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Critical Success Factors in Effective Project Implementation
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Purpose
This study aims to test a public–private partnership (PPP) success model by examining the direct effects of two input factors (facilitative leadership and communication quality) on an outcome factor, namely, PPP success (PPP project success and PPP relational success), as well as the mediating effect of trust as a process factor on these relationships.
Design/methodology/approach
The present research uses the sociotechnical systems theory as the guiding framework. This is a quantitative study that uses a questionnaire survey and purposive sampling. The respondents comprise 266 public and private sector employees who have been involved in various PPP projects. The data gathered from the survey are analysed using SPSS and structural equation modelling (AMOS version 23.0).
Findings
The findings of this study indicate that facilitative leadership, communication quality and trust are positively correlated with PPP success, that is, PPP relational and PPP project success. Trust is found to mediate the relationship between facilitative leadership and communication quality with PPP success.
Practical implications
This paper upholds the importance of facilitative leadership, communication quality and trust in a PPP setting.
Originality/value
This study enriches the knowledge of PPP projects regarding facilitative leadership, communication quality and trust. It also discusses the vital role of these variables in ensuring PPP success.
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Abstract
Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team–related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm.
This research investigates the impact of the project management office functions on project success in Saudi Arabia. A comprehensive literature review is conducted to study different project management functions and project success measures. The data collected on a validated list of 19 project management office functions and 14 project success measures obtained from the literature. The analyses have two parts, one to compare the project performance of organizations that have PMO to those who do not have, using excel sheets by averaging the responses for each measure. The second part is to study the relationship between PMO functions and project success measures using structural equation modeling SEM in SMARTPLS-S software. Sixteen hypotheses were generated for analyses in SEM and five of these hypotheses were validated while the remaining 11 could not be validated. The results reported that PMO organizational learning functions directly impact project outcomes, while functions of project monitoring and controlling partially impacts customer satisfaction.
The selection of Architect/Engineer (A/E) is one of the critical decisions made by owners early in a project. Given that architects and engineers are not commodities; therefore, the assessment of A/E firms should be based on their qualifications. This paper attempts to quantitatively assess and understand the effects of A/E capabilities on project performance. To achieve this, a model was developed to identify the correlations between A/E consultant qualification, project characteristics, and project outcomes. Afterwards, it was validated using a prediction model developed using artificial neural networks implemented on a case study of 18 projects. This model connects the gap between the consultant procurement decision and its impact on the management performance and outcomes of a project. Furthermore, this paper offers an understanding of current procurement practices, as well as presenting the common evaluation criteria and their respective weights as adopted by several public owners in Alberta.
E-government is becoming an enabler for better government through cost-effective and efficient service delivery, and can become a useful tool for effective governance, public administration, and public sector transformation. However, e-government projects are noted for many failures due to several reasons. These include inadequate planning, poor project management, lack of top management support, lack of stakeholder involvement, scope creep, etc. Dwelling on the project management literature as well as reviews of award winning e-government project and portfolio management best practices in a state government and a local utility district, this chapter concludes that e-government initiatives should adopt a more concrete project management methodology, align e-government goals with organizational strategic goals, develop project management competences, as well as understand and apply critical success factors to ensure the successful planning and implementation of e-government projects.
Agile project management (APM) has recently emerged as a new and different way of managing projects. Some experts are already voicing the opinion that APM will become the project management of the 21st century. However, so far APM has not impacted project management as much as it should have. Its focus was mainly on IT projects. The literature on APM is still in its early stages, and more research needs to be done in areas other than software development. Therefore, the present paper provides a review of the existing literature in the agile project management domain. It compares traditional to modern project management, specifically APM, and discusses the influence of project complexity factors. Further, it reviews different frameworks of project success and critical success factors. Finally, it recommends APM dimensions irrespective of project types, which potentially could impact the success of a project.
This paper investigates via a survey methodology, project critical success factors (CSFs) of a UN organization as perceived by computer and information technology trained and certified professionals. James Wan and Raafat Saade adopt their CSFs from three seminal studies done at different times. They provide a critical analysis of those factors for the 21st century United Nations context facing today an increasing need for agility in a fast-changing global environment. The authors investigate project CSFs in this study with two goals in mind: Firstly, to test the applicability of well-studied CSFs in the United Nations context, and secondly, to assess the influence of certification/training on these factors. Results show that 5 out of 13 factors differ in the United Nation's context and that certification is not perceived as important while training is. Results are discussed bringing forth insights into the nature of UN-type organization project management. Results have shown that close to 40% of the CSFs previously studied do not apply to the United Nations context. At the same time, correlation analysis shows that training in project management knowledge areas are more important that actual certification.
A szerzők tanulmányukban a nemzetközi sportrendezvény-szervezési projektek sikerét vizsgálják Magyarországon, valamint több európai országban megrendezett világ- és Európa-bajnokságok bázisán. Az elvégzett empirikus kutatás célja, hogy a siker megítélésében szerepet játszó kritériumok, valamint a hatékony szervezést támogató módszerek, tényezők feltárásával hozzájáruljon a nemzetközi sportrendezvény-szervezési projektek eredményesebbé tételéhez. A vizsgálat eredményei rávilágítanak a kapcsolatorientáció, a humán terület kiemelt szerepére a világ- és Európa-bajnokságok szervezése, megvalósítása során.
It is a fact that an organization's success is closely linked with its projects’ success. Although there are many studies in literature that focus on different aspects of project success like, for instance, the success factors or the criteria for success assessment, there are only few studies that mention the processes required for success evaluation. Guides and standards, such as the PMBOK 5 or ISO 21500:2012, are not exceptions to this reality. Given the high importance and complexity of the evaluation of the projects’ success, in this work-in-progress the Success Management is proposed as a new knowledge area of project management, as well as a set of processes to be carried out in its scope.
The authors propose ten critical success factors for projects, break them down into strategic and tactical subgroups, and place that model in a project-life-cycle framework. They discuss what problems are likely to occur if a project is well formulated strategically but mishandled tactically, or well executed but poorly conceived. It offers some pragmatic advice about strategic and tactical project management.
This paper describes a process used to determine critical success factors that are felt to be predictive of successful project management. Full time managers who have had experience with projects were used to generate critical success factors that they felt to be crucial to successful project implementation. Ten factors were discovered that relate well to previous theoretical formulations in the literature. In addition, these ten factors have been linked together in an interdependent quasi-sequential framework. This research has provided the basis for developing a behavioral instrument to be used as a diagnostic for assessing the status of any project as determined by the ten factor model.
Successful project implementation involves two key phases and several important factors. A ten-factor model of project implementation includes three factors involving the strategy phase the “planning” and seven representing the tactical phase the “doing” of project management. The interaction of strategy and tactics effectiveness and the types of error that may occur in project implementation are discussed.
This paper relates the project planning process and implementation. An implementation approach is determined by the manager's choice of power bases to be applied and techniques to be used to enhance the prospects of plan adoption. Sixteen planning environments are defined by the degree of centralization, amount of complexity, type of production, and emphasis on efficiency. A framework is proposed that suggests an implementation approach for each of the environments.