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.

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 Understanding Relationship between Milestone and Decision-Making in Project Management: A Qualitative Study among Project Managers in Saudi Arabia

2018 ◽  
Vol 13 (8) ◽  
pp. 184 ◽  
Author(s):  
Umar Altahtooh ◽  
Thamir Alaskar
Keyword(s):  
Decision Making ◽  
Saudi Arabia ◽  
Project Management ◽  
Qualitative Study ◽  
Thematic Analysis ◽  
Project Managers ◽  
Structured Interviews ◽  
Pragmatic Research ◽  
The Impact ◽  
The Relationship

Despite the importance of milestone as a key knowledge in project management, there has been lack of research to understand the relationship between milestones and decision-making. This paper presents a pragmatic research context that aims understanding the nature of milestones and their relationship with different decision-making structures and responsibilities across projects. Data were collected through 14 semi-structured interviews with project managers and analyzed using thematic analysis. The findings explore the concepts of project milestones among project managers in Saudi Arabia. The paper finds that there is a relationship between milestones and the impact on decision-making.

An empirical examination of the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 9 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Project Managers ◽  
Project Manager ◽  
Symptom Clusters ◽  
Project Teams ◽  
Operational Effectiveness ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM). Design/methodology/approach – In total, 160 actively employed business graduate students participated in a business course where they were assigned to four person project teams responsible for completing a major business project. The project contained four sub-projects each of which was managed by a different team member. At the end of the semester each team member rated the others on their operational effectiveness as a project manager. Each subject identified a close associate who completed an observer version of the Brown Attention Deficit Scale. Product moment correlations were used to test the hypotheses that AAD and each of the symptom clusters are negatively associated with OEPM. Simultaneous linear regression was used to test the hypothesis that difficulties activating and organizing to work (DAOW) is uniquely associated with OEPM after controlling for the influence of all the other symptom clusters. Findings – AAD and each of the symptom clusters is negatively associated with OEPM, and DAOW is uniquely associated with OEPM. Research limitations/implications – Research study is limited by use of an indirect work sample (working graduate students) and future research requires direct workplace samples of project managers. The influence of creativity within the relationship between AAD and project management effectiveness requires further investigation and may reveal beneficial aspects of the disorder. Practical implications – Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the influence of AAD on OEPM. The provision of intensive project management training/coaching, regular performance feedback, project management tools and an organized work space free of distractions is suggested for disordered project managers. Disordered project managers are especially vulnerable during the task activation and organization phase which may be addressed through the use of peer coaching and constructive team support. The effective design and management of project teams represents a significant opportunity for distributing the potential creative benefits of the disorder while managing the deficits. Pairing disordered employees with coworkers who are less creative but have better administrative skills may be mutually beneficial. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first examination of the influence of AAD within the nomological network that determines project manager effectiveness. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

scholarly journals THE INFLUENCE OF PROJECT MANAGER’S MOTIVATION ON PROJECT SUCCESS THROUGH DEVELOPING TRUST AND KNOWLEDGE SHARIN

2020 ◽  
Vol 3 (2) ◽  
pp. 22-24
Author(s):  
Javeria Nawaz ◽  
Hammad Shahab ◽  
Muhammad Ziaullah ◽  
Hassan Raza ◽  
Muhammad Usman Sardar
Keyword(s):  
Knowledge Sharing ◽  
Field Study ◽  
Project Success ◽  
Positive Impact ◽  
Project Managers ◽  
Project Manager ◽  
Research Model ◽  
Telecommunication Sector ◽  
The Relationship ◽  
Gathering Data

The quantity for the project is expanding crosswise over numerous divisions and the related difficulties are substantial. Utilizing a field study, we aim to see how project success can be achieved through project manager motivation by having trust and knowledge sharing among employees inside an organization. Furthermore, we propose a research model that shows the relationship between project manager motivation on project success. In view of gathering data, 400 questionnaires were distributed among workers of the telecommunication sector of Pakistan. Where 16 questionnaires were not filled properly and excluded from the studies. 384 questionnaires were analyzed. Furthermore, the outcome of the gathered data is Analyzed from Smart PLS and shows the positive impact of project managers motivation over project success by sharing knowledge and trust with each other.

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

2017 ◽  
Vol 8 (4) ◽  
pp. 46-65
Author(s):  
Mira Thoumy ◽  
Joelle Moubarak
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Random Sample ◽  
Commercial Banks ◽  
Project Managers ◽  
Project Manager ◽  
Management Effectiveness ◽  
Information Technology Projects ◽  
Multiple Project Management ◽  
Different Levels

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.

The Impact of the Project Manager on Project Management Planning Processes

2002 ◽  
Vol 33 (3) ◽  
pp. 58-64 ◽  
Author(s):  
Shlomo Globerson ◽  
Ofer Zwikael
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Poor Quality ◽  
Project Planning ◽  
Project Managers ◽  
Project Manager ◽  
Risk Management Process ◽  
Planning Processes ◽  
Tools And Techniques ◽  
The Impact

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

scholarly journals Project Management Yinyang: Coupling project success and client satisfaction

2017 ◽  
Vol 4 ◽  
pp. 5523
Author(s):  
Greg Stewart Usher ◽  
Stephen Jon Whitty
Keyword(s):  
Project Management ◽  
Lived Experience ◽  
Client Satisfaction ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Language Games ◽  
Tightly Coupled ◽  
Paradox Theory

Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with.We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang.Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other.Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

scholarly journals Impact of openness to experience on project success with mediating role of creativity and moderating ROLE OF uncertainty avoidance

2016 ◽  
Vol 4 (2) ◽  
pp. 58-64
Author(s):  
Marina Mailk ◽  
Keyword(s):  
Project Success ◽  
Positive Impact ◽  
Uncertainty Avoidance ◽  
Project Managers ◽  
Openness To Experience ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

The purpose of the study was to examine the impact of openness to experience on project success with the mediating role of creativity and moderating role of uncertainty avoidance. Data were collected from 100 project managers by using questionnaires. In order to analyze the relationship regression and correlation techniques were used, which indicated the positive impact of openness to experience on creativity. The results of study indicated positive and significant impacts of predictors on response variables.

Ambiguity acceptance and translation skills in the project management literature

2017 ◽  
Vol 10 (2) ◽  
pp. 423-450
Author(s):  
Karmin Gray ◽  
Frank Ulbrich
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Two Dimensions ◽  
Project Manager ◽  
Future Research ◽  
Success Factor ◽  
Content Type ◽  
Management Literature ◽  
Knowledge Competencies

Purpose The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers themselves, whose personality, skills, knowledge, competencies, and traits affect project success. To better understand various project manager types, the purpose of this paper is to review the extant project management literature and propose a framework for categorising project managers based on the traits that they possess or lack. Design/methodology/approach The research commenced with identifying and collecting articles from the academic project management literature. The articles were then coded to identify different competencies and traits that a project manager needs to be successful. Based on this analysis, a framework with four main project manager types was developed. Findings The results indicate that ambiguity acceptance and translation skills are two important dimensions that project managers need to be successful. The four project manager types were arranged around two dimensions. Research limitations/implications The framework presented is based on previous research. Empirical testing of the proposed framework would be a promising direction for future research. Practical implications The framework assists reflective practitioners in identifying what kind of project manager they currently are, suggesting how they might transition into a different project manager type to increase their project management success rate. Originality/value This paper conceptualises project managers and how their personal traits relate to project success. It offers practical help to project managers in understanding their strengths and limitations, and how to become a different type of project manager.

scholarly journals Project manager personality traits towards project success: Moderated role of working experience in perspectives of small public construction projects in Malaysia

2020 ◽  
Vol 10 (4) ◽  
pp. 234-250
Author(s):  
Syaharudin Shah Mohd Noor ◽  
◽  
Muneera Esa ◽  
Ernawati Mustafa Kamal ◽  
Aida Azlina Mansor ◽  
...  
Keyword(s):  
Personality Traits ◽  
Construction Projects ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Theoretical Research ◽  
Equation Modeling ◽  
Small Scale ◽  
Public Construction ◽  
The Relationship

Project success requires organisations and project managers to change strategies to satisfy stakeholders. Research into project success needs comprehensive analysis and approaches in various contexts, especially touching on non-technical skills (personality). This study aims to focus on examining the association of Project Manager Personality Traits (PMPTs) to the success of Small Public Construction Projects (SPCPs) and moderated by working experience. A survey was carried out to collect data using a structured Big Five Inventory (BFI) and Project Success Achieved Instrument (PSAI) questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used on a sample of 137 respondents for hypotheses testing and moderation effect analysis. Results show that PMPTs had a positive impact on the success of SPCPs. Conscientiousness (CT) and Agreeableness (AG) traits influence were more prominent when compared with other traits. While working experience does not moderate the relationship between PMPTs and the success of SPCPs. This study reflected the theoretical research of personality traits and their impact on the construction management industry. There have been limited studies of project success in the relationship with the BFI in the past, especially in the SPCPs context. The present study provides a basis for researchers interested in this area to examine further the use of BFI and PSAI as resources in other industries. Practically these findings may enable government or authorities to better align and suit project managers and their assigned project-based levels, where project managers are located in ministries overseeing small-scale projects. This study contributes theoretically to SPCPs literature by offering insights into project manager personality affecting project success and focus on selected agency in Malaysia.

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