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Article
Publication date: 26 August 2021

Sylvia Odusanya, J. Jorge Ochoa, Nicholas Chileshe and Seungjun Ahn

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 14 no. 7
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 1 April 2021

Mudassar Ali, Zhang Li, Maqsood Haider, Salim Khan and Qaiser Mohi Ud Din

The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating…

Abstract

Purpose

The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment.

Design/methodology/approach

Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study.

Findings

By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment).

Originality/value

This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.

Details

Management Research Review, vol. 44 no. 9
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 1 April 2021

Nilton Takagi and João Varajão

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 17 August 2020

Mudassar Ali, Zhang Li, Salim Khan, Syed Jamal Shah and Rizwan Ullah

This paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management

Abstract

Purpose

This paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.

Design/methodology/approach

Data were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.

Findings

The results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.

Originality/value

Drawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

Details

International Journal of Managing Projects in Business, vol. 14 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 13 January 2020

Amin Khalifeh, Peter Farrell and Malek Al-edenat

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

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1153

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Journal of Management Development, vol. 39 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 21 February 2020

Hulya Julie Yazici

This study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived…

Abstract

Purpose

This study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived organizational success. It also studies how this contribution varies by project type employed in the organization.

Design/methodology/approach

The research is based on survey data collected from 66 managers of mostly small service businesses. The survey instrument consisted of a four-part questionnaire with 41 indicators focusing on CSC, maturity in project management knowledge areas and perceived internal and external organizational success. The SEM methodology, GLM (General Linear Model), and ANOVA are used for the analysis of the causal relationship among the indicators. The moderating effect of Project Type is analyzed using the Multi Group Analysis.

Findings

The findings demonstrate the impact of the successful integration of corporate sustainability and organizational PMM efforts on organizational success. Project management capability strengthens the effects of sustainability efforts, specifically in economic and social sustainability. Moreover, project type ranging from derivative to breakthrough moderates this effect.

Research limitations/implications

The findings demonstrate the strategic importance of corporate sustainability and its integration with organizational project management, valuing project sustainability management.

Practical implications

The study shows the importance of project management and sustainability capabilities for organizations in managing projects and developing vision, policy, and guidance with stakeholders, leading to organizational success.

Originality/value

This study reveals most success is achieved by maturity in stakeholder management, time, quality, communication and human resource management areas, economic and social sustainability capabilities demonstrated by platform and breakthrough projects.

Details

International Journal of Managing Projects in Business, vol. 13 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 12 September 2008

Ofer Zwikael

Top management support is considered to be an area that has high impact on project success. However, previous studies have also stated that effective top management

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2400

Abstract

Purpose

Top management support is considered to be an area that has high impact on project success. However, previous studies have also stated that effective top management support practices may vary across industries. This paper focuses on top management support for projects executed in the software sector. The objective of this study is to identify those top management support processes that have the greatest impact on software development project success and to compare these critical processes with the actual type of support provided by organisations.

Design/methodology/approach

About 17 top management support processes have been identified from the literature. Their effectiveness has been calculated according to their relative impact on project success. Data has been collected from 213 software development project managers and their supervisors in Japan, Israel and New Zealand. For each country, the impact of top management support processes on project success has been analysed to identify critical processes. Then, the actual level of use of both critical and non critical top management support processes by senior managers has been compared.

Findings

Different critical top management support processes have been identified in each country. However, six processes have been found to have higher contribution to project success than others. These processes are described and discussed in the paper. It has also been found that in all three countries top managers do not invest more effort in critical processes, than in non critical ones. Instead, in all countries, executives choose to perform easy‐to‐do processes. Critical top management support processes, which have higher impact on project success, often do not receive an appropriate level of attention from senior managers in the software industry.

Practical implications

Senior managers in the software industry may focus on critical processes, rather than paying lip service to less important ones. Specific practices designed to support these critical processes are also presented in the paper.

Originality/value

The paper suggests a detailed list of critical top management support processes, which significantly improve project success in different cultures. The paper also discusses this list in comparison with what is currently done by executives in the software industry and concludes with specific recommendations to managers in the software industry.

Details

International Journal of Managing Projects in Business, vol. 1 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 16 April 2018

Jian Zuo, Xianbo Zhao, Quan Bui Minh Nguyen, Tony Ma and Shang Gao

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…

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4669

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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.

Details

Engineering, Construction and Architectural Management, vol. 25 no. 3
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 4 April 2017

Karmin Gray and Frank Ulbrich

The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers…

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1123

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 11 April 2018

John Rodney Turner and Yan Xue

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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

Details

International Journal of Managing Projects in Business, vol. 11 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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