Successful Project Management Research Articles

Studi Perencanaan Pipa Penstock Pada Pembangunan PLTA Poso

Development of water through the construction of dams where development has a goal to improve the quality of all aspects of people's lives, namely social, cultural and economic aspects in order to realize social welfare. The implementation of a dam construction project that requires more expertise to complete the final work, always requires a project completion time and that has been specified in the work contract. The active role of management is one of the main keys to the success of project management in achieving targets in terms of cost, quality and time. In the construction of this dam requires an implementation method which includes: preparatory work (land clearing and stripping, mobilization, work roads, making board directors, and project nameplates, building facilities and infrastructure for office buildings, workshop warehouses, and providing clean water and lighting, and connecting roads from the highway to the project site.), construction of evasion channels, excavation of soil and used to make upstream and downstream cofferdams. The Poso River that flows from Lake Poso to generate electricity With an average discharge of 148 m3 per second, its energy potential is enormous. PT Poso Energy has 3 concessions for hydroelectric power plants on the river with a total of 600 MW

THE IMPACT OF BUSINESS INTELLIGENCE SYSTEMS ON PROJECT MANAGEMENT IN HIGHER EDUCATION: AN EMPIRICAL STUDY

The successful completion of projects depends on effective project management, particularly in the complex and dynamic environment of higher education institutions. Business intelligence (BI) tools can assist identify problems and hazards, facilitate decision-making, and offer insightful information on how projects are performing. The purpose of this study is to examine how BI systems are used for project management in higher education institutions and to suggest a successful project management strategy that incorporates BI systems. To determine the present state-of-the-art in project management and BI systems in higher education, the research technique includes a rigorous literature review of academic and industry sources. An analysis of a case study from a university that has used a BI system for project management is also included in the Study. The study's conclusions imply that BI systems can enhance project management at higher education institutions by supplying precise real-time data on project performance, risks, and problems. By facilitating better decision-making, early issue detection, and prompt problem resolution, the deployment of a BI system has improved project management, according to the case study analysis. The study suggests a successful project management strategy that incorporates BI systems in higher education institutions based on the findings. The following steps make up the suggested strategy: Project objectives and scope definition, project planning, BI system implementation, BI system performance monitoring, project issue and risk identification and mitigation, and continuous improvement are the steps in a project. The suggested framework can assist institutes of higher learning in managing projects successfully by making use of BI tools. The paper also outlines the critical success criteria for BI system deployment in project management in higher education institutions, such as top management support, transparent communication, user training, and efficient data governance.

Reimagining Power and Micro-politics in Project Organisations

The empirically investigated problem of our paper is what impact do micropolitics and power have on project management in an organization? Informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared in all projects to achieve the expected results. The project manager uses personal networks, personal relations, and mentor's network with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project because informal power and micropolitics are a part of project work. Power accumulation and wise handling are essential leadership tools for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. Micropolitics and power represent a unique competence (i.e., knowledge, experiences, and attitudes) and tool for handling any project. Power is significantly underrated as a tool to control and govern projects. Micropolitics is a part of that tool to get the decisions the project leader wants, maybe with future promises. A democratic and consensus-oriented decision process opens for power games and micropolitics rather than hedging them in more hierarchical organizations. A complex matrix organization involving employees in many projects is also open to micropolitics and power. Micropolitics and power might prolong and complicate decision-making processes in ordinary projects and improve processes in fast-track projects. Micropolitics and power both increase and reduce the effectiveness and efficiency of an organization. The higher complexity, the higher returns on using power and micro-politics to get the expected project results.

Linking information systems team resilience to project management success

Team resilience is a critically essential contributor to team effectiveness. However, the impact of team resilience on project management success has been little studied. This article aims to investigate the influence of team resilience on project management success in the context of information system projects. Using a quantitative study, we show that there is a significant positive relationship between project team resilience and project management success. As a result of this finding, we stress the importance of developing actions to promote team resilience to increase the likelihood of project management success, particularly in unstable environments.

UNRAVELLING EFFECTS OF PROJECT COMPLEXITY ON PROJECT SUCCESS AND PROJECT MANAGEMENT SUCCESS: A META-ANALYTIC REVIEW

Construction project complexity can be daunting, so both academics and practitioners have been looking for guidance. Previous studies have attempted to reconcile the inconsistencies and complexities in the relationships among project complexity, project success, and project management success. However, such research has failed to establish these clear relationships. Accordingly, the approach of systematic review and meta-analysis is applied in this study to investigate and compare how different project complexity affects project success and project management success by selecting 22 articles and 77 effect sizes. The results indicate that integrational complexity significantly positively affects project success, whereas it is not significantly negatively associated with project management success. Within a technical-organizational-environmental (TOE) framework, effects of organizational, environmental, and technical complexity on project success and project management success are also discussed here. A possible moderator (the national/regional income level) is tested and verified. The findings contribute to the system of knowledge on project complexity and provide guidelines for decision-makers to achieve a balance between project success and project management success in routine operation of construction projects.

Project management as a tool for the effective organization of an enterprise's activities

The article is devoted to project management as a way of effective enterprise management. Various project management methodologies are considered, such as Agile, PMBoK, "1C Corporate Implementation Technology". Using examples of real projects, the features and advantages of each of the methodologies are described. Special attention is paid to resource management at the enterprise. The article discusses various types of resources that can be involved in project management, such as people, budget, equipment, materials, information technology. The methods of managing each of the types of resources and their impact on the success of the project are described. The risks associated with project management are presented, such as lack of resources, low training of personnel, security problems, changing requirements. Risk management methods and their impact on the success of the project are described. It is noted that project management is an effective way of managing an enterprise that allows you to achieve your goals and objectives. However, for successful project management, it is necessary to be able to properly manage resources and risks, as well as choose the appropriate methodology depending on the specific situation.

Investigating the effect of risk reduction strategies on the construction of mega infrastructure project (MIP) success: a SEM-ANN approach

PurposeManaging mega infrastructure projects (MIPs) is more complex because of time, size, social, environmental and financial implications. This study aims to address the management approaches, complexity and risk factors involved in MIPs. The study focuses on project success criteria and their individual effects on the success of MIPs.Design/methodology/approachTo address the challenges and identify the most influencing factor for the success of MIPs, the study deployed a cross-sectional survey approach. Six hundred eighty-two usable samples were collected from the respondents to understand the impact of predetermined factors on the success of MIPs. The structural equation model and artificial neural network approach were used to derive the importance of factors affecting the success of MIPs.FindingsThe study's outcome confirms that all three influencing factors: feasibility studies, community engagements and contract selection, have a significant positive impact on the success of MIPs. Community engagement amongst all three has the most influential predictor for the success of MIPs.Originality/valueThe developed model will enable practitioners and policymakers from Indian construction companies and other emerging nations to concentrate on recognized risk reduction variables to enhance project success criteria and project management success, especially for MIPs.

Project manager competencies associated with the projects' success in the public sector.

Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.

Organizational Culture and Effective Communication as Moderators in the Relationship between Sustainable Project Management and Project Success.


 This paper examines two key mechanisms of Effective Communication (EC) and Organizational culture (OC) in moderating the relationship between Sustainable Project Management (SPM)and Project Success (PS). Quantitative technique of data collection by questionnaire was applied and 246 responses were received from project management professionals working on various projects in Pakistan. The results depicted interdependence of PS on SPM. However, the moderating impact of OC and EC on the relationship between PS and SPM is insignificant. Seemingly this paper contributes to literature on SPM in context of Pakistani projects. Sustainability is considered a key success factor for project acceptance, growing technological advancements, competitive markets, immutable competitions, as well as trade and market restrictions, laws & policies, and cultural differences, organizations around the world are striving to embrace Sustainable Project Management (SPM) to not only achieve the objectives of the organization or project but to remain in the market to deliver more than their competitors. This could only be achieved if the project management process produces sustainable results. Mechanisms of organizational culture and effective communications are of notable importance while studying the relationship of sustainable project management and project success.

Environmental Leader Competencies for Successful Project Management: A Bibliometric and Systematic Review

This paper examines the competencies that an environmental activist should develop to promote successful project management in the community. A systematic bibliometric review of the literature was carried out, recognizing the scientific production in relation to the competencies of the environmental activist for the management of successful projects in the community. A conceptual synthesis is presented in relation to the competencies of the environmental activist for the management of successful projects in the community; and approaches in the development of competencies of the environmental leader are identified. Twenty one research papers on environmental leadership and environmental project management were analyzed. The results show that this type of leader must have common characteristics in the development of any type of leadership, such as the ability to organize people, to influence changes in people’s behavior, and to generate action guidelines that can be replicated by followers. The environmental leader must have the ability to promote awareness of environmental problems in the communities, establishing himself as an example to follow, and strengthening the development of continuous spaces for participation in which the experiences, knowledge and expertise of all the people who are part of the community are considered.

One or many project offices in educational organization of tertiary education: advantages and disadvantages

The article is devoted to the creating and management expediency of several project offices in an educational organization of tertiary education (hereinafter – OTE). The topic relevance is due to the growing number and types of ongoing projects that require proper organization and management and, consequently, governance of project management offices. The article presents the features of educational projects and the role of the project management office in the OTE system. The main types of project management offices at universities and their functions and tasks are described. Common elements of successful project management offices from around the world are highlighted based on a global study conducted by the Project Management Institute (PMI) together with PricewaterhouseCoopers (PwC) in 2021. The advantages and disadvantages of creating a single system of several project offices of different orientation and a single project management office at the university are discussed. Based on the information from the scientific literature and the conducted research, the authors conclude that in order to use all the advantages of the project office in full, it is necessary to create one project office in OTE. However, the authors also claim the need for further research to assess the feasibility of the practical implementation of their proposed solution.

Sustainability in Project Management and Project Success with Virtual Teams: A Quantitative Analysis Considering Stakeholder Engagement and Knowledge Management

Project success is crucial for businesses, but the impact of virtual teams on it is still not fully understood. The global outbreak of the COVID-19 pandemic in 2020 has led to the widespread adoption of virtual environment solutions to support geographically dispersed project teams. The growth in the use of virtual or hybrid teams in projects is expected to continue, as it presents an irreversible trend. Furthermore, there has been a significant increase in interest in sustainability in project management in recent years, emphasizing the long-term perspective for project success. To address this gap and contribute to the project success theory, a quantitative study was conducted to examine the impact of stakeholder engagement, knowledge management, and sustainable practices in project management on project success in virtual work environments using structural equation modeling. Experienced Portuguese-speaking project management professionals were surveyed. No evidence was found to support the moderating role of virtual teams, concluding that the virtual nature of a team does not diminish stakeholder engagement, knowledge-sharing, or sustainability in project management and its influence on project success. This study provides valuable insights for enhancing project success in virtual work environments, as it is the first of its kind to quantitatively address the sustainable long-term approach of project success in virtual environments.

Influence of the experience of the project manager and the foreman on project management’s success in the context of LPS implementation

Production planning is a key element for success in building project management. Last Planner System (LPS) has emerged as an alternative proactive management method through the commitment of the different stakeholders involved in the project; however, further research is required to determine the factors that can affect the success of LPS implementation. This research aims to analyze how the implementation of LPS and the construction management experience of the project manager and the construction site foreman individually influence project management's success, getting minimum time and cost deviations. In this work, newly built single-family house projects were analyzed. Quantitative and qualitative analyses, based on the Mann–Whitney U test and qualitative comparative analysis method, respectively, were performed to constrain both the individual and combined effects of LPS, the project foreman, and the project manager in terms of cost and time deviation as measures of project management success. The results highlight that LPS implementation is significant in terms of time deviation and combined LPS implementation and the foreman's experience in construction management are sufficient to maintain time deviations below 10%. However, among the studied variables, only the foreman’s experience is a required condition to maintain cost deviations under 10%. Overall, this study may help construction organizations to improve their managerial practices at construction sites.

LEARNING THE EFFICIENT ESTIMATION TECHNIQUES FOR SUCCESSFUL SOFTWARE PROJECT MANAGEMENT

The process of software project management involves planning and supervising the development of software projects to deliver a quality product within the customer’s budget and schedule. This process begins with project planning, which includes estimating the work to be done, required resources, and project schedule. Once these activities are accomplished, a project schedule is established that defines software engineering tasks, identifies responsible parties, and specifies inter-task dependencies. The paper aims to explore project management activities and techniques for estimating project size. Overall, software project management involves managing, allocating, and timing resources to develop software that meets requirements and is delivered within budget and schedule. This paper highlights the significance of employing efficient estimation methods to achieve successful software project management. Estimation plays a critical role in the software development process, as it helps project managers to determine the resources and time required for completing the project. The paper starts by introducing the concept of software project management and highlighting its importance in delivering successful projects. The advantages and disadvantages of each technique are discussed, and guidelines for selecting the appropriate technique for a specific project are provided. The paper also explores the importance of accurate estimation in agile software development and the use of estimation tools to simplify the process. Finally, the paper concludes by summarizing the key takeaways from the discussion and emphasizing the significance of efficient estimation techniques in ensuring successful software project management.

To Evaluate the Impact of Project Management Success Factor & Project Complexity as Moderator on The Project Success

To Evaluate the Impact of Project Management Success Factor & Project Complexity as Moderator on The Project Success

The role of culture in stakeholder engagement: Its implication for open innovation

Appropriate and effective stakeholder engagement remains a critical success factor for successful project and project management, especially in multicultural settings such as in the case of international subsidiaries of multinational organisations. Using in-depth qualitative interviews, this study examines the influence of culture on stakeholder engagement in a multicultural context from the perspective of project practitioners working for multinational corporations in the Nigerian oil and gas industry. The study findings revealed how the influence of different cultural dimensions on stakeholder engagement impact policies and decision-making. The study emphasised the need for project practitioners to integrate a culture that fosters open innovation in their project implementation processes to enhance their capacity to engage effectively in a multicultural setting.

Project Management in Central Banks

Abstract In this ever-changing environment of technological innovations central banks are strongly committed to fulfilling their key objectives of preserving monetary and financial stability, but also make efforts to adapt to new market requirements. On the path of technological transformation of financial systems, central banks face many challenges stemming from, inter alia, new less regulated and decentralized financial innovative services, cyberattacks, and endangered cyber security. Central banks need strong project management to successfully address these processes and that should be done in line with the highest international standards. The paper analyses the implementation of project management in central banks according to the international standards. The authors present possible division of roles and responsibilities in the project organization structure in central banks based on these international standards. The standardized integrated project management activities and associated practices are described and presented in the context of project management in central banks. The authors conclude that the application of international standards is crucial for successful project management in central banks in order to ensure that the projects are implemented on time and within the envisaged scope and budget, thereby ensuring high quality results, efficient deployment of human resources, benefits realization and value creation for the organization.

The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation

To fight climate change and to cope with the energy crisis, a green and sustainable transformation of the existing urban space is needed. Key for the increase of a city districts’ energy efficiency is the successful management of urban innovation projects. Urban innovation projects target heterogeneous innovation fields like heat supply, thermal insulation, mobility, and smart city approaches. They cover various technological and social innovations, affect almost all areas of urban life and economy, and, hence, need to involve heterogonous stakeholders. As such, urban innovation projects are more complex than many other projects, which results in difficulties of the implementation of the innovations alternatives in the local urban environment. This study focuses on the role of stakeholder involvement breadth and depth to foster the likelihood of implementation of new solutions in urban innovation projects. We ask how information processing capabilities affect the efficacy of stakeholder involvement. The empirical analysis provides evidence based on text mining of planning documents and survey data from 106 German urban innovation projects. The results reveal the benefits and challenges of stakeholder involvement and show how digital tools may help to overcome information processing obstacles.

Fuzzy Use Case Points as a Basis for Effort Estimation

Many software development projects encounter problems related to over- or under-estimation of effort. Accurate effort estimation is crucial for successful project management, but it can be challenging when resources are limited, and little is known about the project. The commonly used method for effort estimation is Use Case Points (UCP), which is mainly used for application-based objects and takes use cases as input. However, UCP has weaknesses, particularly in the high variation of weight factor values for Unadjusted Use Case Weight (UUCW). To address this problem, Fuzzy Use Case Points (FUCP), which is a combination of fuzzy logic and use case points, can be used. By applying fuzzy logic to the UUCW category, FUCP derives new weight factor values for UUCW. The implementation of FUCP to calculate effort estimation in ten government-based projects in this research has shown that FUCP yields the closest value to the actual effort required. It has also been demonstrated that FUCP outperforms UCP in terms of accuracy, with an improvement of 6.51%.

The impact of identified agility components on project success-ICT industry perspective.

The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.