Strategic Success Factors in Customization of Business Software

2012 ◽  
pp. 267-272 ◽  
Author(s):  
Tobias Tauterat ◽  
Lars Oliver Mautsch ◽  
Georg Herzwurm
Keyword(s):  
Success Factors ◽  
Business Software ◽  
Strategic Success

Key Success Drivers for Large High-Technology Projects

2016 ◽  
pp. 2341-2352
Author(s):  
Phil Crosby
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Strategic Success

Success in project management, and particularly in large, high-technology projects, continues to test the resources of organisations and their sponsors. This chapter revisits the conclusions of an earlier meta-study (Crosby, 2012a) that examined a large number of published case investigations and research efforts relating to the success and failure of projects. In that study, the success factors for general, and high-technology, projects were grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers, and the principal drivers were examined closely to reveal any less obvious characteristics influencing project success. This chapter takes the original findings of ranked success drivers and investigates how these align with the experiences of three large contemporary high-technology projects. The conclusions show that, while the original set of drivers remains valid as predictors of project success, the ranking is likely to vary, even between projects that are technically and structurally similar. Two additional success factors are added as a result of the present study.

Key Success Drivers

2012 ◽  
Vol 3 (2) ◽  
pp. 1-20 ◽  
Author(s):  
Phil Crosby
Keyword(s):  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Practical Application ◽  
It Projects ◽  
Body Of Knowledge ◽  
Success Indicators ◽  
Strategic Success ◽  
Key Staff ◽  
Key Indicators

Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.

scholarly journals Modelling the Strategic Success Factors of the Romanian ICT based Companies

2012 ◽  
Vol 58 ◽  
pp. 1111-1120
Author(s):  
Miruna Mazurencu-Marinescu ◽  
Daniel TraianPele
Keyword(s):  
Success Factors ◽  
Strategic Success

Strategic Success Factors for Selling Content Online

2005 ◽  
pp. 187-208
Author(s):  
Stephan A. Butscher ◽  
Frank Luby ◽  
Markus B. Hofer
Keyword(s):  
Success Factors ◽  
Practical Experience ◽  
Pricing Strategy ◽  
Business Success ◽  
Key Factor ◽  
Concrete Action ◽  
Revenue Streams ◽  
Strategic Success ◽  
Practical Implications

In this chapter the authors provide an overview of strategic success factors for sustainable and profitable business with online content. Based on the practical experience of the authors gained in numerous consulting projects in this field, the chapter reveals that business success will depend fundamentally on the providers’ ability to develop compelling and convenient new content forms of high quality that are easy to find and to buy. Another key factor is a sound integration of the product “content” in the overall business model, including realistic expectations regarding revenue streams. Furthermore, the conquest of new target markets is essential. Finally, they need to develop a sophisticated pricing strategy. The practical implications of the identified strategic success factors are illustrated by means of the case study, Selling Music Online, and are summarized in concrete action guidelines.

Structural Equation Modelling for Manufacturing Competency and Strategic Success Factors

2015 ◽  
Vol 19 ◽  
pp. 138-155 ◽  
Author(s):  
Chandan Deep Singh ◽  
Jaimal Singh Khamba
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Core Competencies ◽  
Value Management ◽  
Global Business ◽  
Managerial Competencies ◽  
Automobile Manufacturing ◽  
Equation Modelling ◽  
Technical Competencies ◽  
Strategic Success

As global business competition shifts from efficiency to innovation and from enlargement of scale to creation of value, management needs to be oriented towards the strategic use of human resources. Core and managerial competencies are not specific to any occupation. One could demonstrate the competency of “teamwork” or “client orientation”, for example, in performing any job. Specific technical competencies are not included in the model of United Nations competencies for the future. To complement the core competencies, individual departments may choose to define functional competencies related to their respective areas of work. This research involves development of model for Manufacturing Competency and Strategic Success for automobile manufacturing unit. The model has been developed by using SEM based on AMOS 21.0

Cross-border e-commerce logistics – Strategic success factors for airports

2020 ◽  
Vol 79 ◽  
pp. 100761 ◽  
Author(s):  
Thomas Van Asch ◽  
Wouter Dewulf ◽  
Franziska Kupfer ◽  
Ivan Cárdenas ◽  
Eddy Van de Voorde
Keyword(s):  
Success Factors ◽  
Cross Border ◽  
Strategic Success

Key Success Drivers for Large High-Technology Projects

2014 ◽  
pp. 167-178
Author(s):  
Phil Crosby
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Strategic Success

Success in project management, and particularly in large, high-technology projects, continues to test the resources of organisations and their sponsors. This chapter revisits the conclusions of an earlier meta-study (Crosby, 2012a) that examined a large number of published case investigations and research efforts relating to the success and failure of projects. In that study, the success factors for general, and high-technology, projects were grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers, and the principal drivers were examined closely to reveal any less obvious characteristics influencing project success. This chapter takes the original findings of ranked success drivers and investigates how these align with the experiences of three large contemporary high-technology projects. The conclusions show that, while the original set of drivers remains valid as predictors of project success, the ranking is likely to vary, even between projects that are technically and structurally similar. Two additional success factors are added as a result of the present study.

scholarly journals Success Factors of Startups in the EU—A Comparative Study

2020 ◽  
Vol 12 (19) ◽  
pp. 8200
Author(s):  
Eulalia Skawińska ◽  
Romuald I. Zalewski
Keyword(s):  
Human Capital ◽  
Success Factors ◽  
Emerging Market ◽  
Developed Countries ◽  
The European Union ◽  
Key Success Factors ◽  
Catching Up ◽  
Market Needs ◽  
Strategic Success ◽  
The Eu

The paper focuses on key success factors of startups in the European Union. Startup companies have a massive potential to boost the level of innovation and competitiveness of national economies. They are also uniquely equipped to provide extremely effective and flexible ways of meeting both existing and emerging market needs. However, the development of these microventures differs from country to country. Hence, we put forth a hypothesis that strategic success factors in the development of startups vary in highly developed and catching-up countries. Our main goal was to determine the key success factors of startups in the EU, and to classify the gap between developed and lagging Member States. For this purpose, we applied the method of component analysis on startup data available for selected the EU states. We managed to isolate 5 components explaining 72% of data variability, all of which can be linked to human capital as well as to formal and informal economic institutions. The results confirmed the validity of our hypothesis. We established that more developed countries offer an institutional competitive advantage to startups, while the gap in success factors between highly developed and catching-up countries can be attributed to human capital and to institutions. Based on our findings, we offer suggestions how to reduce this gap by improving formal and informal institutions via innovative public policy and by supporting education.

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