Project Critical Success Factors Research Articles

Assessment of Critical Project Success Factors for Management of Pavement Construction Using the Delphi Approach

Assessment of Critical Project Success Factors for Management of Pavement Construction Using the Delphi Approach

Learning Framework of Project as a Temporary Organization: Based On the Scandinavian School Arguments

The main purpose of this study is identifying the nature of the project based on the Scandinavian school's arguments, examining the discourse of the critical success movement in PM, and then identifying project learning challenges as a critical success factor in project, and finally developing a comprehensive project learning framework which complies with project features. To this end, a systematic review method was used which, following its steps, out of 554 articles searched, 111 articles that were relevant to the research topic were selected and used. As the research conclusion, first, the project is a temporary organization, but not every temporary organization is a project. Second, although PM was praised by experts until a few decades ago, it was criticized by academics for a variety of reasons, including the failure of some important projects. Thus, the critical success movement was formed that emphasized the critical success factors in projects. Since project learning is considered one of the critical success factors, and it is also one of the major challenges in projects, in this study, a comprehensive project learning framework is developed. This framework is expected to be in line with the temporary nature of projects however, it has methodological limitations despite the development of related literature.

Analiza uticaja pristupa upravljanja troškovima na kritične faktore uspeha projekta

Cost management represents a fundamental element of successful project management in the modern business environment. With increasing demands for resource optimization within a limited budget, effective cost management becomes crucial for project success across various industries. This paper explores interaction between cost management and critical success factors of projects, focusing on identifying key aspects that directly or indirectly influence project success through efficient cost management. Through analysis of relevant literature and the application of appropriate research methodology, the aim of this paper is to provide a better understanding of how cost management approaches can impact various aspects of project success, as well as to identify effective practices that organizations can implement to enhance the performance of their projects.

Analysis of Critical Project Success Factors—Sustainable Management of the Fast-Track Construction Industry

Fast-track construction has recently become the prevailing construction approach globally. It enables owners and developers to make rapid returns on investment through shortened construction periods. This strategy has many effects on the industry; therefore, four groups of factors were studied in this project: (1) financial, (2) logistics and finance, (3) management, and (4) legal. A 22-question survey was distributed to 155 professionals in the construction industry, who evaluated the impact of the stated factors on a 5-point scale. The results revealed a high level of consistency determined through Cronbach’s alpha, and a positive correlation was found by Spearman’s rank coefficient. The Relative Importance Index was used to rank the factors based the evaluation by the professionals, resulting in the following impact ranking: (1) poor communication among design and construction teams, (2) large amounts of rework, (3) low quality of work by the contractor, (4) design errors, (5) late or insufficient payment according to terms agreed with the client, and (6) unavailability of materials in the market. By providing a quantitative RII model to evaluate fast-track project management performance with the use of corresponding performance indicators, this study will benefit industry practitioners and researchers as it identifies the most significant factors that impact fast-tract project management performance.

A framework for evaluating campus facility management performance in light of project critical success factors using a multidimensional fuzzy logic approach

PurposeThis paper aims to present the development of a holistic campus facility management (CFM) performance assessment framework that incorporates a fuzzy logic approach and integrates a comprehensive set of key factors for successful management of campus facilities. The devised framework aims to cater to the needs of campus facilities management firms and departments for the purpose of gauging and assessing their performance across different management domains. Through this approach, facility management organizations can detect potential areas of enhancement and adopt preemptive steps to evade issues, foster progress and ensure success.Design/methodology/approachAfter a comprehensive analysis of the literature, conducting in-depth interviews with industry experts and employing the Delphi technique in two rounds, a total of 45 indicators critical to CFM success were identified and subsequently sorted into seven distinct groups. Through an online questionnaire, 402 subject-matter experts proficiently assessed the significance of the critical success indicators and their groups. A fuzzy logic framework was developed to evaluate and quantify a firm's compliance with the critical success indicators and groups of indicators. The framework was subsequently weighted using computations of the relative importance index (RII) based on the responses received from the questionnaire participants. The initial section of the framework involved a comprehensive analysis of the firm's performance vis-à-vis the indicators, while the latter part sought to evaluate the impact of the indicators groups on the overall firm's performance.FindingsThe utilization of fuzzy logic has uncovered the significant effects each effective CFM key indicator on indicators groups, as well as the distinct effects of each CFM indicators group on the overall performance of CFM. The results reveal that financial management, communications management, sustainability and environment management and workforce management are the most impactful indicators groups on the CFM performance. This suggests that it is imperative for management to allocate increased attention to these specific areas.Originality/valueThis study contributes to the advancement of current knowledge by revealing vital indicators of effective CFM and utilizing them to construct a thorough fuzzy logic framework that can assist in evaluating the effectiveness of CFM firms worldwide. This has the potential to provide crucial assistance to facility management organizations, facility managers and policymakers in their quest for informed decision-making.

Critical success factors for change management in business process management

PurposeThe purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.Design/methodology/approachKey factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.FindingsProject management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.Research limitations/implicationsAlthough this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.Practical implicationsThe study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.Originality/valueThis study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

Critical Success Factors for Technology Management in the Post Pandemic World

The requirement to achieve the successful implementation and operation of technology is more urgent than ever, given the changes to society imposed by the pandemic and post-pandemic events. The identification of critical factors for the success of technology has become paramount for organisations, irrespective of their sector. This paper accesses a literature review of current and seminal sources together with empirical research to discern a framework for examining the topic. A thematic analysis was performed to identify the key areas for critical project success factors. A summary of these areas for practice was then formulated, in order to assist both practitioners and academics in this sphere. Critical Success Factors (CSFs) in Technology Management are defined as the principal areas requiring satisfactory results in order to ensure the successful delivery of systems’ objectives. The use of ‘hard’, namely objective, and ‘soft’, namely subjective, information can be required to measure these factors. CSFs are also dynamic, in that they may change over time and thus require ongoing reflection and revaluation, to potentially redefine them in order to accommodate the organisation’s current environment. A semi-structured interview was held with an experienced project manager. The main themes were then discerned, using an inductive, grounded approach. The focus was on determining the critical factors for change management, as applied in this sphere.

The South African software industry lacking project critical success factors: a project team perspective

The South African software industry lacking project critical success factors: a project team perspective

Critical success factors of public-private partnership from 2000 to 2019: A literature review

Public-Private Partnership (PPP) is one of the schemes that have inspired many countries in infrastructure development. One of the most discussed PPP topics by researchers is the concept of Critical Success Factors (CSF). Therefore, this study examines CSF publications for PPP projects from selected journal sites from 2000-2019. The results showed that research on CSF in PPP began to increase in 2012. The most identified CSFs were appropriate risk allocation and sharing, competitive and transparent procurement processes, favorable and efficient legal frameworks, commitment and responsibility of the public and private sectors, and a robust and reliable private consortium. Furthermore, it was also found that most countries that were the objects of research on PPP CSF were China, followed by Hong Kong and Australia. The results also show that the dominant research focuses on multi-sector types of infrastructure where CSF can be applied to all infrastructure sectors. The findings obtained in this study can provide an overview of CSFs for projects with PPP schemes in the future. Besides, the identified CSFs can be applied to any PPP infrastructure sector. They can assist stakeholders in increasing the likelihood of PPP project success and can be adopted for further research

Analysis of Critical Success Factors for Projects in Information Technology Sector in Bosnia and Herzegovina

The purpose and objective of this research are to analyze project success factors in the Information technology sector in Bosnia and Herzegovina. Methods that were used during the research were conditioned by the problematics that are the subject of the research. The conducted research of critical success factors is quantitative. The research construct of project success influenced by critical success factors is tested. Necessary information about critical success factors was gathered using a questionnaire. During the results analysis phase for reliability and validity testing Confirmatory Factor Analysis was used, and for hypothesis testing the Structural equation modeling. Results of the research showed that the critical factors for IT project success in Bosnia and Herzegovina are competent project managers, technical background, project team, organizational support, and stakeholders. This research represents the first analysis of critical success factors for projects in the IT industry in Bosnia and Herzegovina. The limitation of this research is a smaller sample of examinees. This is the result of insufficient development of the IT industry and project management in Bosnia and Herzegovina.

Critical success factors for human resource management of construction project

The characterization of project critical success factors is a multidimensional construction that relies upon numerous components. This investigation analyzes the various criteria and components that impact the accomplishment of the tasks in the human resource region of the development project. This examination utilizes a comparative method, the analytic network process method is used to recognize the significant weight of models lastly, the positioning is finished by the Technique for Order of Preference by Similarity to Ideal Solution technique, to analyze 27 critical success factors in the human resource management in project, and thinks about a wide scope of progress rules and basic achievement factors. The outcomes and assessment of specialists illustrate, select increasing trust and certainty among employees and project team managers, and it has the most effect on the accomplishment of Human Resource Management in projects. Contributing to these factors will improve the effectiveness of the activities.

Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

Since the FDA published guidance on the application of human factors engineering to medical devices and combination products, the concerns about the quality and success of human factors validation projects have put a strain on key stakeholders. Failed HF validation submissions can have serious negative impact not only on manufacturers and HF service providers, but also on the regulatory system and patients. Previously, we remarked on the need for alignment between key stakeholders, and strategies that increase the quality and success of HF validation projects. Leveraging the application of project management was recommended for that purpose. However, there is currently no research about characteristics, practices and critical success factors of these projects. An online survey instrument was developed tailored to this specific context to inform the development of an industry-focused project management maturity assessment tool (which will be Phase II of this research). In this opportunity, the high-level, preliminary findings are presented and briefly discussed. This effort contributes much needed literature regarding the current practices and factors that influence the quality and success of FDA HF validation projects.

Addressing Constraints for Effective Project Finance for Infrastructure Projects in Emerging Economies – the Case of Zimbabwe

The infrastructure deficit in developing countries is vast and current developmental initiatives fail to meet the requirements. There is a need for housing, clean water, sewerage facilities, transport and telecommunications infrastructure. The development of infrastructure requires large amounts of funding, which could be a project or non-recourse finance. The levels of project finance allocated to developing countries are much smaller compared to the developed world. The purpose of this paper is to determine the critical success factors for accessing project finance for infrastructure development in a developing country, Zimbabwe. This study employed the quantitative approach using a survey questionnaire to address various aspects that are important when lenders advance project finance. The questionnaire was distributed to participating organizations comprised of lenders, borrowers and investors with the higher numbers being borrowers. These organizations include banks in Zimbabwe that offer project finance for infrastructure, Pension funds which invest in infrastructure, Multilateral agencies operating in Zimbabwe, and Municipalities of major cities in Zimbabwe. The interrater reliability of the individual factors was calculated. Also, the aggregate interrater reliability for the different attributes was determined using Cronbach's alpha value. A total of 33 factors under five attributes were identified: governmental, financing, project, special purpose vehicle, and politics and economics were identified as being critical for accessing project finance. These factors were ranked according to their significance index or importance. Only 12 factors were considered as extremely important as critical success factors for project financing in Zimbabwe. The contribution of this study is to provide government, project finance agencies, private sector and other stakeholders interested in infrastructure projects with a list of the most important critical success factors for infrastructure projects in a developing country.

Analysis of the Critical Success Factors of Projects for Engineering Thinking Development

Analysis of the Critical Success Factors of Projects for Engineering Thinking Development

The South African software industry lacking project critical success factors: a project team perspective

The South African software industry lacking project critical success factors: a project team perspective

The dependence upon context of project critical success factors: test of the contingency hypothesis and effects of technological uncertainty and collectivism culture

Although the relationship between critical success factors (CSFs) and project performance is established, evidence regarding the dependence on the context of CSFs is patchy. To advance this field, we conduct two complementary studies. Study 1 examines contingency theory regarding managerial CSFs using survey responses (N = 211) of project management professionals from the United Kingdom. Using survey data from projects (N = 336) in the United Kingdom, Study 2 examines the contextual dependence of managerial CSFs in a moderated-moderation, theoretical framework whereby project technological uncertainty moderates the relationship between managerial CSFs and project execution and efficiency, and in-group collectivism culture of the executing organisation moderates the effect of technological uncertainty. Results confirm that external and internal contexts influence managerial CSFs. Managerial CSFs have a greater than expected influence on project execution and efficiency. The positive effect of managerial CSFs is weaker when technological uncertainty is high. When technological uncertainty is high, the effect of managerial CSFs strengthens as levels of in-group collectivism culture increase. However, when technological uncertainty is low, the effect of managerial CSFs weakens as levels of in-group collectivism culture increase. We discuss the managerial and theoretical implications.

The influence of project characteristics on project success factors. Insights from 21 real life project cases from Norway

Although there are many studies that have identified individual critical success factors in projects the number of studies that have examined how project characteristics such as organizational complexity, transformation, impact on business, constraints, and uncertainty should influence the choice and implantation of project success factors. The study is based on analyzing 21 project cases from a wide spectrum of applications and industries in Norway. In total, c.120 business professionals contributed to the analysis of the cases in order to establish the framework through group work, individual assignments, and group discussions under supervision of the author. For each project characteristic we have identified a set of context dependent success factors that must be adhered to in order to increase the likelihood of success using the 21 projects as an empirical foundation for the analysis. In addition, the findings suggest that there are success factors that are independent of the project characteristics. For instance, having a good working environment that is characterized by openness, respect, loyalty, trust and dedication has considerable influence on motivation, creativity, cooperation, unity, sense of ownership, and knowledge sharing.

Evaluation of Project Critical Success Factors for Key Construction Players and Objectives

Critical Success Factors (CSFs) are used to support and evaluate the success of a strategic and tactical approach in project implementation in order to increase the probability of success. This system is used by executors in project delivery to achieve improved performance capabilities with limited resources. The present paper aims to identify the impact of CSFs amongst the main elements involved in construction industry of projects in Iran (Owner, Contractor, and Consultant). Therefore, 41 CSFs-related indices based on present research conditions in Iran were selected and classified into five major categories: (1) Financial, (2) Interactive Processes, (3) Human Resources, (4) Contractual Arrangements, and (5) Project Characteristics. To analyze the CSFs of project, the required data were collected by questionnaire based on randomized sampling method by project managers, chief executive officers, and experts of construction industry of Owners, Contractors, and Consultant who have working experience in major projects in Iran. The results indicated that indices related to human resources group from the point of view of Owners and Contractors as well as the indices related to financial and project participants from the point of view of Consultant are the main success priorities in projects. Moreover, the indices of “adequacy of plans and specifications” and “Project manager competency” were elected indices common in previous and present studies. The results of this study will provide the project managers with practical solutions in order to benefit the findings as guidelines for CSFs formation according to Construction projects in Iran.

Overview Success Criteria and Critical Success Factors in Project Management

This paper covers a thorough overview of project success, project success criteria and critical success factors for projects. There is no consensus among researchers of what constitutes projects success. Also considering that a project is successful or a failure, depending exclusively on whether it meets or fails the criteria for time, cost and quality is outdated and it’s the narrow view, also in fact criteria for project management success. The surest way to perceive project success is examining its alignment with strategic organizational objectives. In order to achieve both project management success and project success it is important to identifying project success criteria and critical success factors at the initial stage of a project. Sustainability is becoming a critical topic and attracting researchers in recent years. The traditional criteria clearly put the emphasis on economic aspects and the social and environmental pillars get less attention because companies survival in the long-term depends on their ability to be profitable. The harmony between economic, social and environmental are required in project management. The purpose of this chapter is mainly to investigate the criteria for measuring the success of a project and the key factors of project successes, which practitioners can make use of to eliminate failures and thus improve project success.

Investigating Critical Factors for Project Success and the Impact of Certification/Training

This paper investigates via a survey methodology, project critical success factors (CSFs) of a UN organization as perceived by computer and information technology trained and certified professionals. James Wan and Raafat Saade adopt their CSFs from three seminal studies done at different times. They provide a critical analysis of those factors for the 21st century United Nations context facing today an increasing need for agility in a fast-changing global environment. The authors investigate project CSFs in this study with two goals in mind: Firstly, to test the applicability of well-studied CSFs in the United Nations context, and secondly, to assess the influence of certification/training on these factors. Results show that 5 out of 13 factors differ in the United Nation's context and that certification is not perceived as important while training is. Results are discussed bringing forth insights into the nature of UN-type organization project management. Results have shown that close to 40% of the CSFs previously studied do not apply to the United Nations context. At the same time, correlation analysis shows that training in project management knowledge areas are more important that actual certification.