An Empirical Investigation of the Impact of the Communication and Employee Motivation on the Project Success Using Agile Framework and Its Effect on the Software Development Business

2020 ◽  
Vol 9 (1) ◽  
pp. 46-61
Author(s):  
Ahmad Salman ◽  
Mastura Jaafar ◽  
Summaira Malik ◽  
Diana Mohammad ◽  
Sohail Ayaz Muhammad
Keyword(s):  
Project Management ◽  
Software Development ◽  
Communication Channel ◽  
Empirical Investigation ◽  
Project Success ◽  
Employee Motivation ◽  
Technological Innovations ◽  
Management Framework ◽  
Independent Variables ◽  
The Impact

Throughout the years, project management has evolved tremendously. As technological innovations occur, project management framework also evolved. As the project management framework evolved, project success became more and more difficult. This article examines the impact of communication and employee motivation on the success of the project and evaluates the impact on the software development business. Even though there is a considerable amount of research being conducted on project success, the communication and employee motivation attribute still lack research, especially in the field of software development. The data gathered through this research were empirically tested using SPSS, and a significant relationship was observed between the dependent and the independent variables. It was found out that communication and employee motivation indeed play a role in the success of the project. It is crucial to train employees in an agile framework and keep on motivating them so that they can deal with the continuous changes. The results of this research indicated that organizations should implement a proper communication channel between the customers and the development team. Furthermore, the more the employees are motivated, the more chances the project will have on success, making the business profitable.

The impact of manager’s personality traits on project success through affective professional commitment: the moderating role of organizational project management maturity system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aqsa Ameer ◽  
Farah Naz ◽  
Bushra Gul Taj ◽  
Iqra Ameer
Keyword(s):  
Project Management ◽  
Personality Traits ◽  
Structural Equation ◽  
Project Success ◽  
Professional Commitment ◽  
Experimental Proof ◽  
Content Type ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity. Design/methodology/approach The deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis. Findings The outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success. Practical implications This study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems. Originality/value It is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Assessment of the Effect of Technological Innovations on Unemployment in the European Union Countries

2021 ◽  
Vol 32 (2) ◽  
pp. 130-139
Author(s):  
Zigmas Lydeka ◽  
Akvile Karaliute
Keyword(s):  
European Union ◽  
Method Of Moments ◽  
Scientific Literature ◽  
Generalized Method Of Moments ◽  
Technological Innovations ◽  
Labour Demand ◽  
The European Union ◽  
Independent Variables ◽  
European Union Countries ◽  
The Impact

Innovation and unemployment are two economic elements related to each other that have been constantly analyzed in the economic debates from the beginning of the 21st century. A classical question is whether innovation creates or destroys jobs. The conventional approach contemplates innovation as a transformation instrument of an economy, resulting in economic growth and jobs creation. Another approach points out to various mechanisms which can compensate the primary effect of innovations and cause an ultimate effect of innovations on labour demand to be unclear. In view of the fact that there are many different explanations about the impact of innovations on labour demand, this paper, after the analysis of theoretical and empirical scientific literature in this field, provides an empirical analysis with unemployment as the dependent variable. The authors use data from 28 European Union countries for the period of 1992–2016 and pursue to research how technological innovations affect unemployment rate. There are two core independent variables – expenditure on R&D (research and development) and number of patent applications – as the main proxies for technological innovations. Control variables that affect unemployment are included to the model as well. The model was estimated using a dynamic two-step System Generalized Method of Moments (GMM-SYS) of a panel data system. After the composition of 12 different estimations of the model, the results suggest that, in some cases, technological innovations affect unemployment.

scholarly journals The impact of project manager on project success — The case of ICT sector

2016 ◽  
Vol 38 (2) ◽  
pp. 261-281
Author(s):  
Bálint Blaskovics
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Personal Characteristics ◽  
Critical Success ◽  
Success Criteria ◽  
The Impact ◽  
Management Attitude

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

The Impact of Project Management Methodologies on Project Success

2019 ◽  
pp. 418-437
Author(s):  
Hazem Abdulla ◽  
Mukhtar Alhashimi ◽  
Allam Mohammed Hamdan
Keyword(s):  
Project Management ◽  
Oil And Gas ◽  
Project Success ◽  
Qualitative Interviews ◽  
Oil And Gas Industry ◽  
Success Rates ◽  
Gas Industry ◽  
Survey Responses ◽  
The Impact ◽  
Over Time

This study assessed the impact of project management methodologies (PMMs) on project success in the oil and gas industry in the Kingdom of Bahrain. It also explored the different project methodologies used along with their strengths and weaknesses. Quantitative approach with the support of qualitative interviews was used to achieve the objectives of this research. A total of 95 survey responses were received and 17 interviews were conducted. Projects in the oil and gas industry are more about safety than speed, and hence, the use of comprehensive methodologies and applying the relevant methodology elements are important for oil and gas projects. Furthermore, the companies in the oil and gas industry in Bahrain have to pay more attention to their project management methodologies and get it evolved and improved over time to achieve higher project success rates.

The Software Engineering Discipline

2006 ◽  
pp. 59-97
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Success Factors ◽  
Project Success ◽  
It Project Management ◽  
It Projects ◽  
Engineering Discipline

Software engineering is vital for the proper planning of IT projects, although it is not a formal part of project management. The software engineering embedded in the acquired products will significantly affect long-term project success factors, even for IT projects that primarily involve software acquisition and integration instead of software development,. In this chapter I review software engineering and its relation to IT project management.

The impact of project sustainability management (PSM) on project success

2019 ◽  
Vol 39 (4) ◽  
pp. 453-474 ◽  
Author(s):  
Amin Khalifeh ◽  
Peter Farrell ◽  
Malek Al-edenat
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Success ◽  
Research Question ◽  
Empirical Studies ◽  
Relevant Literature ◽  
Research Work ◽  
Content Type ◽  
New School ◽  
The Impact

Purpose The purpose of this paper is to answer the research question: “does the incorporation of sustainability as a new school of thought in project management support project success?” The authors carried out a systematic literature review (SLR) on relevant empirical studies before 2018 to answer this question. Design/methodology/approach The authors carried out an SLR by selecting, extracting, analysing and critically appraising relevant literature that met pre-specified criteria by using transparent, well-organised and replicable steps. The main sources are publications in peer-reviewed journals regardless of their impact factor because the topic of incorporating sustainability in project management practices is restrained by a lack of research. Findings Based on the analysis, it seems that incorporating sustainability into project management may support project success. However, more evidence is required to support this finding as there are too few relevant empirical studies in the literature. Research limitations/implications Therefore, considering sustainability as a new school of thought in project management is premature, and there are recommendations for further research at the end of this study. There are several limitations to the studies chosen, which may have significantly affected results, and thus may affect outcomes in this study. Originality/value Project success needs to be the main endeavour when incorporating sustainability into project management, and it should be a key criterion when considering sustainability as a new school of thought in managing projects. The most challenging elements of project success that need to be addressed are cost and time. This study contributes to a better understanding of the impact of PSM on project success. It facilitates decision making in considering sustainability as a new school of thought in project management. Furthermore, it defines a need for more research work in this potential paradigm shift in managing projects.

scholarly journals The Impact of Scope Creep on Project Success: An Empirical Investigation

IEEE Access ◽  
2020 ◽  
Vol 8 ◽  
pp. 125755-125775
Author(s):  
Bakhtawar Komal ◽  
Uzair Iqbal Janjua ◽  
Fozia Anwar ◽  
Tahir Mustafa Madni ◽  
Muhammad Faisal Cheema ◽  
...  
Keyword(s):  
Empirical Investigation ◽  
Project Success ◽  
The Impact

e-Waste Management Awareness Program in Solomon Island

2019 ◽  
Vol 10 (2) ◽  
pp. 41-59
Author(s):  
Shamsuddin Ahmed
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Waste Management ◽  
Solomon Island ◽  
Human Interaction ◽  
Pacific Island ◽  
Management Framework ◽  
Awareness Program ◽  
Pacific Island Countries ◽  
The Impact

Worldwide electronic waste items have grown as product life has become shorter. The electronic products are e-waste and end up in rubbish dumps and recycling centers, posing a threat to the environment. The e-waste disposal methods adopted by Pacific island countries (PICs) are inadequate. The Solomon Island (SI) is one of the PICs and does not have a sustainable solution. The purpose of this article is to develop a framework for sustainable e-waste management campaign based on a project management framework incorporating stakeholder, risk, time, and public awareness and people management. A macro project management risk model is constructed to implement an e-waste awareness education program and assist PICs policy makers to successfully launch e-waste management program. It is shown in this work how an e-waste project management awareness program can work for SI. The important factors to be controlled for successful e-awareness program are identified with a project risk management framework. The impact, failure, and consequences of the e-waste awareness campaign are quantified. This article also provides a review of the e-waste awareness in Pacific island countries and puts forward a pan to mitigate the e-waste problem in IS. The e‐wastes in SI are unwanted electronic equipment and electrical appliances which reached its end of life and does not function as it was planned. The toxic elements within e-waste contaminate the water, land, and air. The SI does not have enough resources and technical capacity to recycle e-waste. Appropriate management and disposal of e‐waste is essential as the long-standing shield for the protection of SI and regional PICs environments. The aim is to maintain long‐term regional sustainability. The adoption of national e‐waste management policies will safeguard the movement recycling and disposal of e‐waste in a controlled manner through the Basel and Waigani convention protocols. The study designs a new paradigm for solving e-waste management issues is PICs using a project management approach, focusing on risk management, risk impact, organizational design with communication plan, and human interaction.

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