Success Factors For Projects Research Articles

Development of a mathematical model for planning team readiness for IT solution implementation projects

Due to the emergence of new business lines and areas requiring automation, there is a need for planning and managing project work. Information technology (IT) projects contribute to organizational transformation and business growth. Despite the contribution of project management methodologies and structures, the share of unsuccessful IT projects remains high; thus, the study of critical success factors of IT projects remains an important problem for researchers and practitioners [1]. An analysis of the success of IT projects shows that 17% of projects are completed so unsuccessfully that they can threaten the state of the entire company as a whole. 45% of projects go beyond the budget. 56% of projects bring less profit than expected. 109 million dollars - average losses for every 1 billion dollars spent on projects [2]. The working conditions of the Information Technology department presuppose the existence of an effectively organized project work process. The success of the tasks depends largely on the distribution of the load between the members of the project team. The correct allocation of labor resources determines the timing and quality of project implementation.

Success Factors for Product Development and New Product Launch Projects

The paper discusses the success factors influencing product development design and product launch projects. The lives of people and businesses have been threatened and affected by the global COVID-19 pandemic for more than two years. Knowing these factors can help us make the right decisions and develop an effective project plan and matrix. Nowadays, project management is a very important part of work in companies of different sizes. Project management can be seen as applying innovation processes in an enterprise. The authors conducted quantitative and qualitative research on 544 companies in the Slovak Republic. The research focuses on aspects of project management and individual success factors. The data obtained by the questionnaire survey were processed by statistical methods, where the authors chose the nonparametric Kruskal-Wallis test as the basic method and the Wilcoxon two-tailed test for independent sample data sets. An essential variable in the sample of enterprises surveyed was, in particular, the sector of the economy in which the enterprise surveyed operates. Two key factors were considered when developing the product – employee education and the implication of social responsibility. The study’s uniqueness lies in surveying all types of enterprises, irrespective of their size, line of business, and financial turnover. The percentage distribution of the maximum use of CSR among the surveyed companies in each sector was most positive in the Logistics industry. Training and certification of employees are primarily one of the most important factors to ensure an increase in the success of those projects aimed at launching new products on the market; in the case of the surveyed sample, this is more than 40% of enterprises. Based on the sub-results, we can conclude that enterprises place more emphasis on new product development projects and the environmental concept of CSR. Still, the launch of new products or services is underestimated by the project management of enterprises. After more than eight years, the research has shown an increase in the importance of using social responsibility in management processes for new product development. A breakthrough finding is comparing the use of CSR in small businesses in Slovakia to global trends in which we perceive the dominance of multinational corporations. Enterprises are advised to focus specifically on new product launches and detailed planning.

Classification of success factors of youth entrepreneurship project

The success of the development of youth initiatives in the field of starting and implementing entrepreneurial activities depends on various reasons and factors. In the process of introducing a business idea and establishing a new young company and its development, a young entrepreneur is surrounded by people, companies of different spheres of activity and ownership rights, financial and credit organisations, state bodies. In the article on the basis of studying the influence of various factors on the positive result of entrepreneurial initiatives of young people and support of their undertakings the qualification of factors is carried out in the following categories: young entrepreneur, state, business environment, business knowledge, educational organisations and financial sector. The paper applies a graphical method of analysing a number of interrelated factors or causes that influence the success of the project. A cause and effect diagram of successful youth entrepreneurship in the initial stages and subsequent stages of its implementation is constructed. However, the important or significant factors depend on the sector of the economy in which the young entrepreneur wishes to start a business. But common to all entrepreneurial projects is the knowledge that a young entrepreneur must possess. Knowledge of laws, field of activity, industry and the ability to apply project management tools and techniques. That is why a separate group "business knowledge" was singled out, despite the fact that some knowledge points are also present in the categories "Young entrepreneur" and "Educational organisations".

The importance of auditing as a success factor for oil and gas joint venture projects

The importance of auditing as a success factor for oil and gas joint venture projects

Benchmarking critical success factors in construction projects utilizing 3D printing technology

Benchmarking critical success factors in construction projects utilizing 3D printing technology

The importance of auditing as a success factor for oil and gas joint venture projects

The importance of auditing as a success factor for oil and gas joint venture projects

Key Success Factors in the Road Maintenance Management Projects of Iraq

Key Success Factors in the Road Maintenance Management Projects of Iraq

Perceptions of Public-Private Partnerships Transportation Project Success Factors in Developing Countries: An Explanatory Sequential Investigation

Inadequate transportation infrastructure is a significant obstacle to any economy’s growth and development potential. A primary challenge to sustainable delivery is finance. Concerns about the efficacy of innovative mechanisms for financing infrastructure investments, primarily through public-private partnerships (PPPs), abound in the literature and practice. Few studies focus on the critical success factors (CSFs) for PPPs transport projects in emerging markets. This study aims to identify the taxonomy and manifestations of CSFs associated with executing PPP-based transportation projects in developing countries. The study collected and analysed data using a questionnaire and in-depth interviews using a mixed-methods sequential explanatory investigation among built environment professionals, including general contractors, consultants and government agencies. Findings indicated that good governance, the project’s technical feasibility, the commitment of the public and private partners, appropriate risk allocation and sharing and experience were the most critical success factors. Multivariate techniques using factor analysis identified four principal components: partnership and procurement, economic and governance technical factors and political and social factors. The study contributes to the body of knowledge using mixed methods within an underexplored context: developing countries. The findings could be extended further using more robust statistical techniques. The localisation conditions for the effective delivery of transportation projects should be considered.

Project success and critical success factors of construction projects: project practitioners’ perspectives

Abstract Project management is primarily practitioner-oriented and loaded with many critical success factors (CSFs), and although these are well-evidenced in theory, they do not deliver as efficiently as factors of interest to project professionals during execution. The present study explores the perceptions of senior project managers (PMs) about project success, CSFs and complexity in large construction projects. Data from project practitioners were collected through semi-structured interviews and analysed using content analysis. The participants were selected with convenience sampling method given the complex understanding of the domain and included highly experienced PMs from the global community with expertise in project management. PMs perceive a small number of CSFs in contrast to the large exhaustive CSFs listed in the questionnaire surveys. Though important, traditional constraints of the Iron Triangle are considered inadequate in defining project success. Project professionals are seen as relying more on other performance indicators for defining a project as a success. They perceive complex construction projects in terms of a large number of interfaces, complex working systems and uncertainty. The findings of this paper suggest that project practitioners perceive differently about the CSFs and project success.

The Roles of Supply Chain Visibility and Project Flexibility as Success Factors for Supply Chain Management Projects

The Roles of Supply Chain Visibility and Project Flexibility as Success Factors for Supply Chain Management Projects

Application of Project Management in Healthcare

Project management is used to produce specifically defined deliverables, by a certain time to a defined quality, with a given level of resources, so that planned outcomes and benefits may be achieved. The health care systems from different countries are choosing project management as a tool to meet their budgets and increase the quality of medical care. In health, a project is recognized a particularly useful way to introduce innovations, address new challenges, or find solutions for problems that the existing procedures and routines do not accommodateThe purpose of this article is to provide an overview of the literature on project management applications in the healthcare field. The search of the literature on project management applications in the healthcare field was conducted utilizing r scholarly databases PubMed, Cochrane Database of Systematic Reviews, Embase. The findings of this research show the significant and increasing role of project management in healthcare. The results indicated the existence of different types of health projects, describing the specific characteristics of each type. Project management is an effective tool to improve healthcare quality management outcomes. The healthcare experts can apply project management to improve healthcare quality management outcomes. Recent systematic reviews identified healthcare project success factors and project management's role in healthcare quality management outcomes improvement. Additional research is needed to improve knowledge about project management applications in public health projects. Keywords: project management, health, healthcare, public health, healthcare quality, success factors, success criteria.

Role of a Project Management Office (PMO) in improving Project Success Factor in Saudi Arabia: Case Study of ZATCA

Abstract: The demand for establishing a Project Management Office (PMO) will continue as many projects continue to delay or remain in the region of complicated and stalled projects. In Saudi Arabia, project failure is can be classified as severe pain for many businesses, even for the country's economy. There might be a shortage of research in the literature on project failure that emphasizes why projects fail or delay in Saudi organizations and the impact of implementing a PMO to manage projects. The main objectives of this empirical research in Saudi Arabia are to (i) conduct a literature review on the role of PMO and projects success criteria, (ii) identify the relationship between industrial engineering and the project management framework, (iii) critically evaluate if establishing a PMO will help achieving goals for project success. (iv) identifying when a project is successful, (v) evaluate the difference between the organizations that have established a PMO and other organizations that have not, (vi) identify the main obstacles for establishing PMOs in Saudi Arabia. A literature review on project failure and PMO establishment were performed. To prepare research questions and hypotheses, this study employed a multiphase mixed-method design with quantitative and qualitative methodologies to reach its research purposes. The data were collected through an online questionnaire for the critical incident technique study and then analyzed using thematic analysis and ANOVA using SPSS software. The main findings of the research show that most response that the project characteristics and performance within the organization, such as schedule, budget, and end-product, are essential for project success; in addition, the statistics showed the most important reasons for project failure. Furthermore, the study statistics showed that the primary motivation for starting a PMO is as follows a) Implement and follow standard practices, b) decrease the rate of and c) Assess project risks at early stages of the project lifecycle. Practitioner of project management view on PMO roles centered on the stalled project how it will develop and maintain project management standers and Provide project management consultations. Interestingly, the study also revealed that the lack of understanding of PMO value to the organization and Resistance to change are the main obstacles to establishing a PMO office. Overall, there was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Obstacles of establishing PMO). There was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Reasons of Projects failure).

Exploring the adoption of technology against delays in construction projects

PurposeCompleting construction projects within the planned schedule has widely been considered as one of the major project success factors. This study investigates the use of technologies to address delays in construction projects and aims to address three research questions (1) to identify the adopted technologies and proposed solutions in the literature, (2) to explore the reasons why the delays cannot be prevented despite disruptive technologies and (3) to determine the major strategies to prevent delays in construction projects.Design/methodology/approachIn total, 208 research articles that used innovative technologies, methods, or tools to avoid delays in construction projects were investigated by conducting a comprehensive literature review. An elaborative content analysis was performed to cover the implemented technologies and their transformation, highlighted research fields in relation to selected technologies, focused delay causes and corresponding delay mitigation strategies and emphasized project types with specific delay causes. According to the analysis results, a typological framework with appropriate technological means was proposed.FindingsThe findings revealed that several tools such as planning, imaging, geo-spatial data collection, machine learning and optimization have widely been adopted to address specific delay causes. It was also observed that strategies to address various delay causes throughout the life cycle of construction projects have been overlooked in the literature. The findings of the present research underpin the trends and technological advances to address significant delay causes.Originality/valueDespite the technological advancements in the digitalization era of Industry 4.0, many construction projects still suffer from poor schedule performance. However, the reason of this is questionable and has not been investigated thoroughly.

Topology of Project Management Office in United Arab Emirates Project-Based Organizations

Majority of projects failed due to mismanagement factors such as funds, planning, time, and resources. With the adoption of Project Management Office (PMO) in an organization, it able to manage the projects practises through a distinctive office dedicated to project management with specific roles and functions that should be followed by the project officer for all the projects. The positioning of PMO in the organisational structure and its job responsibilities, are critical factors in project success. This paper presents a study to uncover the topology of PMO in the project-based organizations in United Arab Emirates (UAE). This qualitative study was conducted through interviews with twenty professionals working in PMO from four companies in the UAE. Based on the findings from the interview sessions, PMOs can be divided into three types: supportive, controlling, and directive. The result indicates that the type of PMO chosen have a significant impact on the efficiency of the project delivery. While controlling PMO approach, it is desired to "clear-house" the activities, processes, procedures, documentation, and more, the organisation requires that the help be used in addition to providing it, supportive PMO is the best choice if the goal is to establish a "rein in" of project management data that all project managers within the firm may freely access. Furthermore, Directive PMO goes beyond simple control and "takes over" projects by providing the necessary resources and project management expertise. According to the findings of the interviews, the PMO performs a variety of functions, including project support, training, lesson-learned maintenance, project management tool and software support, project control, inter-project communication, managing shared resources, and encouraging good project management and decision-making. PMO forecasts future resource requirements, plans for strategic, non-billable, and billable usage, and assigns appropriate resources to appropriate projects at appropriate times. This improves resource utilisation efficiency, and significantly lowers project resource costs.

Critical Success Factors of Underground Logistics Systems from the Project Life Cycle Perspective

The surging demand for logistics systems brought about by the vigorous development of e-commerce makes urban traffic more and more congested. The need for a sustainable transition in terms of urban transportation infrastructure also encourages the further innovation of logistics systems. The urban underground logistics system (ULS) emerges as a promising alternative for realizing efficient large-scale freight distribution in megacities. However, there are relatively few studies that have explored the factors that determine the uptake of ULSs in practice. This paper thus aims to identify the critical success factors of ULSs throughout project life cycle stages. Firstly, a desktop study and a study using the Delphi method were conducted to extract the critical success factors (CSFs) of ULS projects. Secondly, a questionnaire survey was conducted to collect data on the perceived significance of the selected success factors from ULS professionals. Thirdly, the intergroup comparison of the significance of CSFs and exploratory factory analysis were used to ascertain the critical factors and latent determinants influencing the development of ULS projects. In total, 36 CSFs in the four life cycle stages of ULS projects were finalized. The identified factors represent the seven latent determinants in developing a ULS project, namely, overall feasibility and acceptance of the ULS, prototype system, and business model, competence and resources for ULS construction and operation, station layout and intermodal transportation, government policies and incentives, long-term planning of the underground space and logistics network, and market investigation and forecasting. The research findings of the paper help guide practitioners and policy makers on decisions made during ULS planning and construction and provide a reference performance evaluation framework for ULS projects.

Exploring the Cyber Technology Critical Success Factors for Sustainable Building Projects: A Stationary Analysis Approach

We sought to identify and examine the critical success factors (CSFs) necessary for incorporating cyber technology into residential building projects to augment operational performance and sustainability. An iterative two-stage approach was adopted to explore the phenomena under investigation. General CSFs for cyber technology were first identified from the extant literature, and subsequently explored using primary questionnaire survey data accrued from professionals within the Nigerian building industry. The survey results illustrated that the availability of sensors, good communication networks, mobile devices, and device layers and the creation of workable virtual modes are the main critical success factors for adopting cyber technology. Moreover, Gini’s mean difference measure of dispersion showed that the success factor in stationary cyber technology adoption is government support. The study’s findings guide building industry stakeholders to embrace cyber technology to improve cost and sustainability performance in the Nigerian building industry. Due to the originality of the findings of this study, a strong basis is provided for critically evaluating and analyzing the many vital aspects of cyber technology success.

A systematic review of the critical success factors for implementing circular economy in construction projects

AbstractThe transition to a circular economy in the construction industry provides enormous opportunities to decouple construction activities, processes, and practices from finite consumption of natural resources and environmental externalities. Circular construction leverages the interconnected models of narrowing, slowing, and closing resource loops to minimize extractive and wasteful use of natural resources, eliminate waste and pollution from the outset, and retain construction products and materials in use for a longer duration. However, construction practitioners have struggled to implement circular economy principles into construction projects successfully. This study systematically reviewed the critical success factors for implementing circular construction projects. The results revealed 51 critical success factors for circular construction projects, clustered into six typologies: technological (n = 10, ∑ = 93, μ = 9.30), supply chain (n = 14, ∑ = 84, μ = 6.00), organizational (n = 9, ∑ = 82, μ = 9.11), institutional (n = 7, ∑ = 43, μ = 6.14), stakeholder success (n = 7, ∑ = 73, μ = 10.43), and management success factors (n = 4, ∑ = 27, μ = 6.75). A Pareto analysis revealed 30 vital critical success factors for circular construction projects. Thus, the study established the first comprehensive set of critical success strategies for circular construction projects and enriches the knowledge of construction organizations and project team members on how best to implement circular economy principles in construction projects.

Project cost performance factors in the war-affected and conflict-sensitive Afghan construction industry

PurposeThe Afghan construction industry faces resource shortages and heavily relies on foreign aid to fund public projects on the path to recovery and reconstruction. While the resource constraints demand cost-efficient delivery of construction projects, many Afghan public projects experience delays and cost overruns. This study aims to evaluate various attributes and factors influencing cost performance in public construction projects in Afghanistan.Design/methodology/approachThe literature review and Delphi method identified 30 cost performance attributes relevant to the context of Afghanistan. Next, a questionnaire survey was conducted with construction management professionals working in the public sector in the Afghan construction industry to evaluate these attributes.FindingsThis study found that the lack of resources, poor project management skills and corruption in procurement are the leading causes behind cost overruns in Afghan public projects. This study also identified five latent factors influencing cost performance in public projects in Afghanistan: competency of the project team, socioeconomic and political support, governance and public procurement, planning and risk management and project characteristics.Research limitations/implicationsThe exploratory factor analysis did not reveal the relative significance of different cost performance success factors. Moreover, the ranking of cost performance attributes is based on the responses from the public sector construction professionals only.Practical implicationsThe construction industry in Afghanistan significantly contributes to the country’s social and economic growth and employment. This study’s findings will help researchers, project sponsors, government departments and industry practitioners interested in improving the cost performance in Afghan public projects.Originality/valueGiven the scarcity of research in war-affected and conflict-sensitive regions, this study fills a research gap on project cost performance by providing insights into the cost performance success factors in public projects in Afghanistan.

A Decision Support System for Evaluating Success Factors of Projects in the Oil and Gas Industry

Oil and gas (O&G) projects have a high social and economic impact in many countries. This study aims to identify the success factors in the O&G industry and to present a framework for evaluating the projects in an uncertain environment. In this study, 197 indicators are identified from a literature review and summarized to 34 indicators. Exploratory factor analysis (EFA) was performed, and seven main factors have been identified as success factors of O&G projects. Confirmatory factor analysis (CFA) confirmed the validity of the measurement model. A two-step fuzzy inference system is proposed to present an evaluation framework for assessing the performance of O&G projects. The hybrid framework was applied for the assessment of five Iranian O&G projects.

CRITICAL SUCCESS FACTORS FOR LARGE HYDROCARBON PROJECTS

According to World Energy Outlook 2020, investment of near about USD 1.2 Trillion is required every year to meet global energy demand for the period of 2020-30. Out of this, substantial portion of investment is expected in the hydrocarbon industry. Like many other industries, hydrocarbon industry is hit hard by Covid-19 pandemic with decrease in demand though recovery in demand picked up gradually from the latter half of year 2021. Timely execution of Large Hydrocarbon (LHC) projects within budgeted estimates is necessary to keep the faith of investors in this sector and to attract further investment. The LHC projects are more complex in nature due to various stakeholders' involvement, which may typically involve process technology licensors, owners, project management consultants, contractors, government agencies etc. The purpose of this study is to find out the Critical Success Factors (CSFs) for LHC projects. The study commenced with comprehensive literature review for identification of reported CSFs for various industries. Thereafter, data collected from expert interviews and questionnaire survey are analyzed to find out CSFs for LHC projects. The study provides a list of CSFs which may be referred as guiding tool by industry practitioners and may help in reducing the schedule and cost overruns.