Critical success factors for project management support information systems: SEBRAE/RN Case

2016 ◽  
Vol 9 (1) ◽  
pp. 8 ◽  
Author(s):  
Tâmara Patrícia Filgueira de Melo Moura
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Management Support ◽  
Case Study Methodology ◽  
Critical Success ◽  
Quantitative And Qualitative Research ◽  
Economic Climate

The current economic climate is driving the work of companies in the execution of projects that need to be managed and monitored periodically. Historically term goals, cost and quality are thermometers to measure success or failure of companies. For better project management, systems are needed that give support from the structure to the budget of each project, as well as its monitoring throughout the execution. The result of the components mentioned above reflect the overall results of the institution. Therefore, this study investigated through case study methodology, critical success factors for information systems that support project management in Sebrae/RN, and sought, through the project managers, to raise factors that influence decisions in search of improving the performance of the organization studied. Thus, a quantitative and qualitative research was applied. The results showed the critical success factors that hinder optimal performance of information systems from the structuring to the execution and monitoring of projects.

Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development

2018 ◽  
Vol 16 (2) ◽  
pp. 337-359
Author(s):  
Helmut Wanivenhaus ◽  
Jure Kovač ◽  
Anja Žnidaršič ◽  
Igor Vrečko
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Soft Skills ◽  
Project Managers ◽  
The Public ◽  
Business Environments ◽  
Critical Success

Although research interest in project management is increasingly directed at analyzing development trends in different business environments, the public sector in this respect has received surprisingly little intention. This paper analyzes the perception of the relevance of particular project management critical success factors among project managers and other project stakeholders in the public sector with relatively high organizational project management maturity. The main focus of research is the city of Vienna and its construction projects. An extensive quantitative survey showed the changing perceptions of the key projects’ success factors—namely, strengthening the importance of developing soft skills and stakeholders’ management.

scholarly journals Project management in public-private partnerships: a conceptual framework based on a systematic literature review

2020 ◽  
Vol 27 (1) ◽  
Author(s):  
Lucas Magalhães ◽  
Lucas Baraças Figueiredo ◽  
Lucas Torres de Jesus
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Public Private Partnerships ◽  
Management Tools ◽  
Critical Success ◽  
Project Cycle

Abstract: Despite the increasing number of Public-Private Partnerships projects, the results have shown little effectiveness and difficulties in several aspects of project management. This study performs a systematic literature review combining bibliometric analysis and content analysis to identify the challenges in managing these projects and techniques to overcome them, highlighting the critical success factors for project management. The results indicate an increasing number of researches in the field, but there is still a lack of systematization of the management tools and absence of critical success factors during the accomplishment of this type of project. This study proposes a systematization of these elements throughout the project cycle, allowing project managers to visualize challenges and techniques to increase the results related to the main success factors of each stage.

scholarly journals Critical Success Factors of Project Management in Nepalese Hydropower Projects

2018 ◽  
Vol 4 ◽  
pp. 105-109
Author(s):  
Raju Thapa ◽  
Santosh Kumar Shrestha
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Project Team ◽  
Success Factor ◽  
Team Members ◽  
Critical Success

The delay in the construction industry is a global phenomenon and the construction industry in Nepal can!t be the exception. To deliver the project product on time, within the budget, of quality in the safest manner is the goal of project management. Even potentially good projects are failing because of the weak project management performance in Nepalese construction projects. Due to the lack of research based findings in these areas, the new project managers are facing problems about in which areas they need to focus for successful delivery of the project. The purpose of this research is to find out the critical success  factors  of  project management  that  help  the  project  parties  reach  their  goal  as  planned  in Nepalese  hydropower projects. In this study, general success factors of project management were collected from various literatures and the pilot survey, rank them based on relative importance index (RII), and found top seven success factors as critical success factor. Based on the 85 responses from project managers and experts working in hydropower projects in the first stage study, top seven  success  factors  of  project  management  were  Effective  communication  between  project  team  members  (S1),  Job satisfaction  of  project  team  members  (S2),  Timely  decision  by  client  (S3),  Competence  of  the  project  manager  (S4), Effective coordination between stakeholders, public institutions (S5), Competence of the project team members (S6), Proper and timely supervision (S7).  

Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

2014 ◽  
Vol 903 ◽  
pp. 431-437 ◽  
Author(s):  
Abdul Aziz Fazilah ◽  
Nur Najmiyah Jaafar ◽  
Sulaiman Suraya
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Success Factor ◽  
Management Support ◽  
Critical Success ◽  
Research Activities

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

scholarly journals EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

scholarly journals Project managers’ and change managers’ contribution to success

2016 ◽  
Vol 9 (2) ◽  
pp. 451-465 ◽  
Author(s):  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Organisational Change ◽  
Project Managers ◽  
Content Type ◽  
Critical Success ◽  
Project Risks ◽  
Change Projects ◽  
Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

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.  

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.

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