Campus Portal Strategies

2011 ◽  
pp. 68-88 ◽  
Author(s):  
David L. Eisler
Keyword(s):  
Success Factors ◽  
Project Success ◽  
Project Organization ◽  
Community Strategies ◽  
Campus Portal

This chapter is designed to assist campuses and their leaders in determining whether to pursue a portal project. For those universities that choose to create portals, a series of strategies and approaches are presented to guide and assist in the success of the effort. This material is provided from the perspective that campus portals can provide a new way to connect with students, faculty, alumni and the community. Strategies are presented to determine whether to undertake a portal project, and the campus readiness for this effort. Nine different approaches to campus portals are presented, together with suggestions on project organization. Project success factors are developed together with potential planning pitfalls for campus portal projects. Finally future approaches for portals are discussed with thoughts for portal acceptance on campus.

Understanding project success through analysis of project management approach

2014 ◽  
Vol 7 (4) ◽  
pp. 638-660 ◽  
Author(s):  
Asbjørn Rolstadås ◽  
Iris Tommelein ◽  
Per Morten Schiefloe ◽  
Glenn Ballard
Keyword(s):  
Project Management ◽  
Analytical Model ◽  
Social Relations ◽  
Success Factors ◽  
Project Success ◽  
Model Development ◽  
Management Approach ◽  
Project Organization ◽  
Content Type ◽  
Review Model

Purpose – The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization. Design/methodology/approach – The research is based on literature review, model development, interviews, and case studies. Findings – The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction. Research limitations/implications – The research is limited to megaprojects and to project management success. Practical implications – It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery. Originality/value – The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach.

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.

Interrelationships among critical success factors for the planning of municipal solid waste management PPP projects in India using structural equation modelling

2021 ◽  
pp. 0734242X2110619
Author(s):  
Nzanthung Ngullie ◽  
Krishna Chaitanya Maturi ◽  
Ajay S Kalamdhad ◽  
Boeing Laishram
Keyword(s):  
Waste Management ◽  
Solid Waste ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Success Factors ◽  
Solid Waste Management ◽  
Project Success ◽  
Municipal Solid Waste Management ◽  
Critical Success ◽  
Equation Modelling

This research aims at investigating the interrelationships between critical success factors (CSFs) in municipal solid waste management (MSWM) projects taken up in public–private partnership (PPP) mode in India and studies the extent to which they can affect project success. A three-step procedure was followed to identify the CSFs in MSWM. A conceptual structural equation model (SEM) was developed using cluster groupings of the identified CSFs to show their interrelationships. Data collection from the public sector and private sector waste management managers was done through a questionnaire survey. The respondents’ data were analysed in analysis of moment structures (AMOS) using structural equation modelling. The SEM analysis of the respondents’ data gives the most exemplary fitting measurement model with the 17 CSFs taken as components of five latent variables: external environment, financial characteristics, project planning and procurement, project operation and management and project stakeholders. The model shows the relationships between the constructs of CSFs for project success. This study contributes to current ideas by empirically identifying the interrelationships between the MSWM CSFs, which can help waste management professionals handle the CSFs rationally. Furthermore, the study shows that all the groups have a direct and positive impact on project success. The findings may only portray the opinion of solid waste management managers in India.

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 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.

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.

scholarly journals An Inquiry into Success Factors for Post-disaster Housing Reconstruction Projects: A Case of Kerala, South India

2020 ◽  
Author(s):  
Shyni Anilkumar ◽  
Haimanti Banerji
Keyword(s):  
Project Management ◽  
Conceptual Model ◽  
Success Factors ◽  
South India ◽  
Project Success ◽  
Successful Implementation ◽  
Housing Projects ◽  
Success Traits ◽  
Housing Reconstruction ◽  
Post Disaster

Abstract The 2004 Indian Ocean Tsunami triggered significant destruction to housing and related infrastructures across various coastal districts of south India. Research shows that tsunami reconstruction projects in Kerala experienced different degrees of success and failure. On this background, this study explored factors that contributed to the successful implementation of tsunami housing projects in Kerala by (1) consolidating various critical success factors (CSFs) for post-disaster reconstruction (PDR) projects under “project management success traits” through content analysis of existing literature; (2) deriving a conceptual model that envisages project success in PDR contexts; and (3) assessing the impacts of those success traits on tsunami housing projects using confirmatory factor analysis. Necessary data were gathered through a survey of various stakeholders involved in tsunami reconstruction projects in Kerala using structured questionnaires. The research revealed that PDR project success is attributed to critical dimensions of project management such as institutional mechanisms, reconstruction strategies, project implementation, and stakeholder management. A conceptual model with the interplay of project success, success traits, as well as their CSFs identified the project management actions that must be monitored during reconstruction. Since the project management approach is widely recognized for PDR projects, these success traits hold huge potential for effective organization and management of housing reconstruction projects. The study also helped to identify project management traits that need improvements for the successful implementation of post-disaster housing projects in Kerala. Thus the research findings can serve as a foundational study for formulating project management strategies appropriate to PDR projects in Kerala.

Barriers to Effective Communication and Stakeholder Management in Project Environments and How to Overcome These Barriers

2019 ◽  
Vol 9 (2) ◽  
pp. 39-57
Author(s):  
Brian J. Galli
Keyword(s):  
Literature Review ◽  
Success Factors ◽  
Project Success ◽  
Stakeholder Management ◽  
Effective Communication ◽  
The Body ◽  
Negative Effects ◽  
Communication Management ◽  
Soft Skill ◽  
Healthy Relationships

This study sought to investigate the prominent barriers to effective communication and stakeholder management in project teams. Specifically, this study examined the role of management frameworks currently utilized by organizations and their efficiency in supporting team collaboration, conflict management, and stakeholder management in project environments. The study utilized a two-prong research methodology to identify and to analyze current literature related to the scope and objective of this study. The study first deployed an exploratory and unstructured literature review and then a structured literature review to identify the pool of relevant articles and content. A systematic review was then performed to reduce the body of literature down to the critical few that could serve as the basis for the study's analysis. The results revealed the inadequacies of management frameworks in promoting healthy relationships between project managers and stakeholders. Furthermore, the study exposes a gap between formal communications planning, the actual execution, the implementation of the plan, and the poor implementation of organizational processes. The results also show the common types of conflict, the positive and negative effects that these have on project environments, project success, and the critical success factors in stakeholder management. In addition to identifying barrier and shortcomings, this article sheds light on improvement areas that will have the most significant effect on project success. The literature synthesis reveals the importance of soft skill in communication management. The results suggest that much work remains to be done by the organization to train and prepare managers in building relationships and developing soft skills. The literature has demonstrated that perception, values, team cohesion, the willingness to share, trust, and healthy relationships are most influential in project success, but in practice, the latter is not applied. In conclusion, this area needs improvement and further investigation.

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