Dimensions Of Project Success Research Articles

Approach to Weighting the Success Criteria of Toll Road Project of Government Cooperation with Business Entities Procurement Model

In providing funding for toll road development projects, many developing countries are im-plementing PPP pro-curement schemes including Indonesia. This funding scheme is believed to be an innovative procurement process model and has good prospects for the future of the construc-tion industry in the world. However, in its implementation, the Indonesian government is currently faced with various problems that have the potential to have a negative impact on the management and development of toll roads in Indo-nesia. Therefore, the main objective of this research is to develop a method of evaluating the success of PPP-themed toll road projects and determining the current and future strategy of PPP-themed toll road development projects. Methodology This research, using an exploratory sequential mixed methods approach, involves four stages of research. Through a Systematic Literature Review (SLR) of reputable scientific journals from various countries, a questionnaire survey was developed. The survey results were analyzed using multivariate statistical methods with the help of Par-tial Least square analysis software (PLS-SEM), analytical hierarchy process (AHP) and Relative Importance Index (RII) methods. The results of this research found 20 critical success indicators and four dimensions of project success. This study produces a new way to assess the success of PPP-themed toll road projects that is very important and can inspire the government in making policies, legislation and regulations as well as innovative strategies in develop-ing PPP-themed toll roads.

Analysing resilience and leagility in post-pandemic sustainable supply chain management: a systematic literature review

PurposeThis study aims to comprehend the role of leagility and resilience in developing sustainable global supply chains, mitigating short-term disruptions and long-term economic impacts from various disasters, in the context of Australian civil infrastructure projects.Design/methodology/approachThe study employs systematic review approach to establish that addressing project success dimensions (i.e. leagility, resilience and sustainability) requires an integrated and extended supply chain approach, encompassing traditional supply chain strategic model elements (i.e. cost/capital, quality and service goals) and supply chain eco-system (i.e. organisations, societies, economies and nature).FindingsThe study underscores the need to enhance supply chain leagility and resilience to achieve sustainability. This can be achieved by developing skills needed to plan across project phases and time frames, aligning with short and long-term organisational goals, assuming smart risks in the face of uncertainty.Research limitations/implicationsThis study extends the traditional supply chain strategic model by introducing new priorities to minimise the consequences of disruptions and to effectively respond to them. The integration of leanness, agility and resilience ensures a sustainable supply chain even in the times of uncertainty, disruption and volatility.Originality/valueThis research provides an opportunity for practitioners and policymakers to rethink and redesign the conventional supply chain model of cost, capital, quality and service objectives. It introduces pioneering concepts by acknowledging and incorporating emerging priorities, especially in Australian civil infrastructure projects. The study integrates leagility and resilience into the existing strategic framework, adding crucial dimensions for sustainable supply chains in infrastructure companies.

Uncovering the hidden gem: The role of the undervalued quality in projects

Abstract In project management, the conventional focus on time and cost often overshadows quality’s undervalued, yet pivotal role. This study explores the nuanced dimensions of project success, centering on the Iron Triangle components: time, cost and quality (TCQ). Although quality is acknowledged in theoretical definitions, its economic significance and precise impact remain underexplored. This research addresses this gap by scrutinising the interplay between traditional success factors and project economic outcomes. By comparing projects with and without economic benefits, the study examines potential variations in TCQ influence. Furthermore, the research identifies specific traditional success factors associated with economic benefits and probes for a dominant factor with superior impact. A novel Project Unified Index (PUI) is introduced, enabling comprehensive economic performance assessment through TCQ analysis and statistical techniques. Intriguingly, the exploratory analysis reveals that time and quality possess more significant influence despite the apparent correlation between cost and profit. Quality emerges as a potential determinant, its significance often masked by meticulous measurement. This study underscores the paramount importance of quality, necessitating its redefinition across industries in a customer-centric manner. By repositioning quality as a decisive factor, this research reshapes perspectives on project management, steering future investigations towards a comprehensive understanding of quality’s pivotal role. The data for analysis were collected with the participation of a prominent professional project management association and a business master’s program in Hungary.

Success and Risks Related to Housing Projects in Pakistan: A Moderating Role of Project Management Risk Management

This study investigates the critical success factors (CSFs) and their interplay with project risks in determining the success of housing projects in Karachi, Pakistan, while considering the moderating role of risk management. Analyzing data from 432 project management professionals within Karachi-based housing societies, the study establishes significant relationships between CSFs and various project success dimensions, including time, cost, quality, project profile objectives, impact, stakeholder satisfaction, and preparation for the future. Additionally, the research reveals that project risks exert substantial influence on these success dimensions. Risk management is a strong moderator, increasing risk variable’s influence on project results. The findings provide insightful information for decision-makers, recommending the creation of sector-specific rules that place a strong emphasis on the highest standards in risk management and project execution. The construction industry benefits from this since it encourages long-term development and leads to better results for projects.

Analysis of the Implementation of the Agile Project Management Approachin the Insourcing Team at PT Telekomunikasi Selular Regional XI Malukudan Papua

Every company is required to be more agile in order to continue to survive and grow, so it is necessary to form a leaner and more agile work team to have a big impact on the company. The implementation of the agile approach needs to be evaluated as well as the level of project success of the agile team so that it is hoped that they can work more optimally. This research aims to find out and understand the implementation of the agile approach and the level of project success in the work teams that are formed. The variables that are the initial guide in conducting research are divided into the variables contained in the agile practice guide, namely the project life cycle, creating an agile environment, delivering products in an agile environment, organizational considerations. Apart from that, the research also explored the variables contained in the dimensions of project success. This research was carried out using a qualitative approach, collecting related documents and in-depth interviews conducted on the agile team which was the object of research. Next, to test the validity of the data, a member check process was carried out using data obtained from interviewees, namely leaders and agile team members. After processing and analyzing the data, it was discovered that the team did not fully implement the agile approach, including in relation to project approach objectives, project charter and team charter, location of work team members, and dependence on parties outside the team as well as in terms of the level of project success, including project effectiveness not being achieved, business and direct success in terms of cost savings has not been achieved, and new technology, products and market shares have not been created. The gaps that occur between theory and what is implemented in the field are expected to become input for further improvements.

Individual Intrapreneurial Behavior Effect on Project Success: Profiles and Distinct Outcomes

This study sought to investigate the effect of intrapreneurial behavior on project success dimensions. Although extant literature examines diverse aspects of influence on project success, it is silent on assessing intrapreneurial effects, even though companies target and foster such behavior. We found that the more the intrapreneurial behavior and profile increase, the greater the possibility of project success in a broad sense, regarding clients, project teams, strategies for the company’s future, commercial success, and efficiency. Latent class analysis reached three heterogeneous profiles in terms of intrapreneurship. These findings bring evidence of the importance of fostering intrapreneurial behavior on project teams, considering that members will develop it differently, leading to distinct project success outcomes in the middle and long term. Data from 411 project management participants were analyzed through exploratory factorial analysis, PLS-SEM, and latent class analysis. Finally, theoretical and managerial implications are discussed, along with the study’s limitations, and further proposed studies.

Does a better-informed business school have more export success?

Learning outcomes The value of the DeLone & McLean model for planning actions before IS design and implementation can guarantee its success.The value of the DeLone & McLean model for IS auditing in critical dimensions of project success, including both hard and soft elements.Information and information systems are essential organizational resources that must be viewed in an interconnected way with the rest of the organization's resources and capabilities that systemically guarantee the achievement of the export objectives.The role of management commitment in the success of voluntary Information Systems. Case overview/Synopsis The case deals with Luis's decision to continue a Competitive Information System project. For his PhD research project, Luis designed and implemented an information system to support the export goals of the business school for which he worked. Three months later, the System obtained positive feedback and user satisfaction but deficient System usage levels. Luis does not know whether to continue with the project or not. If he decides to continue, further steps are needed to increase the System's use for contributing to the export goals. Complexity academic level The case is suitable for use with MBA students and executive education short courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 5: International Business.

The role of big data analytics and decision-making in achieving project success

Big data analytics and decision-making are critical to project success. Therefore, this study aims to investigate the impact of big data analytics on project success and the moderating effect of decision-making from the resource-based view perspective. The study adopted a survey instrument and collected data from 135 respondents engaged in big data analytics in the IT and telecommunications sector of Pakistan. The findings identify implications based on the significant positive impact of big data analytics on project success as well as enhancement of relationships through the interaction of decision-making between big data analytics and the three dimensions of project success.

How project management approach impact project success? From traditional to agile

PurposeThis 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/approachThe 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.FindingsThe 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 implicationsThe 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/valueThe 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.

Evaluating the Success of a Project and the Performance of Its Leaders

Although organizations regularly execute projects to improve their performance, there is still no agreement in the literature on how to evaluate their eventual success. As a result, scholars end up using different scales to measure the same outcome variable of project success, thereby causing inconsistency in research results. Existing project success evaluation models suffer from their inability to apply to all project types and lack of separation of project success measurement from that of project individuals’ performance (for e.g., of the project manager). Through two longitudinal studies based on the satisficing theory, this paper develops, validates, and illustrates generic scales to measure the success of any project, as well as the performance of its two key leaders. This results in three distinct project success dimensions: 1) Project management success—evaluates the performance of the project manager in achieving the project plan; 2) Project ownership success—evaluates the performance of the project owner in realizing the business case; and 3) Project investment success—evaluates the investment performance of the project for its funder. This paper contributes to the literature by offering a theoretically robust, multidimensional evaluation model that will enhance performance evaluation of both projects and their leaders.

The Continuum of Information Systems Project Success: Reflecting on the Correlation between Project Success Dimensions

Information systems (IS) project success has been a perennial bane of many researchers. Although there are short, medium and long-term dimensions to success, the reality is that they are inseparably linked. Time plays a significant role as a stakeholder, such as a project manager who has short-term interests. In contrast, a business executive has long-term interests for the organisation as a whole. Project success is arguably a continuum where each dimension plays a role in realising long-term benefits for the organisation. This research investigates IS projects specifically to understand the argued correlation between short, medium and long-term project success dimensions. A total of 612 valid responses were collected through an online questionnaire. Quantitative analysis through PLS-SEM was conducted to reveal the correlation between success dimensions. The overall implication is that short-term IS project success does not directly correlate with long-term IS project success. However, there is a clear correlation between the time phases of IS project success. This research shows medium-term success mediates the relationship and correlation of short and long-term success. While literature acknowledges the relationship literature, this research confirms this notion and proves a significant correlation between each IS project success dimension over time.

Exploring the link between project management approach and project success dimensions: A structural model approach

Aligning the project management approach to a particular project is considered to be essential for project success. Based on the literature review, in this research, the project management approach is analyzed through differentiation between agile and traditional approaches within the specific managerial aspects. This research aimed to contrast these two project management approaches and explore their impact on different project success dimensions. The research was conducted on a sample of 227 project management professionals worldwide, using the PLS-SEM method. Research results denounced that, in most cases, the traditional approach is applied in project initiation and planning. It has proven to provide higher-level od project success, while, within all other managerial aspects considered in this research, they gravitate more towards the agile approach. By combining agile and traditional approaches, organizations can take advantage of some benefits of agile development without abandoning the stability provided by a traditional approach. The study is relevant for project management practitioners tailoring down the success-oriented project management approach and developing project management contingency theory for academics.

Exploring the Influence of Risks in BIM Implementation: A Review Exploring BIM Critical Success Factors and BIM Implementation Phases

The adoption of building information modeling (BIM) has a strong potential to influence project performance positively. However, the implementation and use of BIM also involve challenges and risks that must be considered for its practice's success. This study aims to identify gaps and future research direction within the field of BIM and risk management. Besides, it explores the relationship between risks related to BIM implementation and project success dimensions. For this, a literature review is applied, merging bibliometric and content analysis. The results show that the three most frequently mentioned risks are technological interface among programs, followed by interoperability issues, and inadequate knowledge or expertise. Besides, insights pinpoint the positive relation between the BIM critical success factors and the risks associated with BIM, particularly in the design phase.

The Impact of Project Manager’s Skills and Age on Project Success

Goal: This study seeks to examine project success in relation to project managers’ factors. Pertaining to research questions, we highlighted: “do project manager’s technical, conceptual, political and human skills are significantly related to project success?, and does project manager’s age play a significant role in achieving project success?
 Design / Methodology / Approach: This research employed a quantitative research method using survey questionnaires to collect data from 400 project managers working in five well-known construction companies in Cairo, Egypt. Descriptive statistics using Relative Importance Index (RII) were employed to rank the dimensions of project manager’s skills: conceptual, technical, human and political skills; and project success dimensions: cost, schedule and quality. Multiple regression analysis was used to identify the impact of project managers’ skills on project success while simple linear regression was used to examine the relationship between project manager’s age and project success
 Results: The results of RII revealed that project managers maintain a competitive level of technical, conceptual, political and human skills, and emphasize on specific aspects of cost, schedule, and quality dimensions of project success. The regression analysis revealed that 49.2% of the explained variation in project success can be accounted for technical, political, human and conceptual skills at coefficient of determination values of 0.611, 0.506, 0.431 and 0.407 respectively while the project manager’s age had no association with project success with a P value 0.694 at alpha level of 0.05.
 Limitations of the investigation: Generalizing research findings might be challenged because sample size was randomly selected due lack of identifying the exact size target population.
 Practical implications: The managerial implication of this study lies in the need for construction companies not to consider project manager’s age as a significant factor for project success, instead they need to ensure that project managers possess a competitive level of conceptual, technical, political and human skills.
 Originality / Value: Pertaining to contribution to academia, this research argues that project success subject to a set of comprehensive set of project managerial skills namely conceptual, technical, political and human. Further, it is essential to distinguish between project manager’s age and experience and not to consider project manager’s age as a determinant of a project success.

An analysis of the relationship between knowledge management and project performance: literature review and conceptual framework

Abstract: Knowledge management is a key resource for enabling projects and organizations to address the current challenges of competitive environment. This article aims to investigate the central themes of knowledge management in the project context, exploring the relationship between knowledge management and project performance. For this purpose, a literature review was carried out, adopting bibliometric analysis, codification and content analysis. The search and sampling process was conducted in the Web of Knowledge (Web of Science Core Collection) database. First, the results identified the main strategies to deal with tacit and explicit knowledge, which are experts’ knowledge acquisition and project documentation through coded forms, respectively. Both types of knowledge, tacit and explicit, are strongly related to two of the project success dimensions: GP efficiency, and success of the product/service. The literature pointed out that organizations recognize the importance of knowledge management but they still face many barriers to implement it in practice. The publications allowed verifying that the subjects are still little related, making it a challenging field for future studies.

Identifying Critical Dimensions for Project Success in R&D Environment Using Delphi Study and Validation Techniques

In the current century, organizations face ever increasing dynamic ecosystems and are constantly devising strategies to meet their challenges. These include the implementation of the right organizational structure and avoid project schedule delays to achieve projects’ success. Unfortunately, the classification of significant project success dimensions in the RD whereas, centralization and departmentalization do not correlate strongly. The results also imply that decentralized organizational structures (organic) are more preferable than centralized structures (mechanistic) for the execution of R&D projects when proposed timelines are to be met timely. The proposed framework will act as a supporting mechanism for engineering managers to deal with organizational structure and schedule management factors in a highly uncertain R&D environment where projects deviate frequently from their anticipated timeline.

The alignment between business strategy and project strategy and its effects on the dimensions of project success using PLS-SEM

Increasing the companies' dependence on new product development (NPD) projects, as a way to carry out strategies, makes the alignment of these projects with organisational objectives more crucial. Utilising partial least squares structural equation modelling (PLS-SEM), this study sheds light on the process and logic of alignment between project strategy and business strategy and how the alignment affects different dimensions of project success of 91 NPD projects in 30 companies in Iran. This study elucidates the critical importance of alignment and prioritises the elements of project strategy in alignment with business strategy to achieve the specific dimensions of project success.

The key aspects of procurement in project management: investigating the effects of selection criteria, supplier integration and dynamics of acquisitions

Paper aims This study aims to identify the key aspects of procurement in the Project Management context and their relation to project success. Particularly, the effects of selection criteria, supplier integration and the dynamics of acquisitions are investigated. Originality This study contributes to the literature by analysing in depth a large sample of articles that deal with procurement in the Project Management context. This study also presents implications for practice by exploring how procurement management affects project success. Research method The methodological approach is a systematic literature review, combining bibliometrics and content analysis. Main findings The results show that academic literature focuses on the dynamics of acquisitions, lacking studies on the spectrum of supplier integration and supplier selection criteria. A strong relationship between the dynamics of acquisitions and project success dimensions could be established. Several insights into this relationship can be pointed out, as the effect of synergy with suppliers on the success dimension related to impact on the team. Implications for theory and practice The study contributes by identifying the relationship between the selection criteria, levels of supplier integration and dynamics of acquisitions with project success. Possible research gaps and trends are presented for future research.

Systems Thinking in Software Projects-an Artificial Neural Network Approach

The authors discuss why the current conceptual base of project management research and practice continues to attract criticism since it does not adequately address the complexity that leads to software-project failure. To do so, the study explores systems thinking and artificial neural networks to shed light on complexity in software-project behavior using nonlinear functional relationships between critical success factors and project success to utilize their connectedness as an approach in order to create project-outcome prediction models. The artificial neural networks were used to create two project-outcome prediction models: one for a binary classification task to discriminate failed from successful projects using a multi-input-single-output configuration and one for a multi-task binary classification to discriminate success from failure in multiple project-success dimensions using a multi-input multi-output configuration. The results yielded high-performance values for a binary classification task, performed to predict overall project success, and slightly lower performance values for the multi-task binary classification, which was also performed to predict success in project-success dimensions. It was found that the nonlinear behavior of critical success factors may be used to create prediction models, by embedding equifinality and connectedness constructs that prove to be useful to understand projects as complex, multi-loop, and nonlinear systems. Further research is needed to investigate the causality between critical success factors in order to explore the possible propagation of critical success factors within a project system network and its implications on project success.

The alignment between business strategy and project strategy and its effects on the dimensions of project success using PLS-SEM

Increasing the companies' dependence on new product development (NPD) projects, as a way to carry out strategies, makes the alignment of these projects with organisational objectives more crucial. Utilising partial least squares structural equation modelling (PLS-SEM), this study sheds light on the process and logic of alignment between project strategy and business strategy and how the alignment affects different dimensions of project success of 91 NPD projects in 30 companies in Iran. This study elucidates the critical importance of alignment and prioritises the elements of project strategy in alignment with business strategy to achieve the specific dimensions of project success.