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Article
Publication date: 13 September 2011

Lavagnon A. Ika, Amadou Diallo and Denis Thuillier

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

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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.

Details

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

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Article
Publication date: 11 October 2021

Seydou Sané and Pascaline Abo

This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and…

Abstract

Purpose

This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment.

Design/methodology/approach

A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method.

Findings

The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter.

Practical implications

As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects.

Originality/value

The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

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Article
Publication date: 28 September 2021

Syed Danial Hashmi, Khurram Shahzad and Muhammad Izhar

This study aims to empirically investigate the relationship between different global software development (GSD) challenges (management, process, social, technical and…

Abstract

Purpose

This study aims to empirically investigate the relationship between different global software development (GSD) challenges (management, process, social, technical and environmental challenges) and software project success. Further, the study examines the moderating role of total quality management (TQM) between the relationship of GSD challenges and success of software projects.

Design/methodology/approach

Using two field studies, the authors collected data form software developers working in globally distributed teams. In study 1 (n = 194), relationship of different dimensions of GSD challenges (management, process, social, technical and environmental challenges) and project success was examined. In study 2 (n = 138), moderating role of TQM was examined on the relationship of GSD challenges and project success.

Findings

The results of study 1 indicate that there is a negative relationship between all dimensions of GSD challenges and project success. Findings of study 2 confirmed that TQM practices moderate the negative relationship between GSD challenges and project success.

Practical implications

The findings of the study provide guidelines to the project managers of software industry to mitigate GSD challenges using TQM practices.

Originality/value

Study adds in the literature of TQM, GSD challenges and project success by (1) empirically investigating the relationship between different GSD challenges and software project success and (2) by examining the moderating role of TQM practices on relationship of GSD challenges and project success in global software development industry.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 19 August 2021

Aqsa Ameer, Farah Naz, Bushra Gul Taj and Iqra Ameer

The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective…

Abstract

Purpose

The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity.

Design/methodology/approach

The deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis.

Findings

The outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success.

Practical implications

This study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems.

Originality/value

It is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

Details

Journal of Facilities Management , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1472-5967

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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. ahead-of-print no. ahead-of-print
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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Book part
Publication date: 8 April 2005

Petri Suomala

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance…

Abstract

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Article
Publication date: 30 March 2021

Mudassar Ali, Zhang Li, Dilawar Khan Durrani, Adnan Muhammad Shah and Waqas Khuram

Using the lens of conservation of resources (COR) theory, the purpose of this paper is to explore the effect of humble leadership on project success by integrating the…

Abstract

Purpose

Using the lens of conservation of resources (COR) theory, the purpose of this paper is to explore the effect of humble leadership on project success by integrating the mediating role of goal clarity. The authors also argue that organizational culture moderates these direct and indirect relationships through goal clarity.

Design/methodology/approach

Time-lagged data were collected from 329 employees in the civil construction sector of Pakistan.

Findings

The results indicate that humble leadership enhances project success through mediating and moderating mechanisms.

Research limitations/implications

The present research ends with an argument, managerial consequences, limits and guidance for future research.

Practical implications

The results influence a project-based organization on the selection and promotion of humility among project managers.

Originality/value

This research answers the following research question, which has been ignored in the literature: What are the suggested mechanisms for humble leadership in promoting project success?

Details

Baltic Journal of Management, vol. 16 no. 3
Type: Research Article
ISSN: 1746-5265

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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: 9 February 2021

Sabeen Hussain Bhatti, Saifullah Khalid Kiyani, Scott B. Dust and Ramsha Zakariya

Although the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively…

Abstract

Purpose

Although the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.

Design/methodology/approach

We collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.

Findings

Our findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.

Research limitations/implications

Our work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.

Practical implications

For those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.

Originality/value

We sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

Details

International Journal of Managing Projects in Business, vol. 14 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

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