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.

Preliminary Study of the Impact of Critical Success Factors on Project Success in Pakistan

2014 ◽  
Vol 1 (4) ◽  
pp. 9-13 ◽  
Author(s):  
Aqeel Ahmed ◽  
Muhammad Sehail Younis
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Workforce Planning ◽  
Survey Instrument ◽  
Past Performance ◽  
Cronbach Alpha ◽  
Critical Success ◽  
Preliminary Study ◽  
The Impact

This preliminary study attempts to link among the critical success factors on overall project success in public sector organizations in Pakistan.  In this study it’s reflected that major critical success factors (soundness of Business & workforce, planning & control, quality performance and past performance) can enhance the success of the project in Pakistan.  The purpose of this preliminary study was to verify the reliability of the survey instrument which has been used in European countries. It was found that the planning & control was the highest Cronbach Alpha value, while the ranged for each constructs in the present study from 0.68 to 0.88.  Therefore, based on the Cronbach alpha value score, the proposed survey instrument has fulfilled the basic requirement of a valid instrument.

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.

scholarly journals The Impact of Human Critical Success Factor on ERP System Implementation

2021 ◽  
Vol 6 (1) ◽  
pp. 47
Author(s):  
Fasti Herianty Akhzan ◽  
Grace T Pontoh ◽  
Arifuddin Arifuddin
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Team Composition ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Support ◽  
Critical Success ◽  
The Impact

<p><em>Many researchers have investigated the critical success factors in ERP system implementation. The previous study has examined four primary human critical success factors (competence, behavior, team composition, and communication) and based on study literature performed by the author, there were many studies found that top management support also has crucial role in ERP implementation. The objective of this study is to examine the impact of top management support, competence, behavior, team composition, and communication in ERP implementation.</em><em>This study was conducted in three stages. First, review sources and scientific literature relevant to this research. Second, analyze the findings and recommendations of previous research to determine the component of variable x. Third, conduct research using a quantitative approach through a questionnaire survey. </em><em>Questionnaires were distributed to employees from various company that involved directly in ERP implementation. </em><em>This study found that all five variables positively correlated to project success and only team composition variable that significantly positively correlated to project success. This study offers ERP project managers the crucial factors needed to be concerned for the project success.</em></p><p><strong><em>Keywords: </em></strong><em>ERP, Human Critical Success Factors.</em></p><p><em><br /></em></p>

scholarly journals An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

2021 ◽  
Vol 11 (10) ◽  
pp. 4668
Author(s):  
Zheng He ◽  
Huihua Chen
Keyword(s):  
Leadership Style ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Matrix Multiplication ◽  
Critical Success ◽  
Hierarchical Structuring ◽  
Korla City

Construction activities taken place in ecologically fragile regions (EFRs) of China are facing a series of environmental obstacles. Studying critical success factors (CSFs) to arrive at the sustainable objectives for construction project in EFRs is needed. Understanding the interrelationships of these CSFs is one of the vital ways to achieve this. This paper identifies and analyzes 18 CSFs for construction projects in EFRs through a literature review from a multi-perspective and a case study of Korla City in China. The causal relationship between each CSF is obtained by pairwise comparisons and thereafter, an ISM (Interpretative Structural Modeling) method is employed to study the hierarchical structuring of the CSFs. As a result, we established a five-level ISM. Subsequently, an MICMAC (cross-impact matrix multiplication applied to classification) approach is implemented to partition and classify each CSF into four quadrants (independent, linkage, autonomous, and dependent) according to their driver and dependence powers. Through the implementation of an MICMAC approach, the degrees of relationship between each CSF is gained. The findings reveal that the studied 18 CSFs have a strong hierarchy and interrelationship. The project manager’s leadership style and economic viability are the root source of project success and has the highest influence, which is supported by the result of MICMAC analysis. CSF planning and implementation of sustainable strategies are more dependent and are influenced by others. The CSFs on the top level of ISM: conflict resolution, planning and implementation of sustainable strategies and resources of water play a significant role in arriving at the project success, and has a great potential for future study. The approaches implemented in this paper can be helpful for decision-makers and managers of construction projects in comprehending the interrelationships and the degrees of CSFs for construction projects in EFRs and for efficiently achieving the project success.

Sponsorship in IT Project Management

2011 ◽  
pp. 3559-3563
Author(s):  
David Bryde ◽  
David Petie
Keyword(s):  
Project Management ◽  
Information Needs ◽  
Success Factors ◽  
Project Success ◽  
Success Factor ◽  
It Project Management ◽  
Top Executives ◽  
Critical Success ◽  
Success Criteria ◽  
Project Success Criteria

Since the 1970s academics and practitioners in the discipline of project management have sought answers to two inter-related questions: How is project success defined and measured? What are the influences on project success? To answer the first question people have studied project success criteria/key performance indicators. To answer the second, studies have focused on project critical success factors. Daniel (1961) introduced the concept of “success factors,” stating that “in most industries there are usually three to six factors that determine success; these key jobs must be done exceedingly well for a company to be successful” (p.116). Approaches to the management of information have been established using Daniel’s concept. For example, Rockart (1979) developed a Critical Success Factor (CSF) method for meeting the information needs of top executives. This method focused on understanding the objectives and goals of the company and the factors (CSFs) critical to their achievement, and establishing information systems to report on performance in these two areas. A key challenge has been to integrate the definitions and measures of success with CSFs, and in this respect work has been carried out to develop frameworks linking models of success criteria (the measures of success) with CSFs (see, for example, van Veen-Dirks & Wijn, 2002). The concept of CSFs has also been applied to project environments, with project CSFs being “those inputs to the management system that lead directly or indirectly to the success of the project” (Cooke- Davies, 2002, p. 185). Project management theory has also looked for a holistic answer to the questions of “How is project success defined and measured?” and “What are the influences on project success?”, through the development of models linking project success criteria and project CSFs (Westerveld, 2002; Bryde, 2003).

The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review

2005 ◽  
Vol 36 (2) ◽  
pp. 49-61 ◽  
Author(s):  
J. Rodney Turner ◽  
Ralf Müller
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Project Manager ◽  
Success Factor ◽  
General Management ◽  
Critical Success ◽  
Management Literature ◽  
Direct Contrast

The Project Management Institute has commissioned the authors to conduct research into whether the project manager's leadership style is a success factor on projects, and whether its impact is different on different types of projects. In this paper, we review the literature on the topic. Surprisingly, the literature on project success factors does not typically mention the project manager and his or her leadership style or competence as a success factor on projects. This is in direct contrast to the general management literature, which views effective leadership as a critical success factor in the management of organizations, and has shown that an appropriate leadership style can lead to better performance. Since, unlike most literature on project success factors, project management literature does consider the role of the project manager, we also review what it says about his or her leadership style and competence.

scholarly journals Exploring Critical Success Factors for Green Housing Projects: An Empirical Survey of Urban Areas in China

2019 ◽  
Vol 2019 ◽  
pp. 1-13
Author(s):  
Peidong Sang ◽  
Haona Yao
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Successful Development ◽  
Critical Success ◽  
Constraint Factors ◽  
Green Housing ◽  
Management Factors ◽  
The Impact

The trend of China’s construction industry has gradually shifted from traditional high-consumption to efficient green development mode to achieve the new goals of energy conservation, emission reduction, and sustainable development. The successful development of green housing (GH) has become a major strategic choice. Given the smooth implementation and delivery of GH projects, this study aimed to assess the impact of critical success factors (CSFs) on GH development by identifying controllable CSFs. Firstly, 20 controllable CSFs were identified through literature review. Secondly, the data collected by the questionnaire were used for principal component analysis (PCA). The factor analysis showed that the CSFs can be summarised into five important principal components, namely, (1) project management factors, (2) personnel ability factors, (3) teamwork-oriented factors, (4) human resource factors, and (5) financial and constraint factors. Finally, multiple regression analysis was used to assess the importance of CSFs. Results showed that project management factors, personnel capacity factors, and financial and constraint factors exerted positive impact on the successful development of the projects, with project management factors having the greatest impact. This work provides not only useful information and practical guidance for enterprises in GH development practice but also certain reference value for building a sustainable development society in China.

Sponsorship in IT Project Management

2005 ◽  
pp. 2597-2601
Author(s):  
David Bryde ◽  
David Petie
Keyword(s):  
Project Management ◽  
Information Needs ◽  
Success Factors ◽  
Project Success ◽  
Success Factor ◽  
It Project Management ◽  
Top Executives ◽  
Critical Success ◽  
Success Criteria ◽  
Project Success Criteria

Since the 1970s academics and practitioners in the discipline of project management have sought answers to two inter-related questions: How is project success defined and measured? What are the influences on project success? To answer the first question people have studied project success criteria/key performance indicators. To answer the second, studies have focused on project critical success factors. Daniel (1961) introduced the concept of “success factors,” stating that “in most industries there are usually three to six factors that determine success; these key jobs must be done exceedingly well for a company to be successful” (p.116). Approaches to the management of information have been established using Daniel’s concept. For example, Rockart (1979) developed a Critical Success Factor (CSF) method for meeting the information needs of top executives. This method focused on understanding the objectives and goals of the company and the factors (CSFs) critical to their achievement, and establishing information systems to report on performance in these two areas. A key challenge has been to integrate the definitions and measures of success with CSFs, and in this respect work has been carried out to develop frameworks linking models of success criteria (the measures of success) with CSFs (see, for example, van Veen-Dirks & Wijn, 2002). The concept of CSFs has also been applied to project environments, with project CSFs being “those inputs to the management system that lead directly or indirectly to the success of the project” (Cooke-Davies, 2002, p. 185). Project management theory has also looked for a holistic answer to the questions of “How is project success defined and measured?” and “What are the influences on project success?”, through the development of models linking project success criteria and project CSFs (Westerveld, 2002; Bryde, 2003).

scholarly journals A Theoretical Framework of Critical Success Factors on Information Technology Project Management During Project Planning

2018 ◽  
Vol 7 (4.35) ◽  
pp. 650 ◽  
Author(s):  
Rosazlina Mohd Adzmi ◽  
Zainuddin Hassan
Keyword(s):  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Planning ◽  
Quantitative Methodology ◽  
Critical Success ◽  
Use Of Resources ◽  
Information Technology Project ◽  
Information Technology Project Management

Organizations have made significant investments in ICT projects, hoping to gain competitive advantages, growth and improvement of productivity. The success and failures of the project is one of the fields in Project Management with most frequently discussed. Project planning is an important part in the project management and has a stronger impact on project success. However, weakness in project strategy and planning lead to lack of business support, inefficient use of resources, poor estimates, poor scope control and increase risks. Previous studies have reported that well-defined project plans play an important role in the success of the project. In recent times, various factors contribute to project success namely; organizational, human, project management, complexity, quality, and technical. Hence, this study aimed to explore and identify critical success factors on project planning that lead to project success. A model is derived from findings of the literature review and tested within the Malaysian public sector through quantitative methodology. Thus, the finding of this study provide the organization with insight to drive their performance improvement in managing investments for project management field, especially through strengthening employees and organization competence as well as benefit the public’s sector.

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