Successful Project Management Research Articles

Изменения требований к компетенциям руководителей проектов под влиянием концепции устойчивого развития в России

IProject management and sustainable development are ones of the most important concepts that have gained great popularity in the scientific community in recent years. The need to integrate sustainability into project management is increasing every year changing the requirements for project managers` competencies.
 Despite of the growing scientific interest in this topic, there is a small number of research papers that consider the impact of the concept of sustainability on the competences of a project manager. Thus, the purpose of this study is to identify the most important knowledge, skills and abilities and personal qualities needed by project managers for successful sustainable project management. 
 The research is based on the analysis of the sources of scientific literature, international, and national standards in the field of project management.
 The results showed that over the past 5 years the project manager profession has undergone significant changes, and in order to achieve sustainability project managers need to develop new professional competencies based on knowledge, skills and abilities, and personal qualities.

Особенности и направления развития обеспечения контроля качества и приемки материально-технических ресурсов для объектов нефтегазовых компаний

IProject management and sustainable development are ones of the most important concepts that have gained great popularity in the scientific community in recent years. The need to integrate sustainability into project management is increasing every year changing the requirements for project managers` competencies.
 Despite of the growing scientific interest in this topic, there is a small number of research papers that consider the impact of the concept of sustainability on the competences of a project manager. Thus, the purpose of this study is to identify the most important knowledge, skills and abilities and personal qualities needed by project managers for successful sustainable project management. The research is based on the analysis of the sources of scientific literature, international, and national standards in the field of project management.
 The results showed that over the past 5 years the project manager profession has undergone significant changes, and in order to achieve sustainability project managers need to develop new professional competencies based on knowledge, skills and abilities, and personal qualities.

Application of Kano Model in Risk Identification of Software Development Projects

Risk management and identification of software projects is an important factor in software project management. Software project risks will affect the implementation of the project plans, and if they do, they will affect the project progress, increase the project costs, and even make the software project unfeasible. Risk occurrence can be minimized if risk management and identification are implemented in a project. However, in China, many software development companies do not have the awareness of risk management and identification, or use inappropriate management technology, resulting in software development projects are often delayed, beyond the budget or even failed. Successful project management requires good risk management and identification of projects. This study adopts the Ko model to scientifically and reasonably determine the priority of risk management of software projects, and take corresponding countermeasures for different risk factors, to ensure the smooth implementation of software projects, and then ensure the completion of them and the realization of objectives. This ensures the successful completion of software projects and optimal management with limited resources.

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.

Communication, leadership and team motivation as drivers of success in project management - development of a conceptual framework

Communication, leadership and team motivation as drivers of success in project management - development of a conceptual framework

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.

PROJECT MANAGEMENT MATURITY AND PROJECT MANAGEMENT SUCCESS IN DEVELOPING COUNTRIES

This paper explores whether organisations in a developing country have become more mature over time in their project management practices, and compares the current state to findings from a similar study conducted in 2010. It thus contributes to the scant literature on project management maturity in developing countries. Six hundred responses to a project management maturity questionnaire were used to investigate the perceived project management success of 9 389 projects. The results indicated that the perceived average project management maturity dropped from the 2010 value of 2.88 to 2.64 in 2020. Despite this, most of the projects surveyed were still perceived as successful. Keywords: Project management maturity, project management success, developing countries

Technology Focus: Mature Fields and Well Revitalization (January 2023)

Capitalizing on untapped potential and quantifying risk is the key to success in a turbulent commodity industry. Mature fields have seen it all. Periods of high oil price have invited increased investment and pushed boundaries, while low-oil-price periods have had a severe effect on the fields’ sustainability and development. Mature fields have existed through a time of great technological change and stand on the cusp of their ultimate fate—either to maximize recovery with the lowest possible expenditures amid tightening environmental regulations or to close the taps and prepare for painful abandonments. In a capital-intensive industry, mistakes often are unforgiving and the costs of uncertainty and error are great. Fluctuating technological, political, and business influences add to the volatility and risk in selecting the next big idea for mature fields. The framework and success of future opportunities is reliant on the data used to quantify them, and this is something of which all mature fields have plenty. As they have delivered value throughout their life, the uncertainty associated with them reduces, and the new ideas discussed here come to light. Alternative use of wells for geothermal energy generation, carbon sequestration in depleted reservoirs, and the use of machine learning to maximize recovery are solutions that provide insight into how diverse the scope of mature field rejuvenation ideas can be. These solutions have something in common, however; they aim to capitalize on data, modularize problems, and structure a sustainable solution. These solutions are scalable, upgradable, and, most importantly, cost-effective for large and small operators. The upstream sector has long valued efficiency and accuracy. Small improvements in mature fields can make a significant economic difference with an established infrastructure in place. Value in large mature fields still exists, but one has to know where to look and what lenses to use. Recommended additional reading at OnePetro: www.onepetro.org. IPTC 21436 Permeability Prediction Using Rock Typing, Flow-Zone Indicator, and Machine-Learning Techniques in a Brownfield Offshore Malaysia by Budi Priyatna Kantaatmadja, Petronas, et al. SPE 208204 Generating Value From Mature Gas Fields by Quantifying Well-Integrity Assurance With a Critical Analysis of Multiple Logs and Retrieved Tubular Surface Inspection by Christna Golaco, Sharjah National Oil Corporation, et al. SPE 209988 Successful Reservoir Management and Optimization of Mature Steamflood Projects Using Artificial Intelligence by Andrei Popa, Chevron, et al.

The impact of selected components of industry 4.0 on project management

PurposeEffective project management has contributed to successful operations and process management. The aim of this article is to scrutinize the relationship between a project success and the selected components of Industry 4.0. Instead of being reactive to measuring cost, timeliness, and quality (customer requirements), a more predictive indicator on a project success is needed. Design/methodology/approachThe survey involved a group of 370 respondents working in digital (information and communication) technology. The survey questionnaire contained 55 questions focused on 109 features. Data analysis was performed using several statistical techniques . FindingsOn the basis of a comprehensive survey, the findings show strong possibility for components of Industry 4.0 to be adapted as a predictor of project success, especially for digital upgrade and improvement. Selected components of Industry 4.0 play a key role in assuring effective (and successful) project management. Originality/valueThe study highlights the impacts from effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether the components of Industry 4.0 contribute to project success. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), Industry 4.0 should be considered as a predictor of project management’ success. Research limitations/implicationsThe survey was addressed to selected companies operating in the ICT industry (IT projects). The sample selection is based on the non-probability sampling. A novel method of converting respondents' answers into binary form was adopted.

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.

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.

Управление НИОКР в странах ОЭСР: опыт мониторинга результатов

The article deals with the issues related to the monitoring of R&D projects supported by the public funds. In accordance with the current legislation, monitoring of scientific, technical and innovation projects is carried out within the framework of the structural elements of state programs. To conduct monitoring, results, control points and objects of scientific and technical activities should be established. At the same time, however, within the framework of the three forms of financial support for the implementation of R&D projects – grant financing, subsidies for the implementation of public assignments, public procurement – different monitoring methods and procedures are applied. Further, the names of the control points are not linked to the results of projects in terms of technology readiness levels (TRL). Finally, information systems that support the monitoring and evaluation of R&D results are not fully compatible with each other. As a result, the overall effectiveness of monitoring decreases, which leads to delays in making managerial decisions and entails wasteful spending of budget funds. In the leading OECD countries, there is a practice of centralized methodological support of the implementation of R&D and innovation, which provides an unified approach to management of such projects and conjugation of state support at all stages of innovation cycle. Successful project management involves application of such specific management tools as the stage gates model and TRL methodology, which provide effective monitoring of results and flexibility in making management decisions, including the possibility of adjusting the basic parameters of projects at different stages of their implementation. The experience of foreign countries shows that in order to improve the quality and effectiveness of monitoring of R&D projects in Russia, it is necessary to ensure the harmonization of general and sectoral legislation governing the monitoring of the results of research, development and innovation projects, which will ensure the formation of a unified approach within the framework of project management of state programs. It is advisable to extend the rules for monitoring the results of R&D adopted in the system of grant financial support to the systems of public assignment and public procurement in this area of activity, creating conditions for the conjugation of various forms of public support. Finally, it is necessary to improve operation of the existing state information resources for the management of scientific, technical and innovation projects.

Управління проєктами у глобальному контексті: культурні аспекти та адаптація

The article is aimed at considering project management in a global context with a focus on cultural aspects and adaptation, i. e., to emphasize the importance of taking cultural aspects into account when managing projects in a global context. As a result of the study, the latest research and publications on project management in a global context are allocated. The purpose of management and project priorities are defined. The key stages of project management, as well as the main project participants, which can vary depending on its size, complexity and nature, are disclosed. It is substantiated that the successful implementation of the project requires cooperation and interaction of different participants who have their own responsibilities and roles. It is determined that understanding and taking into consideration cultural peculiarities become key factors for the successful implementation of the project in the global environment. The main cultural aspects in project management in a global context are disclosed. As a result of the study, it is proved that some cultures can emphasize individualism and independence, while others can emphasize collectivism and communion. It is found that successful project management requires consideration and adaptation to the diversity of cultures that affect the ways of communication, decision-making, organization of work and interaction with project participants. The article provides key aspects to be taken into account when adapting a project, which will help ensure the successful implementation of the project in a global context, thinking of the specific needs and requirements of the international environment. Prospects for further excursions in the direction of project management in a global context with a focus on cultural aspects and adaptation are important for the further development of this area. One possible direction of research could be to study more deeply the impact of cultural differences on the success of projects in a global context. This may include analyzing the impact of different cultural values, norms and practices on communication, decision-making and cooperation between project participants from different countries.

Project Management Best Practices for Successful Project Execution

The book "Project Management Best Practices for Successful Project Execution" is an in-depth investigation into the fundamental ideas and techniques that are the foundation of successful project management. The capacity to deliver projects in an efficient and effective manner is a vital factor in determining the success of a company in today's business climate, which is both dynamic and saturated with competition. This book provides insights, approaches, and best practises that have been demonstrated to be effective in enabling project managers and teams to confidently negotiate the intricacies of their projects. It delves deeply into both the art and science of project management.

Project Managers Selection in the Construction Industry: Towards the Integration with Artificial Emotional Intelligence and Technology

Emotional intelligence (EI) comes almost automatically to humans when we respond instinctively. This basic level of intelligence tells us how to behave in certain scenarios. However, can this understanding be used with the help of technology in selecting efficient managers in the construction industry where the rate of increase in costs and delays in the construction project never ends and even increases? This conceptual paper proposes a study exploring the theory of artificial emotional intelligence in the construction industry to reduce the increase in cost and time overrun in the project using mixed-method research. The indicators of construction project management success were collected from the literature. The questionnaire was prepared for the second phase, and sample data will be collected from construction project managers nationwide through an online survey to form the new model. Finally, the data will be tested and analysed to see the relationship between construction project managers' EI and project success using artificial intelligence technology. Later, they will be validated with a group of certified project managers in an appropriate workshop. This study will conclude whether selecting an excellent project manager can be achieved with the help of artificial intelligence, characterised by emotional intelligence theory. The study will also verify if there is a significant correlation between the performance of construction project managers with elements in the EI theory by using artificial technology and the success of construction projects.

How performance measurement can support achieving success in project-based operations

This paper investigates the existing and missing connections between the concepts of project management success and organizational success. We build a theoretical framework of the concepts and elaborate on it by examining three innovation project cases—a smart-city project with little organizational success-driven performance measurement, a product development project with overly ambitious project management goals but an overall positive organizational impact, and an R&D project involving practically no project management performance measurement since organizational success was considered paramount. Our unit of analysis in these cases is performance measurement in terms of its alignment or misalignment of success. We contribute to the literature by (1) examining the linkage between organizational success and project performance criteria, (2) exhibiting the interrelations, dominance, and use of certain project performance measures in determining whether a project is successful, and (3) offering a framework for understanding how performance measurement can support success in project-based operations.

An efficient and effective method for reliability assessment of project duration

ABSTRACT The reliability assessment of the project duration is essential for successful project management; this has prompted the development of various methods to assess whether a project will be completed within the target duration. In this study, an efficient and effective method for assessing the reliability of project duration based on the method of moments is proposed, which utilizes bivariate-dimension reduction technology and the third-moment reliability index. The proposed method can avoid the extensive calculations of various factors in the commonly used methods: the correlation coefficients between each pair of paths and the joint failure probability of each pair of representative paths. From two numerical examples, it can be concluded that the proposed method can obtain almost the same results as Monte Carlo simulations with less calculation.

Indirect Effects of Social Capital on Project Management Performance

This study examines the indirect effect of social capital on project management success (PMS) through knowledge management (KM) processes. We propose and test a model which examines how the relational resources embedded in the trust and norms among project participants influence PMS. Specifically, we test this integrated model using survey data collected from managers who had engaged in various project activities. The results show that the value of trust to PMS materializes as a consequence of knowledge sharing, while norms impact on PMS is manifested through both knowledge sharing and knowledge exploitation. We suggest that to improve PMS managers should find ways to improve trust among the participants of a project team and strengthen the norms and values that are associated with the projects.

Development of Theoretical Framework for Improving Implementation of Design Management Within Malaysian Construction Industry

Design Management is a systematic method of managing design process through integration of multiple stakeholders in a construction project. Its role and activity are about bringing ideas together, connecting, integrating, communicating, innovating and collaborating design activities, people, processes and resources that are related to the project. Project success can be measured either by objectives or subjective measures where both have their own contribution towards project management success and product outcome success. For this study, project success takes into consideration both measures. This is due to design-caused defect was found as the highest contribution in project defect when measured by cost. The aim of this research is to determine the relationship between design management and project success. For this research, the components of this theoretical framework were developed based on the theories and empirical evidence relating to design management and project success measure. The outcome shows that 41processes had been classified into 7 project stages: project initiation, preparation of design outline, conceptual design, detail design development, procurement, construction and project operation and 6 components of success measure had been identified: Objective measure consists of time and cost and subjective measures look into quality, health and safety, functionality and end-user’s, client’s, design teams and construction team satisfaction.

Modeling of planning function management in Vietnam’s public construction works

PurposeThe planning function is a central component of management principles, enabling the success of construction project management. Many works have been highlighting the topic of critical success factors within construction organizations, yet the results have rarely covered planning behaviors within public construction work management; these less investigated areas were the aims of this study.Design/methodology/approachTo fulfill this research aim, seven attributes of planning function were first derived through focus group studies, a focused literature review and focal interviews with industry practitioners. Then, a regression analysis design was employed with data collected from 139 professionals who are involved in public construction works management in Vietnam. The structural equation modeling technique with partial least-squares estimation was utilized to analyze the data.FindingsThe results revealed seven behavioral dimensions (i.e. Goals planning (PL1), Planning guidance (PL2), Strategic planning (PL3), Financial mobilization (PL4), Action plan (PL5), Expenditure planning (PL6) and Responsibility assignment (PL7)) to measure planning function management in terms of public construction works. The study also reveals that Goals planning (PL1), Financial mobilization (PL4), Expenditure planning (PL6) and Responsibility assignment (PL7) have significant effects on management effectiveness. At the same time, Goals planning (PL1) acts as the mediator of Planning guidance (PL2) and Strategic planning (PL3); while Action plan (PL5) specifies an indirect influence through the mediator of PL4, PL6 and PL7.Originality/valueThe success of this approach is expected to reinforce the contribution of the planning function and suggest a useful tool for supporting the professionals in managing public construction works.