Abstract
Increasing disruption and turmoil continuously challenges organizations regarding the achievement of short- and long-term objectives. Such a hostile environment results from both the natural evolution of the business landscape complexity and the emergence of unpredictable disruptive evets such as the COVID-19 pandemic. More than ever, organizations should continuously develop business strategies that help them to become more agile, adaptative, sustainable, and effectively respond to the countless business risks (threats and opportunities). Innovation, such as the development and implementation of new technology, new ways of thinking and executing work, are just some of the major factors that can help organizations to increase their likelihood of success. In this work, is proposed the incorporation of a heuristic risk model into a typical organizational business intelligence architecture, to identify collaborative critical success factors across the different phases of a project life cycle which can be used to guide, monitor, and increase the success outcome likelihood of ongoing and upcoming projects. Some benefits of the incorporation include: a higher speed regarding the collection and treatment process of project collaborative data, the output of more accurate results with residual bias associated, a timely and efficient 360° view regarding the identification of project collaborative risks, and the impact (positive or/and negative) of these on a project’s outputs and outcomes. Finally, the model capabilities of performing descriptive, predictive, and prescriptive analysis, enables the generation of unique and actionable project’s lessons learned which can be used to make more data-informed decisions, and thus enhances the achievement of sustainable competitive advantages. The development and implementation of the proposed incorporation is illustrated with a with a real case study.
Highlights
The incredible pace of change caused by nature and human behavioral phenomena, pressures organizations to be more flexible and agile [1,2]
The main objective of organization A with the incorporation of the heuristic project risk model into the Business intelligence (BI) architecture is to enhance the capabilities of the heuristic project risk model in the identification of project critical successful factors, so that these can be replicated in future collaborative projects, and increase their success outcome likelihood
The objective of the incorporation presented in this work is essentially to enhance the potential of the process of identification of project critical success factors, which is enabled by the application of the heuristic project risk model in projects environments
Summary
The incredible pace of change caused by nature and human behavioral phenomena, pressures organizations to be more flexible and agile [1,2]. Sustainability 2022, 14, 3234 and implement their strategies It is intriguing, because it is by nature a complex, hard to understand, and still a very underresearched subject. Because it is by nature a complex, hard to understand, and still a very underresearched subject It is fruitful, because if approached correctly, it provides unique and competitive advantages. The heuristic project-risk model [9] illustrated, has as major function the identification of project critical success factors across the different phases of a project lifecycle. The characterization is quantitatively performed by the application of the same SNA centrality metrics in both successful and unsuccessful delivered projects. If the value of a given metric has a different value for the successful delivered project from the unsuccessful delivered project (if RDBP are found), a project critical success factor is identified (CSFs).
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