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2002, International journal of project management
2009
The purpose of this study is to investigate the critical factors that influence a successful project among manufacturing companies in Penang, Malaysia. In addition, this study is also aimed to explore if project change control play a role in moderating the relationship between the independent variables and dependent variable identified in this research.
2006
Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice.
The objective of this study was to obtain a better understanding of factors that influence Exploration and Production (E&P) project management success and corporate financial performance. The study follows structural equation modeling (SEM) methodology to achieve greater understanding of the intricate network of relationships between variables involved in E&P project management. A comprehensive theoretical framework was needed to formulate the conceptual basis of research. Observation of the real world and practical experiences were also important. To that end, we conducted a case study in a large Brazilian oil company. Field research was essential because of the lack of similar studies in the oil and gas sector. The model developed is a theoretical construct known as a structural and measurement model (set of latent variables, observed variables and hypotheses, depicted in a path diagram). This model contributes significantly to the company because it is a global representation of the main factors for improving E&P project management. However, the findings should be interpreted with caution because adjustment and validation of the theoretical model were not performed.
Project Management Journal, 2008
Several factors have combined to draw attention to the importance of sponsoring projects and programs. One factor is that after several decades of attempting to improve success rates of projects by focusing on project-based management and the project management competence of practitioners, convincing evidence demonstrates that success or failure of projects is not entirely within the control of the project manager and project team. Contextual issues are crucial in influencing the progress and outcomes of projects, and a key theme that has emerged is the importance of top management support. Another factor that has drawn attention to the sponsorship role is increased focus on corporate governance resulting from numerous high-profile corporate collapses, which have highlighted the need for accountability, transparency, and the ability to implement strategy. The sponsorship role provides the critical link between corporate and project governance and is important in ensuring that governance requirements are met and that support is provided to projects and programs. This article reports on research designed to address both formal and informal aspects of the sponsorship role and to provide guidance to organizations and professional organizations by defining the role and responsibilities of the sponsor within corporate and project governance frameworks and identifying the characteristics of effective performance of the sponsor role. First, the role of sponsorship in the governance context is introduced; this is followed by a review of the literature relating to the sponsorship role, including its treatment in project and general management literature and in standards. The research methodology was specifically designed to take a holistic view of the sponsorship role, by examining the role in its project/program and organizational context and ensuring inclusion of views and experiences of sponsors as well as those of project managers, team members, and other stakeholders. A qualitative approach was adopted, focusing on a small number of case-study organizations and projects/programs enabling researchers to gain a rich understanding of the environment in which the role of the sponsor is realized. Over 108 interviews relating to 36 projects/programs in nine organizations from five geographic regions (Australia, China, Europe, North America, and South Africa) were recorded, transcribed, and then coded by the five researchers involved in the study. A priori codes derived from five preliminary studies were used for primary coding of the data. As the transcripts were coded, the researchers reviewed the data for emergent themes that might suggest additional codes. Analysis of the literature and the extensive qualitative data led to the development of a conceptual model for making sense of the sponsor's role. This model reflects the differing perspectives that may exist at the interface of the act of governing the project, which requires that the project be looked at from the perspective of the parent organization (governance), and the act of providing top management support, which requires looking at the parent organization from the perspective of the project (support). Under differing circumstances, the sponsor may need to emphasize the provision of governance, or support, or both. Utilizing this conceptual model, secondary codes were created reflecting quotations pertaining to governance, support, and behaviors of sponsors. Review of quotations provided a rich illustration of the governance and support aspects of the sponsorship role and gave substance to effective behaviors, which led to the discovery of useful opportunities for connection with mainstream general management literature to further enhance understanding. The conceptual model has significant potential to provide organizations and sponsors with guidance in understanding and defining the effective contextual conduct of the sponsorship role.
Project Management Journal, 2008
This paper reports on the effectiveness of the project management and investment frameworks in the State of Victoria. It finds project management and investment practices comparable to best practice but also finds 100 billion dollars invested in projects over the past decade without any evidence of improvement in strategic goals. It concludes that there may be systemic deficiencies in our project management and investment frameworks. It suggests that deficiencies in the way projects are currently selected and managed limit the capability to realise strategic goals. Future research to develop programme management, portfolio management and project governance is recommended to increase the likelihood that strategy will be implemented.
The self-perception of Project Managers compared to other project actors, 2019
This interdisciplinary study aims to investigate project managers’ perceptions on their own relevance to the success of a project, and later compare these results to other project actors' perceptions. In 2005, Turner and Müller elaborated a few hypotheses in an attempt to explain the omission of the project manager as a critical success factor, raising pertinent questions on their self-perception and their perception by project actors. Our study surveyed 740 project management actors on the relevance of 35 factors considered critical for project success, including the project manager. Data were analyzed using parametrical procedures. Results show that there was no statistically significant difference between groups in terms of the perception of the project manager’s relevance to project success. Subgroup analysis indicate that project managers consider themselves critical to project success. Our study indicates a change in scenario in the past few decades, and turning to sociology, psychology and practical philosophy, we alert that self-overestimation may lead to hubris and narcissism, two undesirable traits in project managers. This study is the first to investigate project managers’ self-perception and compare it to their perception by other project actors.
8th IADIS International Conference in Informations Systems 2015, 2015
Most of the projects reported in worldwide revealed failures on the accomplishment of the budgets, schedules or technical requirements. The organizations spent an increase amount of financial resources in systems and technology without getting all the potential of their investments or collecting the promise business benefits. Organizations success is widely defined as winning in the marketplace, and firms tend to measure this with financial and economic indicators. There is also a general agreement that although schedule and budget performance alone are considered inadequate as measures of project success, they are still important components of the overall construct. Success is perceived differently by different stakeholders. There are certain major factors whose influences are considerable to project success such that they during basic planning will enhance the successful completion of projects. An early identification of the Critical Success Factors (CSFs) and Project Success Criteria (PSCs) during the initial project assessment is a vital start for ensuring successful project completions. This paper combines Project Management (PM) and Benefits Management (BM) practices with Balanced Scorecard (BSC) approach in order to align the projects with the organizational strategy. The usage of this mix of different management tools led to more effectiveness in projects success.
Management Research News, 2007
International Journal of Project Management, 2014
TMS 2014 Management Studies International Conference - Algarve
International Journal of Project Management, 2008
PhD Dissertation, ISEG Lisbon School of Economics and Business, 2018
Procedia Computer Science, 100, 489-497, 2016
Encyclopedia of Information Science and Technology 4th Edition, Chapter 326, 2017
Project Management Journal, 2008
New Contributions in Information Systems and Technologies, Volume 1, pp 435-448, 2015
Sistemas e Tecnologias da Informação, 10ª Conferência Ibérica de Sistemas e Tecnologias de Informação, vol. II, pp. 304-310, ISBN 978-989-98434-5-5, 2015
Journal of Information Systems Engineering & Management, 1(1), 15-24, 2016
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International Journal of Project Management, 2008
International Journal of Information Technology Project Management, 6(4), 34-47, , 2015
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Academy of Management Proceedings, 2008