LOOKING FOR PROJECT SUCCESS IN INFRASTRUCTURE PROJECTS: HOW CAN WE ACHIEVE IT?

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Konrad Spang ◽  
Heinz Ehrbar ◽  
Ahmed Elbaz
Keyword(s):  
Project Management ◽  
Time Delays ◽  
Project Success ◽  
Success Factor ◽  
Infrastructure Projects ◽  
Cost Overruns ◽  
Gotthard Base Tunnel ◽  
Long Duration ◽  
Definition Of

Even though the main aim of project management (PM) is to assure successful projects, the PM literature still lacks a clear definition of project success (PS), since it highly depends on the stakeholders' expectations and the point in time in which the project was evaluated. In this context and due to their specialties e.g. long duration or a large number of stakeholders, the infrastructure projects are subjected to time delays and cost overruns and therefore, criticized in the society and described as failed or unsuccessful projects. This paper hypothesizes the need to adapt our PM approach to follow more systemic methods and presents the main principles of systematic project management (SPM) as a success factor (SF) for infrastructure projects. In addition, a case study about the Gotthard Base Tunnel is presented to verify the literature findings.

scholarly journals EARLY WARNING SYSTEM IN MANAGING WATER INFRASTRUCTRE PROJECTS

2019 ◽  
Vol 25 (6) ◽  
pp. 531-550
Author(s):  
Mariela Sjekavica Klepo ◽  
Mladen Radujković
Keyword(s):  
Project Management ◽  
Early Warning ◽  
Final Stage ◽  
Early Warning System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Warning System ◽  
Infrastructure Projects ◽  
Critical Success

There is a continuous need to improve existing project management decision-making support models, particularly those for monitoring and control are needed to increase chances for success. In this paper, potential of early warning in project management was focused, along with its connection to project success via project success factors. First, a systematic literature review was conducted, along with the focus group method, in order to identify project success factors. The selected success factors were also collected on 93 water infrastructure projects through a survey. By the means of linear regression analysis, critical success factors were finally determined. The results were integrated in the early warning system algorithm, composed by three modules – detection, validation and response module. The response module is composed by three dimensions: 1) risk, constraint and change management, 2) incorporation of project management competences and 3) application of project management methods, tools and techniques. The proposed early warning system was tested on three infrastructure projects. The results confirmed that improved early warning system can contribute in increase of project management success. As original database is composed by projects from only one country (Croatia), in the final stage of the research proposed approach was checked in five countries from the Central or South East Europe (Czech Republic, Slovenia, Serbia, North Macedonia, Bosnia and Herzegovina). The results from the final stage confirmed potential of the proposed approach as declared originally, so it is reasonable to expect success in early warning system’s implementation due to similarities of critical success factors on projects as well as project management problems in general, that countries in regions share. This research presents new and creative way in linking early warning and project success, as well as interpretation of early response through different dimensions in project management. Also, based on the results of this research, it is possible to create a useful practical tool for managing other types of projects.

Practitioner Case Study

2010 ◽  
pp. 384-391
Author(s):  
Daniel Brewer ◽  
Greg Adamson
Keyword(s):  
Recent Trend ◽  
Project Success ◽  
Success Factor ◽  
Functional Requirements ◽  
Market Growth ◽  
Widespread Availability ◽  
Industry Experience

This interview-based case study describes current portal project practices based on a diverse set of projects, including B2B, B2C, B2E, E2E and mobile. Since 2000 portals have increased their functionality, and widespread availability of portal software has encouraged organisations to install and experiment with them. Portals are adding value by drawing applications together, particularly through search, and assembling existing tools for a user in a way that enhances their value. Operational challenges include support and security. Success has depended on beginning with support and security frameworks based on similar industry experience. Performance has been the key project success factor, and project sponsors are beginning to understand non-functional requirements: portability, scalability, availability, reliability and security. SOA principles are only partially applied, due to investment in existing systems. A recent trend is Microsoft SharePoint’s rapid market growth through ease of implementation.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2015 ◽  
Vol 6 (2) ◽  
pp. 50-71
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

Cross-sectional comparison of public-private partnerships in transport infrastructure development in Nigeria

2017 ◽  
Vol 24 (6) ◽  
pp. 875-900 ◽  
Author(s):  
Solomon Olusola Babatunde ◽  
Srinath Perera
Keyword(s):  
Literature Review ◽  
Case Studies ◽  
Policy Development ◽  
Success Factors ◽  
Political Support ◽  
Transport Infrastructure ◽  
Success Factor ◽  
Infrastructure Projects ◽  
Content Type

Purpose Although scientific research community has shown considerable interest in identifying critical success factors (CSFs) for public-private partnership (PPP) projects, yet effort at assessing and compare CSFs within similar PPP infrastructure projects received scant attention. The purpose of this paper is to identify, assess, and compare the CSFs in PPP transport infrastructure projects. Design/methodology/approach The study adopted literature review and three PPP case studies including structured interviews and review of documentary reports in each case study. The outcome of literature review provided a total list of 26 identified success factors, which was used to design a case study protocol using failure mode and effect analysis (FMEA) technique. FMEA was conducted on each 26 identified success factor to assess their criticality in the three PPP case studies. Findings The results of FMEA revealed a total of ten CSFs in the concession of the road; four CSFs in the concession of the airport; and eight CSFs in the concession of the seaport. Also, the cross-case analysis showed the three prevalent CSFs, this includes government involvement by providing guarantees, political support, and project economic viability. Practical implications The study findings including lessons learnt in each case study would positively influence policy development towards PPP transport infrastructure projects and the manner in which partners (i.e. public and private sector) go about the development of PPP transport projects. Originality/value This research would help PPP stakeholders to focus their attention and priorities in managing the identified CSFs in achieving long-term success in PPP transport infrastructure projects implementation.

scholarly journals Integration, Application and Importance of Collaboration in Sustainable Project Management

2019 ◽  
Author(s):  
Johan Larsson ◽  
Lisa Larsson
Keyword(s):  
Project Management ◽  
Sustainable Management ◽  
Management Practices ◽  
Single Case ◽  
Single Case Study ◽  
Infrastructure Projects ◽  
The Past ◽  
Sustainability Challenges ◽  
Infrastructure Maintenance

The need to consider sustainability has substantially increased the complexity of implementing construction and infrastructure projects and new management practices have emerged during the past decade to tackle the global sustainability challenges, where the engagement and coordination of broader competences from stakeholders throughout the supply chain is required. This new project management paradigm has been accompanied by greater attention to the concept of collaborative business arrangements, often called partnering, that has emerged in construction and infrastructure projects to improve project deliveries. However, there are uncertainties about the optimal strategy to foster, integrate and maintain the required collaboration, particularly in sustainable management practices in infrastructure maintenance projects. This paper addresses these uncertainties, based on a single case study of an infrastructure maintenance contract involving an extensive collaborative business arrangement. The findings reveal that different collaborative practices affect diverse aspects of sustainable project management. Further, the extensive collaborative business arrangement has promoted sustainable deliveries based upon organizational learning and continuous improvements. Thus, this study offers an encouraging example of how extensive collaboration can be fostered and play a key role in sustainable project management practices.

scholarly journals Involve Users or Fail

2013 ◽  
Vol 4 (4) ◽  
pp. 51-65 ◽  
Author(s):  
Chris Procte ◽  
Molly Businge
Keyword(s):  
Project Success ◽  
User Involvement ◽  
Online Questionnaire ◽  
Key Factor ◽  
Definition Of Success ◽  
Definition Of ◽  
Key Participants ◽  
Work Supports ◽  
Subsequent Failure

Repeated surveys, and most notably those by the Standish Group, suggest that a substantial proportion of Information Technology (IT) projects fail. The literature suggests that this is in part due to a lack of user involvement in the project. The authors’ research describes the case study of a major IT system implementation project in East Africa. The paper reports on the results of both an online questionnaire and interviews with key participants. The authors’ findings suggest that the subsequent failure of this project was in large part attributable to a lack of user involvement in the definition of requirements and implementation of the system. There did not appear to be an organisational culture that recognised the significance of such participation in the project. Although there are issues of definition raised, such as the definition of success and failure, this work supports previous findings that user involvement is a key factor in IT project success and failure.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2016 ◽  
pp. 1527-1550
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

A deterministic contractor selection decision support system for competitive bidding

2017 ◽  
Vol 24 (1) ◽  
pp. 61-77 ◽  
Author(s):  
Nabil Semaan ◽  
Michael Salem
Keyword(s):  
Decision Support ◽  
Project Management ◽  
Decision Support System ◽  
Support System ◽  
Project Managers ◽  
Cost Overruns ◽  
Contractor Selection ◽  
Content Type ◽  
Selection Decision

Purpose The construction industry today is one of the biggest industries in the world. As projects continue to grow in complexity, project management continues to evolve. Contractor selection is a difficult task that owners and project managers face. Although previously researchers have worked on the subject of contractor selection, a comprehensive decision support system for contractor selection has not yet been developed. Recent reports of major delays and cost overruns in mega projects highlight the need for a model that is able to be flexible and comprehensive becomes evident. The paper aims to discuss these issues. Design/methodology/approach The research focuses on obtaining insights from field experts using both quantitative and qualitative methods. Then, a model was developed in the light of the data collected. Accordingly, the model was tested on a case study. Findings This paper presents a model for contractor selection that is wholesome in its take on the topic. The model incorporates both managerial and technical aspects of the problem. The model was tested on a case study and it was proven to be feasible in real world applications. The contractor selection decision support system serves the needs of both academics and industry managers, as an integral part of project management. Originality/value The model presented in this paper is innovative in its take on the problems. MCDA tools have been uniquely modified in this paper to cater to the needs of the selection problem while accounting for the criteria hierarchy that incorporates aspects that are instrumental for proper evaluation of a contractor’s likelihood of success.

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