Project Management Success Factors Research Articles

Critical Success Factors of Project Management in Indian Manufacturing Companies: A Quantitative Investigation

This quantitative investigation aims to identify the critical success factors (CSFs) of managements of projects in Indian manufacturing companies. CSF includes project planning, project control, project team management, and stakeholder management are significant within Indian manufacturing companies. There is also an availability of a measurable impact of different project management practices on project success. The conclusions of this research can help project managers in Indian manufacturing companies to understand the critical factors that affect project success and to implement appropriate project management practices to achieve success. This research can also add to the existing amount of research on project management by providing more insight into the workings of CSFs in the context of Indian manufacturing companies. The findings of this study also serve as a reference for project managers in other industries and countries to identify and prioritize CSFs in their specific contexts. Overall, this study provides valuable insights into the CSF of PM in Indian manufacturing companies, which can help organizations to enhance their project management practices and ultimately achieve project success.

Critical project management success factors analysis for the construction industry of Bangladesh

PurposeThis paper aims to identify the critical project management success factors and analyze those factors to achieve a sustainable construction industry in Bangladesh.Design/methodology/approachThis study identified 41 major problematic factors from the related literature. In this research, a detailed questionnaire survey was conducted among the experts and stakeholders of the construction industry of Bangladesh. The survey was carried out on a Likert scale and ranked the critical factors using the relative importance index (RII). The 41 problematic factors were divided into five group factors and ranked by the RII index to prioritize the factors. Finally, stakeholders' opinions were analyzed with the critical assessed factors, which was a very effective technique to eliminate the risks and uncertain occurrences in the construction industry of Bangladesh.FindingsThe factors analysis revealed that cost overrun, traffic jam, low wedges, slow payment for completed works and financial issues of the owner were leading critical factors in construction projects. Moreover, the critical factors are divided into five-factor groups, namely, financial management, monitoring and feedback, competency management, communication and coordination management, and risk management, which exhibit 0.767, 0.720, 0.711, 0.710 and 0.658 RII values. After all, the stakeholders' opinion suggested that implementing modern tools and techniques can help to avoid the critical situation in the construction industry of Bangladesh.Practical implicationsThe construction industry of Bangladesh is moving away from stable construction work day by day. Previously, the potential CSFs were discussed unstructured way. Hence, detecting early warning signals in a structured way has become necessary for the building firm's survival.Originality/valueThough some scattered critical issues are discussed in different literature, the critical issues of the Bangladeshi construction industry were not investigated extensively. Therefore, this study finds out the potential critical issues of the construction industry of Bangladesh to accumulate such harmful construction issues in a single platform so that the construction industry can have an overview of them with the help of innovative technologies.

Identification of Key Success Factors in Healthcare Project Management: Multiple Case Studies from Poland

The article presents the results of research on key success factors in project management in the healthcare sector. The aim was to identify and analyze the key success factors, their understanding and perception by stakeholders, and the practical implications for healthcare project management.

Project Management Leadership Assessment: A Review to Propose a Framework

Project stakeholders are always trying to make the project a success, so the factors that influence the project's success become a growing concern and should be appropriately managed. Although various factors influence the success of a project, the project manager, as a leader in organizing, directing, and managing all types of project activities, plays a significant role. This study aims to develop a framework for assessing project management leadership as a factor in project success. The method used in this research is an in-depth literature review. Indicators of leadership factors in the success of project management have been identified, consisting of four main categories: competence of behavioural, intellectual and technical, managerial, and quality of leadership style, with 24 subcategory variables complementing the four main variables. A framework for leadership success factors in project management has been proposed, including ways of assessing, gap analysis, and interpretation of results.

Success Factors in Construction Project Management

It is important for a contractor to know which points should be emphasized when negotiating a project, and what factors need to be considered in order to ensure that the project will be as successful as possible. This research focuses on effective project management within construction projects, and the factors that affect project success. This was done by looking at two similar projects executed at the same time with two different project managers. One client was a non-profit organization run without profit goals, and the other client was a real estate development company with investment in mind. The works started in a different way, as one project took part in the design phase from the beginning and had a fixed unit price, while the other consisted only of the execution of the project and a cost-plus contract. The results of the projects turned out to be different in terms of schedules and profits. One client has continued to use the relevant contractor for many other projects, while the other client did not want to continue working with the contractor. Qualitative methodology was used during the research and enabled the researcher to gain deeper insight into the experience of the project managers in their work. Information was also obtained about the tools that the project managers used to secure the project\'s finances, schedules, quality, and other important issues. Two interviews were conducted with senior project managers in the team. The answers given by the project managers were then compared and analysed to determine what caused their projects to produce the results they did. The main findings involved the importance of positive communication and trust, especially between contractors and the client, but also within the overall project, within the team, subcontractors, suppliers, and designers. Another factor that greatly affected the success of the projects was organisation, including the recording of data, whether it was about schedules and the processes followed to meet a specific schedule; or financial management, including keeping track of additional work and deviations, as these items are often costly and come up in the end of the project when the settlement begins on unresolved items. At the same time, keeping track of the quality of the project is also important, as is, again, recording reviews, deviations, and mistakes, as they can be both costly and time-consuming.

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.

Transformational Leadership Laboratory: The Project's Success Factors

This study investigated success factors of transformation projects that were managed by Indonesian public leadership education and training participants. Previous reports on project management success factors mostly were of quantitative natures and paid very little attention to the process of educating and training of prospective public project managers. All of key informants were alumni of public leadership programs in Indonesia, who involved voluntarily in the current qualitative study. Open-ended questionnaire was set up for one on one interviews in gathering evidences, and the NVivo 10 was used both in managing and analyzing them. The constant inductions of this research revealed that project’s innovation, team performances, risk management, resources controlling, and schedule monitoring were the top five success factors in managing public transformation projects in education and training settings.

Success Factors in Project Management in the Financial Sector in Ghana: Screening for Construct Items

This study screens for individual manifest variables that make up the critical success factors in project management in the financial services sector in Ghana. A descriptive quantitative research technique was employed. A sample of 75 project team members were selected from commercial banks, insurance companies, and non-bank financial institutions in Ghana. Data was analyzed using the Principal Component Analysis.  Apart from two manifest variables of culture; thus, beliefs, and general attitudes, all other variables significantly accounted for project success in the financial services sector in Ghana. Among the 9 factors retrieved, project team competence contributes the highest level of variance on project success, with about 21.3% of the variance contributed. Management commitment contributes the second highest variance on project success, with about 16.2% of variance. Culture contributes the least amount of variance to project success, thus 5.6% of the variance contributed. Project management organizations in the financial services sector would need to give priority to considering project team competency and management commitment, with consideration also given to other factors and individual manifest variables.

Time-cost trade-off model in GERT-type network with characteristic function for project management

Activity crashing is an efficient way for project acceleration but always leads to time–cost trade-off issues. The current study proposes an optimal time–cost trade-off model in GERT (Graphical Evaluation and Review Technique) with consideration to both the probability of on-time delivery and under-budget. Firstly, the hypothesis in the previous literature that the minimization of expected completion time is equivalent to the maximization of the on-time completion probability is proven to be invalid. Secondly, to ensure successful project completion, the constraints on the probability of on-time delivery and under-budget are added in the trade-off model. Furthermore, the characteristic function-enhanced GERT is designed to derive the probability density function of project time and cost, thereby yielding the on-time probability and under-budget probability. Consequently, the stochastic programming model for time–cost trade-offs is presented to minimize the mean duration while ensuring a desired on-time completion probability and under-budget probability. To solve the proposed stochastic programming, a genetic algorithm-based solution procedure is designed. Finally, a numerical example is employed to demonstrate the effectiveness of the proposed model. The study contributes to our understanding that minimizing mean duration cannot necessarily maximize on-time project completion. It also helps us reduce the mean project duration and guarantee high on-time delivery and under-budget performance simultaneously, which are two critical success factors in project management.

Stakeholders Management in Rainfall Enhancement Project of Oman

Stakeholder management is instrumental in the success of a project and thus in the present study, different dimensions of stakeholder management were critically evaluated in the context of the rainfall enhancement project in Oman. The rainfall enhancement project, using the ionization technique, is among the major national projects recently undertaken by the Omani government to confront the country’s scarcity of water resources. Oman showed an interest in artificial rainfall in 2013, setting up an ambitious project that includes 12 ionization stations. The government decided to implement the Australian experience in artificial rainfall. This method is used by experts in the field to enhance the amount of rain by emitting ions with favourable climatic conditions. Oman appointed a local enterprise to establish the artificial rainfall project by implementing the Australian method, using the ATLANT system (Figure 1), which has proven to be statistically successful. Although ATLANT technology has only recently come to light, attempts at rainfall manipulation have been ongoing for decades. Rain enhancement technology was introduced as far back as the Second World War. The government has started to make the 12 potential stations operational, either by appointing the same company to manage them or by managing the project themselves through the Ministry of Regional Municipalities and Water Resources. Five years into the project, there had been a noticeable increase in rainfall. It rose by 18% between 2013 and 2017, a result that encouraged the state to carry the project forward to completion. The work done has considered the view of relevant literature, and data has been collected through a structured questionnaire passed to 332 participants who are considered to be stakeholders. The study hypotheses have been formulated on the basis of study propositions, and a conceptual model has been proposed to be tested in this study. It also details the key concepts in project management success and stakeholder satisfaction. The study focuses on critical success factors in project management and their impact on project management success and on stakeholder satisfaction. The work aims to identify the critical success factors contributing to project management success and to ascertain their applicability to and suitability for rainfall enhancement projects of the kind used here as a case study.

Success factors in project management on the example of a selected construction industry enterprise

Success factors in project management on the example of a selected construction industry enterprise

Thought-Piece on the Effectiveness of Contemporary Project Management and Its Top Performing Enablers

One of the most important factors for project success is effective contemporary project management. The aim of this article is to provide project manager practitioners with access to the successful contemporary project management enablers using evidence-based research. A systematic scoping literature review using qualitative and quantitative design was performed on the ScienceDirect database using studies and articles, published in English between 2010 and 2019. This search included factors regarding successful contemporary project management and citation tracking. All studies and articles were peer reviewed. Charted data were narratively reported by clustering the results according to the identified success criteria. The review process resulted in one conceptual framework, one literature review, one survey, and one article about research on another topic, which is related to project management success factors. This article shows that to enhance evidence-based practice, it is recommended that in a contemporary project approach, every project establishes a complementary team-related project with gates as checks to ensure transparency, clarity, and comprehension. Its purpose would include the definition, development, and implementation of clear communication strategy and a mentoring and training program to support retention, build loyalty in organizations, and enhance cooperation between the stakeholders and the project team. A limitation of this study includes the consideration of contemporary project management success factors only but not those success factors influencing contemporary project management success. A second limitation is the use of a single database and the exclusion of journal quality.

An Exploratory Study on the Success Factors of Project Management After Content Investment

An Exploratory Study on the Success Factors of Project Management After Content Investment

Research on success factors of internet product project management with grounded theory

Research on success factors of internet product project management with grounded theory

Research on success factors of internet product project management with grounded theory

Research on success factors of internet product project management with grounded theory

AHP기법을 통한 EPC기업의 프로젝트 핵심성공프로세스 개발

Purpose By developing the key success processes of the projects of domestic EPC companies participating in overseas power generation and petrochemical projects and presenting them to academics and industry, it will contribute to the study of project management and improve the international competitiveness by enhancing the project execution capability of domestic EPC companies. Methods The research method is to compare the proportion of each process to 49 processes functions in 10 knowledge areas and 5 process groups presented by PMBOK 6th edition by a group of experts with more than 20 years of experience in the representative plant EPC companies in Korea. After collecting expert opinion analysis data, we used the Analytic Hierarchy Process (AHP) technique and tiered and prioritized for each stage of project execution. Results The existing qualitative method is quantitatively analyzed to determine priorities for key success factors of project management and methodology accordingly. Conclusion By prioritizing the detailed elements of the EPC project management process in the overseas power generation and petrochemical sectors, we present strategic directions for the execution of overseas projects by domestic EPC companies.

Critical Success Factors of the Project Management in Relation to Industry 4.0 for Sustainability of Projects

Sustainability has recently become a phenomenon; small and medium-sized enterprises (SMEs) are increasingly emphasizing the principles of sustainability in their corporate governance. They implement these changes through project management. The purpose of the paper is to determine the critical success factors in project management, as seen by the managers of Czech manufacturing enterprises, related to the most to the successful completion of the projects. We aim to analyze the relation of these success factors to Industry 4.0, Human Resources, and sustainability. We determined the possible interconnectedness of the critical success factors using correlation coefficients. Then, we compared them using the Mann-Whitney test with new corporate management trends. The results show that companies consider Leadership and Experiences, and Employees and Flexibility to be key factors in project management’s success. The most important critical factor for the sustainability of projects focused on Industry 4.0 is the finances that decide the implementation of projects. The benefits of Industry 4.0 concerning sustainability have been identified in projects aimed at implementing new energy sources. In addition to the results obtained, the development of a methodology for evaluating Industry 4.0 projects’ success concerning sustainability may be based on critical success factors in the future.

Factores críticos de éxito en las etapas de entrega y utilización de proyectos: el caso de la industria de juegos de suerte y azar en Antioquia (Colombia)

Esta investigación explora los Factores Críticos de Éxito (FCE) para las etapas de entrega y utilización de proyectos en el caso de una de las más importantes empresas del sector de juegos de suerte y azar en Antioquia (Colombia). Desarrolla un modelo con siete categorías y un instrumento que mide la percepción acerca de los factores de éxito. Los resultados muestran diferencia entre los proyectos exitosos y no exitosos para todas las categorías analizadas. Sin embargo, las categorías “Eficiencia del Proyecto” y “Realización de beneficios” son los principales factores críticos de éxito. También, confirma que los factores de éxito difieren de acuerdo con la perspectiva de cada tipo de parte interesada: patrocinadores, gerentes, equipo del proyecto, clientes y usuarios finales. Este estudio contribuye con evidencia empírica para los factores críticos de éxito en la gerencia de proyectos desde cuatro perspectivas: 1) en las etapas de entrega y utilización; 2) desde la perspectiva de los diferentes interesados; 3) en la industria de los juegos de suerte y azar; y 4) en un país en desarrollo, como es Colombia. Finalmente se puede concluir que el valor que se le da a los nuevos conocimientos y experiencias en proyectos exitosos y proyectos sin éxito, es una oportunidad para crear un sistema de gestión del conocimiento, que permite generar una cultura favorable para el desarrollo de los diferentes tipos de proyectos en la empresa.

Review of Design and Build Construction: Descriptive Statistics in one of the South East Asia country

In the area of the construction sector, the primary concern is economic growth. There are many issues and challenges associated with it. The growth and rapid development of this industry put their players, mainly the construction firms feeling the heat by competing with each other. The main challenge is the completion period for a particular project. This study was done in Manila, Philippines, where Design and Build (D&B) method has gained much interest and considered very important today. The rise of new innovative systems saw the emergence of new factors in the construction industry that will become future adoption. This study focuses on factors affecting the successful completion period of the construction industry, whereby it is very crucial for the country's economic and market development. A quantitative research methodology was applied in this study. A total of 967 survey questionnaires sent out, and only 396 respondents fit to be analysed. Respondents involved were contractors, consultants, and developers. It was learned that critical success factors in project management play significant roles in driving projects to examine the determinants of success completion time of Design & Build construction projects. Findings from this study shall be used by the authority in drafting a policy guideline for future construction development. It is hoped that this study provides a better understanding of construction challenges for future undertaking.

Project management success factors: in search of product development project specialities

Project success is a multifactorial issue, including difficult to quantify, soft factors as well. Project management style, collaboration within the team, and the level of standardisation may have an essential influence on the deliverables, moreover, on corporate performance. A prescription answer is not achievable considering the individual characteristics of projects but finding best practices and critical factors help to improve the performance. This paper presents the results of a survey among product development project experts (n = 112) evaluating the relevance of some success factors and their practical experience in the field. The results show that keeping the project plan and managing long-term issues like lessons learned database or module database are the most critical factors of success. The analysis did not find patterns of the responses that confirms the need for unique management actions.