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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

Keywords

Article
Publication date: 18 October 2022

Arik Sadeh, Ofer Zwikael and Jack Meredith

As managing risks effectively is critical for successful projects, project managers regularly identify and prioritize the risks that apply to their projects. However…

Abstract

Purpose

As managing risks effectively is critical for successful projects, project managers regularly identify and prioritize the risks that apply to their projects. However, research argues that project managers struggle to identify effective risk mitigation approaches for the most critical risks, partly because they do not always have the required authority to act effectively. The authors argue that, particularly in high-risk projects, organizational support (OS) provided by senior executives to project managers can facilitate a practical approach to risk mitigation beyond traditional risk management practices.

Design/methodology/approach

The authors modeled the relationship between risk, organizational support and project success. Then, the authors conducted a structural equation modeling analysis on survey data obtained from 722 projects and tested for the impacts of OS practices in the presence of risk on projects' success.

Findings

Suppose done effectively, senior executives can provide more support to project managers and the teams in high-risk projects, resulting in higher project success. OS has a positive impact on project success in terms of efficiency and effectiveness. Interestingly, the positive impact of OS on success is greater than the negative impact of the risk.

Practical implications

The paper further describes various effective OS practices to mitigate risks and explore opportunities when faced with high-risk projects.

Originality/value

Whereas it is known that risk has a negative impact on project success, this paper suggests that, in addition to that, OS is in between risk and success and has an impact on this relationship (mediation). Moreover, with OS, the total negative effect of risk on effectiveness turns into a positive impact.

Details

International Journal of Managing Projects in Business, vol. 15 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 4 August 2022

Cong Liu, Jiming Cao, Kaifeng Duan and Guangdong Wu

This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.

Abstract

Purpose

This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.

Design/methodology/approach

Network position is measured with centrality and structural holes. Substantive conflict and affective conflict reflect inter-team conflicts. A questionnaire survey was implemented in Chinese megaprojects, and 309 valid questionnaires were collected. The data were analyzed using structural equation modeling and bootstrapping methods.

Findings

The results show that centrality negatively impacts project success, while the presence of a team in a structural hole has no significant impact on project success. Centrality is negatively related to substantive conflict and is positively related to affective conflict. The team in a structural hole has a positive effect on substantive conflict and a negative effect on affective conflict. Substantive conflict and affective conflict have positive and negative effects on project success, respectively. The effect of network position on project success is mediated by inter-team conflict.

Research limitations/implications

This research provides a reference for megaproject managers to better conduct network governance, manage inter-team conflict, and successfully manage projects. The study did not investigate the effects of changes in teams' network positions on project success. Future research should explore this facet of megaprojects.

Originality/value

This research adds to existing research on network position, and reveals that project network governance is important for megaproject success. This provides a new direction for megaproject management. Furthermore, the results validate constructive and non-constructive roles and the mediating role of inter-team conflict. This complements the literature on conflict management, providing a reference for megaproject managers when managing inter-team conflict.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

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

Open Access
Article
Publication date: 9 August 2022

Dieudonné Sawadogo, Seydou Sané and Somnoma Edouard Kaboré

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Business and Socio-economic Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2635-1374

Keywords

Article
Publication date: 2 August 2022

Sina Moradi and Kalle Kähkönen

The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Built Environment Project and Asset Management, vol. 12 no. 6
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 27 May 2022

Umer Zaman, Nadja Damij, Aisha Khaliq, Muhammad Shahid Nawaz and Mahir Pradana

Project managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to…

Abstract

Purpose

Project managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.

Design/methodology/approach

With this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).

Findings

The findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.

Originality/value

The study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.

Details

International Journal of Managing Projects in Business, vol. 15 no. 5
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 15 February 2022

Danijela Ciric Lalic, Bojan Lalic, Milan Delić, Danijela Gracanin and Darko Stefanovic

This research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success

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Abstract

Purpose

This research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.

Design/methodology/approach

The authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.

Findings

The authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.

Practical implications

The research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.

Originality/value

The authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.

Details

International Journal of Managing Projects in Business, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 12 April 2022

Faraz Akbar and Rida Shahid

This study aims to examine the moderation role of human resource management (HRM) in the relationship between risk management and project success of electrical power…

Abstract

Purpose

This study aims to examine the moderation role of human resource management (HRM) in the relationship between risk management and project success of electrical power transmission and distribution systems.

Design/methodology/approach

A questionnaire was used to collect data from the electrical companies of Pakistan. A 100 professionals working in power sector companies took part in it. To analyze the impact, correlation analysis and linear regression analyses have been performed using IBM SPSS V-22®.

Findings

The linear regression results obtained the significant impact of risk management on project success (p < 0.05). The moderated regression represented a change in the percentage variation (R2) that is 0.463 without moderating effect and it increased to 0.528 after including human resource (HR) moderator indicating a moderating effect of HRM.

Research limitations/implications

Because of the theoretical significance of growing awareness about the importance of HRM and development, this study has significant practical implications. This study can be implemented practically to support the business strategies of the organization and HR competency and engineering will contribute in shaping those business strategies as well.

Originality/value

This study provides evidence on the impact of HRM on project success as a moderating variable with risk management. The study shows the increment in the ratio of project success in the electrical sector of Pakistan. This research provides the importance of HRM functions in the electrical sector of Pakistan.

Details

International Journal of Energy Sector Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-6220

Keywords

Article
Publication date: 3 February 2022

Ting Wang, Junyan Xu, Qinghua He, Albert P.C. Chan and Emmanuel Kingsford Owusu

This study intends to review studies on the success criteria and critical success factors (CSFs) for mega infrastructure construction projects (MICPs) from journal…

Abstract

Purpose

This study intends to review studies on the success criteria and critical success factors (CSFs) for mega infrastructure construction projects (MICPs) from journal articles between 2000 and 2018 to (1) identify the publication trend of success criteria and CSFs for MICPs; (2) explore distributions of selected papers, including the distribution of journals, authors’ origin/country and publications by country or region focus; and (3) summarize the findings of success criteria and CSFs studies of MICPs.

Design/methodology/approach

A methodical and systematic analysis of 38 selected journal articles was conducted using descriptive analysis to obtain the annual trend of publications, distributions of publication sources, contributors’ origin/country, regions/countries of research focus, methods involved in publications and thematic analysis to identify and categorize success criteria and CSFs for MICPs.

Findings

Australia, the USA, UK, China and Hong Kong had been the leading contributors for publications on success criteria and CSFs for MICPs; meanwhile, China, Australia and the UK have been the countries of focus for most studies on this specific topic. This review identified 20 success criteria grouped into 5 constructs and 36 CSFs grouped into 5 categories and, respectively, integrated them into two conceptual frameworks. The top five CSFs were adequate resource availability, partnering/relationships with key stakeholders, adequate communication and coordination among related parties, public support or acceptance and clear strategic vision. Three implications, namely, evaluation indicators, relationships between CSFs and the success of MICPs and human-related factors, are highlighted in future research.

Originality/value

The identified success criteria and CSFs provide a basis for evaluating the success possibility of MICPs and serve to identify areas for further improvement. Additionally, the CSFs checklist and framework have been established, which could help to conduct further empirical studies. Finally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

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