Success Factors For Projects Research Articles

Sustain(able) urban (eco)systems: Stakeholder-related success factors in urban innovation projects

Urban areas are centers of financial and industrial activities and social life. Therefore, they are high consumers of resources and energy. Consequently, the relevance of sustainable urban transformation as a mean to counter climate change is increasing. However, because cities are complex and adaptive (eco)systems characterized by constant change, established innovation management approaches are not necessarily compatible with them. Therefore, this study aims to shed light on the underlying mechanisms, innovation barriers, and drivers of urban innovation development in urban ecosystems. It adopts the complex adaptive system perspective that allows an exploratory analysis of intricate stakeholder interactions, being a means to achieve urban transformation. Based on a qualitative content analysis of data obtained through 20 semi-structured interviews, the author shows that urban innovation implementation relies on the interaction between stakeholders in the urban district and from the near and distant urban environment. However, individual, organizational, and ecosystem innovation resistance in the urban district hinder innovation implementation, innovation drivers instead focus on the core of the urban ecosystem. In addition, based on a crisp-set qualitative comparative analysis using data from 33 German urban innovation projects, the author identifies and proffers combinations of specific innovation drivers that result in urban innovation implementation.

Application of System Thinking and Factors Interrelationship Analysis to Identify Primary Success Factors of Post-Natural Disaster Recovery Projects

An increasing number of natural disasters and deficiencies in recovery projects have emerged recently and necessitated the creation of versatile guidelines to achieve successful Post-Natural Disaster Recovery (PNDR) projects. Although some criteria have been set to measure these PNDR projects’ success, this topic needs further investigation. The solution may be extensive studies offering a holistic explanation for PNDR projects’ success. This paper creates a comprehensive continual cycle to illustrate these projects’ objectives. Subsequently, subsets or influential elements of the defined objectives can be recognized. Recently, several attempts have been made to apply System Thinking to construct a framework of the influential factors in a successful PNDR project; however, there is little focus in the previous works on identifying all the influential elements. This study can be separated into two parts; the first involves context analysis, which is applied to numerous resources coded by NVivo 2020 and several codes derived from five subsystems. Subsequently, the identified factors within the PNDR projects’ life cycle are analyzed twice, and the existing interrelationships are found out. The factors’ redundancy is examined, and among the 59 final factors, an objective-based categorization is performed. The time-based objectives, known as Primary Success Factors (PSFs), and their subsets/influential parameters are lastly illustrated and used to structure the identification and measurement of Critical Success Factors (CSFs) for future research.

A Cost Model for PV Based Renewable Energy Projects

The energy from renewable sources had always been perceived as free or at least lower-cost energy, with its sourcing from natural sources such as solar radiation and wind energy. In actual the cost breakdown of renewable energy would exceed that of traditional energy sources in almost all cases. This study attempts to produce a cost model for renewable energy systems. The model takes into account different requirements and site variations into account. In this paper, elements of the cost model Renewable Energy System (RES) especially, photo-voltaic solar systems, have been investigated. Cost items are presented alongside a to-do checklist for the new Photo-Voltaic (PV) solar energy system. The goal of this study is to construct a model that would cover the cost sources as well as bring to attention the unexpected sources of cost variations that include all possible cost items of a new solar renewable energy system. The feasibility of the new system is expressed in terms of Total Cost (T.C) and Cost of Energy (COE). The model can evaluate the feasibility of off-grid as well as on-grid systems. The model investigated properly as well as an empirical analysis and verified through results comparison with reviewed case studies. The results revealed that the cost of off-grid systems is higher than the cost of on-grid systems due to the cost of batteries as well as the cost of standby generators. So, it would be more feasible to use an off-grid system only in remote or isolated areas. Risk Cost lists, ranking and success factors of new renewable projects are exhibited.

Success factors in the realization of large ice projects in education

There has been a long tradition in making ice structures, but the development of technical improvements for making ice buildings is a new field with just a handful of researchers. Most of the projects were realized by professors in cooperation with their students as part of their education in architecture and civil engineering. The following professors have realized ice projects in this setting: Heinz Isler realized some experiments since the 1950s; Tsutomu Kokawa created in the past three decades several ice domes in the north of Japan with a span up to 25 m; Lancelot Coar realized a number of fabric formed ice shell structures including fiberglass bars and hanging fabric as a mold for an ice shell in 2011 and in 2015 he produced an fabric-formed ice origami structure in cooperation with MIT (Caitlin Mueller) and VUB (Lars de Laet). Arno Pronk realized several ice projects such as the 2004 artificially cooled igloo, in 2014 and 2015 dome structures with an inflatable mold in Finland and in 2016–2019, an ice dome, several ice towers and a 3D printed gridshell of ice in Harbin (China) as a cooperation between the Universities of Eindhoven & Leuven (Pronk) and Harbin (Wu and Luo). In cooperation between the University of Alberta and Eindhoven two ice beams were realized during a workshop in 2020. In this paper we will present the motivation and learning experiences of students involved in learning-by-doing by realizing one large project in ice. The 2014–2016 projects were evaluated by Sanders and Overtoom; using questionnaires among the participants by mixed cultural teams under extreme conditions. By comparing the results in different situations and cultures we have found common rules for the success of those kinds of educational projects. In this paper we suggest that the synergy among students participating in one main project without a clear individual goal can be very large. The paper will present the success factors for projects to be perceived as a good learning experience.

Increasing Project Effectiveness by Combining the FMEA Method Results and the Costs of Quality (Based on the Example of an Employee Relationship Management Project)

Abstract Objective: This article presents a project focused on the stabilization of employment in a multi-generational organization in the scope of human resources –specifically, employee relationship management. Methodology: The type of project was evaluated by taking into account different typological criteria. The employee generations were defined by providing time ranges based on dates of birth. All important project stages were presented according to the newest PMI 2017 methodology, with particular attention to the selection of the model of the project team and the division of tasks within the team. The critical path method was used in the description of the course of project activities. Findings: The method of determination of project success factors was specified. Value Added: In accordance with the title of the article, it was, however, shown how one can combine the identification of the level of project risk (using failure mode and effects analysis – FMEA) and the costs of quality to increase the project effectiveness. Recommendations: Projects of this type are important in these organizations where the risk of loyalty is high, which leads to negative economic implications. The advantages from such projects can, however, affect more than the employer.

The influence of transactional leadership and soft skill project manager to project success factor in the Indonesia construction industry

The Indonesian government in the next 5 years will focus on infrastructure development and also human resources. The need for construction human resources is huge, considering that infrastructure development, especially for the new National Capital, can be implemented well. In the field of building construction, project implementation requires not only good scheduling, knowledge and technical skills but also human resource management. This is because the project organization involves many stakeholders, one of which is the project team. In large-scale projects with high complexity require project manager skills in leading projects to achieve goals. Leadership is a part of skill competency that is classified as soft skills for project managers. And the transactional leadership style is part of the leadership that is widely applied in Indonesia. Therefore, the authors examine the effect of transactional leadership and soft skills on project managers on the factors that influence project success in Indonesia. This research using questionnaires and addressed to construction companies in Indonesia and processed by SEM (Structural Equation Modelling) - PLS method.

Cycle Logistics Projects in Europe: Intertwining Bike-Related Success Factors and Region-Specific Public Policies with Economic Results

The aim of this paper is to investigate whether and which specific, distinctive characteristics of European cycle logistics projects and the corresponding supporting policies have an impact on their economic performances in terms of profit and profitability. First, we identify project success factors by geographic area and project-specific characteristics; then, we statistically test possible dependence relationships with supporting policies and economic results. Finally, we provide a value-based identification of those characteristics and policies which more commonly lead to better economic results. This way, our work may serve as a basis for the prioritization and contextualization of those project functionalities and public policies to be implemented in a European context. We found that cycle logistics projects in Europe achieve high profit and profitability levels, and the current policies are generally working well and supporting them. We also found that profit and profitability vary across the bike model utilized: mixing cargo bikes and tricycles generates the highest profit and profitability, whilst a trailer–tricycle–cargo bike mix paves the way for high volumes and market shares.

The Project Strategy Matrix: Systematizing the Design and Management of an Explicit Project Strategy

The notion of project strategy, i.e., the strategy of an individual project, remains an open field of investigation. Despite the significance of the topic, a few works in the literature examine the subject in a systematic way. Likewise, project strategy has not yet become a first-class, widely used construct, and an integral element of current project management practices. Moreover, most of the existing ideas around project strategy focus on business and management aspects, such as the alignment of projects with corporate strategy and project success factors. Consequently, limited support is provided with respect to the implementation aspects of project strategy. The main goal of this article is to bridge this gap. Specifically, to achieve this goal, we first discuss and exemplify the significance of an explicit project strategy. Subsequently, following a relevant literature review, we put forward a methodological means, called the project strategy matrix, which can be applied to design, capture, communicate, and manage the concrete strategy of a project. Such means capitalize on and adapt Rumelt's seminal work on business strategy, in a more problem-solving-oriented approach that puts emphasis on the key challenges and constraints of projects. We employ a real-world scenario of an Information Technology project to illustrate the case, to support our argumentation and to exemplify the project strategy matrix. Moreover, based on practical experience in a number of projects using a collaborative practice research approach, we report relevant findings and provide insights on the way the project strategy matrix can be applied in the real world. Finally, we call for an intensification of research on the topic of project strategy and make concrete recommendations in this regard.

Success Factors of Mixed-Use Building Construction Project: A Case of Arada Sub-City, Addis Ababa

The construction sectors project implementation is realized by which it undergoes many problems, difficulties and highly complicated process from inceptions to completion. Ethiopia’s construction projects are highly subjected to cost and schedule overrun and developing success factors as early as possible is a pressing issue. The objective of this paper is to determine the most significant success factors of mixed use building construction project using quantitative statistical method. Data collected from different respondents through questionaries’ analyzed using RII. Based on the RII result General Project management Related success factors becomes the leading than other success factor group. This group is more general and shared by all stakeholder and considered in each phase from initiation to the end. Followed by Environment, Client, Consultant and contractor related major success factor groups respectively. All the aggregated list of success factor has a significant factor for the success. Most important success factors are: Lessons learned from previous project, having qualified and specialized personnel, clearly defining project scope, Consistency of currency price & stability of national economy, Material and equipment availability, Conducting On-job research, Consultant commitment to ensure construction work. Identifying success factors with respect to each stakeholders and phases will benefit a lot to do their best at each stage of the project. Learning from previous work, having qualified and specialized personnel and defining scope clearly should have to be the core of project participant at each stage of construction project to accomplish successfully.

Impact of Collaborative Processes on the Success of Construction Projects in Nigeria

Collaboration is essential to the success of construction projects and a defined collaborative process is one of the key elements of a successful relationship in construction. Although the consultant and contractor are key stakeholders in construction yet it is not being proven how their relationship affect projects in Nigeria’s construction industry. Therefore, this study evaluates the effect of collaboration on the success of construction projects. Quantitative study was conducted and primary data were collected through structured questionnaire on collaborative processes, success factors of projects in relation to collaboration and the impact of consultant-contractor collaboration on project success. The data collected from 135 consulting and construction firms in Lagos, Nigeria was analyzed using frequency distribution, mean score, ANOVA and multiple regression. The finding of the study revealed that the consultants and contractors are involved in the collaboration processes though they are mostly involved clear roles and responsibility, information sharing, cooperation and coordination, improved communication and collaborative governance. Also, the finding revealed that efficient coordination and dedicated team are the collaborative factors that contribute more to project success. Conclusively, the finding depicts that effective and efficient collaboration between consultant and contractor significantly impact the success of construction projects with R² as 0.7403. The implication of the study is that project actors should continually accept and practice all levels and processes of collaboration and so as achieve a successful project delivery and pave way for the implementation of digital collaboration in Nigeria’s construction industry.

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

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

Success Factors of ICT Projects in Digital Transformation

Success Factors of ICT Projects in Digital Transformation

Conditions and success factors of entrepreneurial projects involving persons of pre-retirement age

Conditions and success factors of entrepreneurial projects involving persons of pre-retirement age

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.

Assessment of Feasibility, Challenges, and Critical Success Factors of MiC Projects in Hong Kong

Abstract Modular integrated construction (MiC) is a groundbreaking innovative technology, transforming the traditional construction into a value-driven assembly of free-standing volumetric modules ...

Linking Governance to Performance of Government-funded Projects in Kenya

The purpose of this paper is to identify project governance practices that affect the performance of government funded projects, especially in developing economies such as Kenya. Research has shown that successful project implementation plays a major role in building a country's economy. Despite this fact, failure in such projects is persistently being witnessed. To understand this, extant literature was conducted on project governance and performance of projects. Various studies seem to agree that project governance is a major project success factor that ensures project success criteria is met. While this has been renowned, there is no set of agreed upon project governance practices that suits all types of projects and consequently these practices will be determined by the specific project context. This then formed the basis of the study. Four governance practices are identified as contractual governance, business model governance, project risk governance and monitoring and control that if implemented well in projects may increase chances of project success. Future studies should however be geared towards developing a comprehensive list of project governance practices.

Success Factor Analysis of Multiple Project Management

PT XYZ is one of the largest manufacturing industry companies in Indonesia, that using multiple project management. Several concurrent projects existed, or also referred as multiple project management. Multiple project often cause several problems, such as the long duration of the project because of wrong determining priorities and limited resources. These problems certainly affect the success of the project in general. The success of the project is measured by the project iron triangle, that is budget, quality and time. Success of a project is important, and many research has been done to determine the project success factors. However, there is still limited research related to multiple projects. This is exploratory research, and initial stage where researchers will determine the factors that support the success of multiple projects. Following the variable identification from literature study, a survey was conducted. This research use exploratory factor analysis (EFA) and mean vs standard deviation analysis. Results of the study, success factors of multiple projects formed six factors including communication, organizational, technical, external, resource, and project factors. As a recommendation for the company, which factors are significant are seen from the results of the mean analysis, with the highest significance results are : (1) Material availability; (2) Realistic planning; and (3) Manager's competence

From Past to Present- the Development of Project Success Research

Project success research has been a field of importance for more than three decades. The research field has been developing along the passed time; however, our understanding of this development is very limited. This study aims at understanding the longitudinal developments in the project success research field, and discussing and elaborating further results on the basis of previous studies. For this purpose, a literature study was conducted where the emergent research interests were identified. After that, two separate syntheses of success factors and criteria were developed for identifying the most often present ones (later termed weighty). Findings of this study present the evolution process of project success research. This directs one’s attention on the nature of project success research, leading research questions, main targets, outcomes and chronological presentation of the obtained results. In addition, this study led to interesting results concerning project success factors and criteria. The findings suggest that there are 65 factors, contributing to project success, among which communication, top management support, project manager’s competency, clear objectives and realistic obligation, monitoring and feedback, and risk management are the critical ones. Moreover, 13 frequently mentioned project success criteria in the literature were identified where meeting cost, meeting time, customer satisfaction, meeting quality, and business success are the top five ones. Findings of this study can be insightful for research community and project practitioners to be aware of the development process of project success research.

Measuring Success of Water Reservoir Project by Using Delphi and Priority Evaluation Method

Traditionally project success has been defined in terms of the time, cost and quality. Extending the traditional triangle to include other factor of stakeholders and end-user provide a more complete view of project success. The aim of the study is to determine the factors that can be used to assess water reservoir project success. The factors for project success in from previous study have been identified and then, narrowly to determine the critical success factors by evaluating the appropriateness of the factors. Delphi method has been applied and a one day seminar has been conducted with a group of expert who involved in construction of water reservoir project in a water company agency. An initial questionnaire has been asked during the seminar through brainstorming and discussion session to identify potential success factors. Following from the seminar, a questionnaire survey was distributed to the participant for the purpose to establish the level of important of the factors. From the feedback of thirty (30) expert opinion and fourteen (14) returned expert surveys, refined seven (7) clusters of project success factors were identified: Clear Realistic Objectives; Quality Factor; Time Factor; Cost Factor; Deliverable; Legacy System; and Safety, Health and Environment. A template for measuring project success has been produced base on Priority Evaluation Method. At the end, five (5) actual projects in the water company agency have been used to show the application of the measuring project success template specifically for the water reservoir project. It has been used to determine the successfulness of each project. It shows that the main factor of an unsuccessful water reservoir project in this case are because of unclear realistic objectives, deliverable issue and time factor.

Critical Success Factors on PPP Water Project in a Developing Country: Evidence from Indonesia

This study aims to explore the critical success factors of the Water Public-Private Partnership (PPP) Projects in developing country with evidence from Indonesia. We all know that water is a basic need and therefore it becomes very important for the governments especially in the developing countries to develop and formulate a comprehensive water policy to deliver and manage the water services in the most appropriate manner as well tackle several challenges such as budget and project efficiency. In this context, PPP is a promising scheme to address the water problems, hence it becomes important to reveal the success factors of water PPP projects. An Analytic Hierarchy Process (AHP) questionnaire built from delphi methods is used to capture the perception of the relevant stakeholders in relation to the success factors. The results of this study show the most critical success factors in PPP water projects is the support and acceptance of the stakeholders from the community, whereas the private and public entities are the the second and third important factors. These findings contribute to the success of the PPP stakeholders by enhancing the policy-making decision process and by executing the water policies to support the development of PPP in the Water Sector.