Project management standards: strategic success factor for projects

2018 ◽  
Vol 11 (4) ◽  
pp. 372
Author(s):  
Felix Hübner ◽  
Rebekka Volk ◽  
Frank Schultmann
Keyword(s):  
Project Management ◽  
Success Factor ◽  
Management Standards ◽  
Strategic Success

Project management standards: strategic success factor for projects

2018 ◽  
Vol 11 (4) ◽  
pp. 372
Author(s):  
Frank Schultmann ◽  
Rebekka Volk ◽  
Felix Hübner
Keyword(s):  
Project Management ◽  
Success Factor ◽  
Management Standards ◽  
Strategic Success

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

Power and Sensemaking in Megaprojects

2017 ◽  
Author(s):  
Stewart R. Clegg ◽  
Christopher Biesenthal ◽  
Shankar Sankaran ◽  
Julien Pollack
Keyword(s):  
Nineteenth Century ◽  
Project Management ◽  
Systems Theory ◽  
Power Relations ◽  
Contingency Theory ◽  
Engineering Practice ◽  
Soft Systems ◽  
Management Standards ◽  
Recent Interest ◽  
Practice Turn

Megaprojects are complex achievements of organization, sensemaking, and management of power relations. Typically, engineering practice stresses rationality and linearity, exemplified in the nineteenth-century roots of modern management in writers such as Taylor and Fayol. A concern with contingency theory and the emergence of project management standards hardly changed these auspices. The emergent focus on soft systems theory and a more recent interest in the practice turn did begin to change megaproject management representations somewhat. In practice, megaprojects are occasions for much complex sensemaking, as Weick defines the concept. In turn, where there are different interests in different sensemaking, then power practices and relations need to be brought into focus. The chapter does this through discussing a number of studies in which these issues have been the focus.

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.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

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