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The aim of this study is to establish a framework with which process plants can evaluate the performance of their turnaround maintenance (TAM) projects at the end of the event without making reference to previous events.

This is a case study. The study involved the case studies of six process plants in the UK. Three sources of evidence were used in this study including; interviews, direct observation and official documents.

The case studies show that TAM projects can be evaluated by assessment of the management performance and the resultant benefits realised. The uses of generic project success measures are not very adequate for TAM.

The study developed success measurement criteria for TAM projects. Instead of comparing performance of TAM projects with previous ones to assess how successful the outcome is, organisations can evaluate their TAM project's performance based on the current TAM using the criteria developed in the framework. In addition, these success criteria will enable the organisation to evaluate the benefits expected from the TAM project outcome at hand‐over of the plant from the TAM project management to the operations management.

Operators of process plants and hence engineering facilities still measure the outcome of TAM using measures that are generic for EPC projects. Considering the peculiar nature of TAM, this study has developed success measurement criteria for TAM projects specifically.

Failure is encountered regularly within project‐based industries and there has been research for decades into this phenomenon. Much of it has considered the failure of projects in terms of the classic project progress issues such as time, cost and quality. Using cases from two major industries the authors aim to develop a different understanding of project measurement criteria. This work is part of a larger completed investigation into information systems and information technology (IS/IT) project management models, developed for industry comparisons.

During the study, the concept of project failure and success is investigated. The authors carry out a UK‐based, grounded study of two project‐based industries of differing maturity levels (construction and IS/IT) to investigate measures of project failure or success across the two industries.

The paper presents a reassessment of project measurement criteria. This is based on the separation of measures for project performance and project progress.

The adopted strategy of naturalistic inquiry has always been susceptible to the criticism that it relies too much on subjective interpretation of data. In addition, no clear relationship was established between the factors discussed and the criteria for measuring project success.

The paper discusses current differences in perception of what actually constitutes a failed or successful project. The paper highlights that often two different (but closely related) concepts, are being discussed by project stakeholders.

The purpose of this paper is to create a building rating system (BRS) with its bottom-up design model that can be carried out manually and in the future automatically.

The BRS is built on the basis of the structure of spatial representation framework for indoor navigation by people with visual impairment, which was validated with visually impaired people, and incorporated with building design standards and regulations from around the world. The BRS was afterwards validated by three groups of five experts in the related fields such as research and development, accessibility, and building and interior designs. Finally, the user evaluation was carried out by three focus groups of three experts in risk assessment to verify the usability of the system.

This paper provides the design and methodology of the BRS used for classifying the accessibility in buildings into four levels of classification for people with visual impairment navigating around the buildings. This system is evaluated with system usability scales (SUS), which is found to be in a “Good” level on average (72.2 SUS scores).

Success criteria used in the space classification are mainly created for people with visual impairment at this stage; other disabilities requirements must be taken into account for the next stage of the development.

The system can be carried out in the future automatically in the form of standalone software or plugins that can be integrated in buildings and interior design software to seek recommendations toward a creation of inclusive built environment.

This paper presents a design architecture of BRS with its details, description and success criteria used in the space classification.

Prefabricated prefinished volumetric construction (PPVC) is a game-changing construction method that transforms the fragmented site-based construction of buildings into an integrated production, integration and assembly of value-added volumetric building components. Where circumstances merit, the effective implementation of PPVC leverages significant gains in time, cost, quality, productivity and sustainability performance of construction projects. As PPVC is increasingly becoming mainstream, it is imperative to identify the critical success criteria (CSC) for measuring PPVC project success. The purpose of this study is to identify, rank and benchmark the CSC for measuring PPVC project success.

This study adopted a quantitative research design where the potential CSC for PPVC projects were evaluated. A comprehensive literature and pilot expert review identified 18 CSC for measuring PPVC project success. Based on a questionnaire survey of international PPVC experts, the 18 CSC were analyzed and prioritized using mean score analysis and weighting function.

Based on mean index assessment, the top five CSC for PPVC projects were identified as adherence to project schedules, meeting project quality specification, meeting safety requirements, client and owner satisfaction and cost savings and profitability. Further analysis grouped the 18 CSC into six principal success criteria (PSC), comprising time performance, cost performance, quality performance, environmental and safety performance, stakeholder satisfaction and supply chain performance. Based on weighted analysis of the six PSCs, quality performance, time performance and environmental and safety performance obtained the highest weights.

The research results are limited by the following limitations. First, although adequate, the sample size was relatively smaller. Second, the generalized analysis overlooked the geospatial sensitivities of the CSC.

The results constitute the first exclusive quantitative ranking and prioritization of the CSC for PPVC projects. The outputs of this study will enable practitioners to reliably and accurately evaluate the performance levels of PPVC projects. A framework of the CSC for measuring the success of PPVC projects was developed.

The Iron Triangle, also called the Triple Constraint, is a central concept to project management research and practice, representing the relationship between key performance criteria. However, there is disagreement about which criteria should be represented on the vertices of this triangle. The purpose of this paper is to explore which concepts are part of the Iron Triangle, and how these concepts have changed over time.

This paper explores 45 years of project management research, drawing on a database of 109,804 records from 1970 to 2015. Three corpora were constructed, representing the project management and Time, Cost, and Quality Management literature. Time and Cost are consistently identified as part of the Iron Triangle. However, the status of quality is contested. Key concepts in the project management literature were explored using scientometric research techniques, to understand the relationship between these concepts.

Significant links were found between Time, Cost, and Quality, verifying these concepts as the vertices on the Iron Triangle. These links were significantly stronger than links to alternatives, such as Scope, Performance, or Requirements. Other concepts that are core to the Iron Triangle were also identified, and how these have changed over time.

This research develops the understanding of a key project management concept by clarifying which concepts are part of the Iron Triangle, based on evidence of how the concept is used in research. This paper also reveals the context in which this concept is used, and how this has changed over the last 45 years.

The purpose of this paper is to explore the relationship between general self-efficacy (GSE), job search self-efficacy (JSSE), extraversion and job search success within a sample of new entrants in the labour market. It is hypothesised that JSSE acts as a mediator between GSE and job search success. Evaluation of the hireability – made by expert interviewers – of new entrants involved in a job interview simulation is proposed as a job search success criterion. Moreover, the moderating role of extraversion on the relationship between JSSE and job search success is explored.

Data were collected on 177 graduates from an Italian university. Participants were involved in a simulation of an interview conducted by experts of the personnel selection process, who gave an evaluation. Macro PROCESS for SPSS was used to test the hypotheses.

GSE has an indirect effect on job search success via JSSE. Moreover, extraversion has a moderating effect on the JSSE–job search success relationship for more extraverted job seekers.

Job search and counselling practitioners should consider extraversion and personal differences to improve the effectiveness of interventions aimed at fostering new entrants' self-regulatory resources and behaviours during the job search.

This study contributes to the existing research about the job search process by testing a new and important job search success criterion, showing that GSE could help new graduates in establishing a specific self-efficacy, such as JSSE, and demonstrating that extraversion interacts with JSSE.

Failures in both followership and leadership become inevitable as mega construction projects are directed and controlled by toxic leaders. Consequently, team member's desire for knowledge hoarding silence is triggered and goal alignment between the leader and team members suddenly fades away to realize success in mega projects. Considering the growing importance of these rarely examined constructs and fragmented literature on toxic leadership (TL), team silence and mega project success (PS) in the global construction industry, the present study aimed to examine the effects of TL and project team member's silence (PTMS) on the success of mega construction projects. Moreover, the mediating influence of PTMS to link TL and mega construction PS has also been explored.

Drawing on survey data of 326 project professionals directly associated with mega construction projects worth US$62bn under the China–Pakistan Economic Corridor (CPEC), the conceptual model was tested with covariance-based structural equation modeling (CB-SEM) using Mplus program. Scales were adapted from previous research to measure TL (with its five-dimensions including abusive supervision, authoritarian leadership, self-promotion, narcissism and unpredictability), PS (with its three-dimensions including project management success, project ownership success and project investment success) and project team members' silence. Reflective–formative second order assessments were specifically applied to measure the multi-dimensional nature of TL and PS, respectively.

Mplus estimations revealed that TL negatively influences PS, besides forcing a culture of silence among project team members. Interestingly, the relationship between TL and PS is also negatively mediated by the PTMS.

The present study's findings are derived from data of project professionals (N = 326) to examine success in megaprojects under the CPEC. Hence, these findings may be re-validated through future studies on similar megaprojects (e.g. China's Belt and Road Initiative (BRI) worth US$8tn) that may also be predicated by TL tendencies, silent cultures and high-stakes involved to seize PS.

Policymakers, construction practitioners and other key stakeholders (e.g. departmental heads/supervisors) can take advantage of this new evidence to better interpret the success paradox in mega projects, and to reduce the spread and long-term damage of TL on team members and eventually create opportunities for PS.

The present study's novelty is manifested within this first empirical evidence on TL that breeds team silence in underperforming mega projects. Notably, present study offers alarming evidence on mega projects that can be easily derailed from success, as they continue to suffer from team silence and TL.

Successful implementation of infrastructure projects has been a controversial issue in recent years, particularly in developing countries. This study aims to propose a decision support system (DSS) for the evaluation and prediction of project success while considering sustainability criteria.

To predict sustainable success factor, the study first developed its sustainable success factors and sustainable success criteria. These then formed a decision table. A rough set theory (RST) was then implemented for rules generation. The decision table was used as the input for the rough set, which returned a set of rules as the output. The generated rulesets were then filtered in fuzzy inference system (FIS), before serving as the basis for the DSS. The developed prediction tool was tested and validated by applying data from a real infrastructure project.

The results show that the developed rough set fuzzy method has strong ability in evaluation and prediction of the project success. Hence, the efficacy of the DSS is greatly related to the rule-based system, which applies RST to generate the rules and the result of the FIS was found to be valid via running a case study.

Use of DSS for predicting the sustainable success of the construction projects is gaining progressive interest. Integration of RST and FIS has also been advocated by the seminal literature in terms of developing robust rulesets for impeccable prediction. However, there is no preceding study adopting this integration for predicting project success from the sustainability perspective. The developed system in this study can serve as a tool to assist the decision-makers to dynamically evaluate and predict the success of their own projects based on different sustainability criteria throughout the project life cycle.

The purpose of this paper is to provide practical how-to information for those looking to develop high-potential employees within their organizations or for their clients.

The paper is based on a combination of recent surveys and studies of what is happening with the development (or lack thereof) of high-potential employees as well as recommendations of key components for high-potential programs based on the author’s direct experience.

Though not a research paper, this work finds that while some organizations have programs in place to develop high potentials, many still do not, despite it being viewed as helpful in recruiting and retaining top talent.

The information provided can be used by both internal practitioners and external consultants to implement high-potential employee development programs for any size of organization.

High-potential employees represent future leaders. Without developing them, organizations run the risk of high attrition costs along with a lack of qualified talent to fill leadership pipelines.

The value of this paper is twofold: it offers detailed information to set the tone with stakeholders when it comes to talking about and developing high-potential talent, and it provides a starting point with first steps for successful program implementation.

Does an industry's financial performance reflect its top management's expressed business priorities? A recent study of manufacturing companies in the Process‐Control Instrumentation Industry showed a significant difference between performance and stated priorities.