals that project planning and management, employee commitment and change management directly relate to the ERP project success. Yet, surprisingly top management support is not directly correlated. Therefore, the results suggest that influencing factors of such long projects are to be evaluated by the stages of the project life cycle.

This research is limited to the project managers’ perspective in Turkey and the readiness stage of the project life cycle.

The objectives of this research serve as a guideline for ERP project managers to consider the success factors in terms of ERP project phases. This ensures that the project manager allocates optimum resources to the right factors at the right time.

Despite numerous studies in the ERP readiness stage, this study opens new ways of future research while filling several gaps. First, the ERP readiness phase is discussed with a theoretical approach through Kotter’s change management model. Second, the influencing factors of the ERP readiness stage on ERP project success from the project manager’s perspective are explored, and factor structures are revealed. Then, the association of the factors with ERP project success of “immediately after go-live” is empirically tested.

The study of the success factors of a project is a means of improving the effectiveness of the project. Hence, the purpose of this paper is to identify various determinants and validate their effects on the success of public construction projects in Ethiopia.

The study uses a questionnaire survey to collect data and structural equation modeling (SEM) to empirically examine the effect of determinants, namely, project manager’s competence, owner’s competence, management support and updates, scope clarity (SC), effective partnering, and monitoring and feedback on success of public construction projects which has been measured by performance on cost, schedule, quality and no-dispute parameters. Out of 407 questionnaires distributed among the selected respondents, a total of 200 completed questionnaires were received. The response rate was 49.1 percent.

The results depict that the investigated factors have a significant positive influence on the success of public construction projects with path coefficient of 0.82, the model is substantial in representing the relationship of the factors on the success of public construction projects and the factor “SC” plays a decisive role in the success of a project as it has a path coefficient of 0.98, and it is followed by “effective partnership, and owner’s competency” having equal path coefficients of 0.96.

The proposed model was validated by collecting data from many senior construction executives in Ethiopia only, hence may induce certain bias in the outcome of the study.

The significance of six constructs is highlighted to help the project manager in understanding the role of various constructs in public construction projects. The results would enable researchers and industry practitioners to focus on a few factors to take proactive measures and get the optimum result in the successful delivery of public construction projects. Utilization of SEM in the understanding of the significance of various success determinants is an important contribution to the body of theoretical literature in construction management. Since the model includes constructs, SEM has been used for construct validation.

The implications of this study are not limited to researchers and construction industry practitioners alone. The Ethiopian Government could adopt the results of this study to reduce/avoid additional cost incurred due to the poor performance of public construction projects which results in poor utilization and increased social and economic costs. Furthermore, the study may also help the government efforts to enhance efficiency and effectiveness in the use of public funds for construction projects which are an ongoing concern of government and of the international development community.

This work is original and has neither been published nor under consideration for publication elsewhere. This study can add value to the construction professional in public construction project management as well as the Government of Ethiopia.

The purpose of this paper is twofold: first, to identify the soft skills of construction project management; and second, to investigate the influence of these soft skills on project success factors in the Vietnamese construction industry.

A questionnaire survey was conducted with 108 project management professionals from the Vietnamese construction industry. Partial least square structural equation modelling was employed in data analysis.

Four-dimensional structure of project success factors was confirmed in this study. Results also showed that soft skills of project managers significantly contributed to project success factors and hence the project success.

There may be geographical limitation on the conclusions drawn from the findings. Similarly, the sample size was still small, despite a relatively high response rate. In addition, the majority of the respondents were contractors and clients as other project players were reluctant to respond to the survey.

This study provides an understanding of the relationship between soft skills and project success factors.

Although there have been studies focused on soft skills of project management and project success factors, few have attempted to analyse the effects of these soft skills on critical success factors. Thus, this study adds significantly to the existing research on both project management skills and project success factors.

The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear.

In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success.

The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust.

The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues.

This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the “human factors” that influence perceived PM success which should benefit both researchers and practitioners.

Existing models of critical success factors of software projects have less concentration on communication, team, project management and product related factors. Hence, the purpose of this paper is to develop a conceptual model of critical success factors (CSFs) for software development projects, categorize the success factors, finding the factors in each category and highlighting the product, team, project management and communication factors as important categories of success factors for software projects.

A conceptual model and seven categories of success factors comprising a total of 80 success factors for software development projects were identified based on the thorough literature review. These 80 factors are collected based on their importance to software projects and their repeated occurrence in the literature related to CSFs. Based on the occurrence of the success factor in the literature, each category comprising top five success factors are identified as critical success factors for software projects. Based on these seven categories of success factors a conceptual model was developed.

A total of 35 CSFs from seven CSF categories are identified from secondary research of the CSFs for software development projects. The identified CSFs include communication in project, top management support, clear project goal, reliability of output, project planning, teamwork, project team coordination, quality control, client acceptance, accuracy of output, reduce ambiguity, maximize stability, realistic expectations and user involvement. Project management, product, team and communication factors are identified as important categories of success factors for software projects.

Different categories of critical success factors such as product, project management, team and communication, which were not highlighted or categorized earlier in the literature are discussed in this current work.

This research is definitely useful for organizations working on software projects. The project managers working in the industry can benefit from the mentioned critical success factors and the categories of factors by concentration on them while planning and executing software projects.

The conceptual model, categorization of CSFs, identifying 35 CSFs for software projects and highlighting product, team and communication factors are major contributions of this research work.

Large construction projects are inherently complex and dynamic. A comprehensive answer on how to manage such projects successfully is difficult to provide. This paper expounds on the success factors for large construction projects in Vietnam. A survey questionnaire was used to collect data from practitioners. Factor analysis was employed to categorize these success factors perceived by 109 respondents from 42 construction‐related organizations. Factor analysis uncovered that these success factors can be grouped under four categories, here titled the four COMs: comfort, competence, commitment, and communication. The result can be used as a guideline to successfully handle construction projects in Vietnam as well as in other countries, especially in the emerging economies in Asia and the rest of the world.