Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the ...vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.
This study aims to propose and to validate a research model on project sustainability management. Moreover, it investigates the relation between project sustainability management and project success. ...The methodological approach is a survey-based research, using structural equation modelling to validate the research model. The hypotheses were tested based on a field study involving 222 projects distributed among eight industries and two countries. The results show a low degree of commitment to social and environment aspects of the surveyed projects. The structural model proposed shows a significant and positive relation between project sustainability management and project success and in reducing the social and environmental negative impact.
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•A project sustainability management (PSM) model is proposed and validated.•More than 200 projects were surveyed in different industry sectors.•The results show a positive and significant impact of PSM on project success dimensions.•There is a positive and significant impact of PSM on social and environmental performance.•The use of sustainability practice in the surveyed companies is still low.
This Book is a Printed Edition of the Special Issue which covers sustainability as an emerging requirement in the fields of construction management, project management and engineering. We invited ...authors to submit their theoretical or experimental research articles that address the challenges and opportunities for sustainable construction in all its facets, including technical topics and specific operational or procedural solutions, as well as strategic approaches aimed at the project, company or industry level. Central to developments are smart technologies and sophisticated decision-making mechanisms that augment sustainable outcomes. The Special Issue was received with great interest by the research community and attracted a high number of submissions. The selection process sought to balance the inclusion of a broad representative spread of topics against research quality, with editors and reviewers settling on thirty-three articles for publication. The Editors invite all participating researchers and those interested in sustainable construction engineering and management to read the summary of the Special Issue and of course to access the full-text articles provided in the Book for deeper analyses.
The importance of projects has resulted in increased international standards, academic research, and education and training on project management concepts. However, studies show that the number of ...successful projects has not changed significantly. As conventional wisdom emphasizes organizational project management maturity, the aim of this research effort is to study the relations between project success and project performance factors, and organizational project management maturity.The results of this study suggest that having a project portfolio management function within the organization improves the likelihood of assigning priority for projects and meeting quality expectations and project objectives. The presence of formalized project management processes may influence the assigning of project priority and the use of project planning tools and techniques. Furthermore, organizations with project policies and procedures in place are more likely to require project managers to have their PMP certification. Results show that customer satisfaction is considered the most important project success factor and more so for organizations with portfolio management in place.
This study looks at the relationship between the use of a project management methodology (PMM) and project success, and the impact of project governance context on this relationship. A ...cross-sectional, world-wide, online survey yielded 254 responses. Analysis was done through factor analysis and moderated hierarchical regression analysis. The results of the study show that the application of a PMM account for 22.3% of the variation in project success, and PMMs that are considered sufficiently comprehensive to manage the project lead to higher levels of project success than PMMs that need to be supplemented for use by the project manager.
Project governance acts as a quasi-moderator in this relationship. The findings should benefit project management practitioners by providing insights into the choice of PMM in different governance contexts. Academics should benefit from insights into PMMs' role as a success factors in projects.
•Determined the relationship for a project management methodology (PMM) and project success•Established the impact of project governance context on this relationship•The application of a PMM account for 22.3% of the variation in project success•PMMs considered comprehensive lead to higher levels of success than those that are supplemented•Governance is a quasi-moderator in the relationship between PMM and project success•Governance impacts choice of PMM
Avoid common pitfalls in large-scale projects using these smart strategiesOver half of large-scale engineering and construction projects—off-shore oil platforms, chemical plants, metals processing, ...dams, and similar projects—have miserably poor results. These include billions of dollars in overruns, long delays in design and construction, and poor operability once finally completed.Industrial Megaprojectsgives you a clear, nontechnical understanding of why these major projects get into trouble, and how your company can prevent hazardous and costly errors when undertaking such large technical and management challenges.Clearly explains the underlying causes of over-budget, delayed, and unsafe megaprojectsExamines effects of poor project management, destructive team behaviors, weak accountability systems, short-term focus, and lack of investment in technical expertiseAuthor is the CEO of the leading consulting firm for evaluating billion-dollar projectsCompanies worldwide are rethinking their large-scale projects. Industrial Megaprojectsis your essential guide for this rethink, offering the tools and principles that are the true foundation of safe, cost-effective, successful megaprojects.
In today's dynamic business world, companies must be able to adapt flexibly to constant change. To maintain their competitiveadvantage, companies must constantly review and improve their operating ...protocols. The concept of continuous improvement is based on a process-oriented view and aims to constantly refine the tools used to identify and solve problems. The adoption of the continuous improvement paradigm has steadily gained momentum in the field of project management. A comprehensive review of the existing literature reveals a conspicuous gap in the field of project management -insufficient attention to the integration of continuous improvement principles. In order to close this recognisable knowledge gap, this study examines in detail the role and reception of the philosophy of continuous improvement in the field of project management from the perspective of the project managers themselves. To achieve this goal, the insights and perspectives of project managers were systematically collected and subjected to rigorous analysis using an approach rooted in qualitative research methodology. The results of this research shed light on the high regard that project managers have for the continuous improvement approach. Nonetheless, they lament the incongruity of perspectives within the organizations they work for and point to a pronounced lack of understanding at the corporate level. It becomes clear that cultivating an institutional understanding of continuous improvement is essential for more effective executionof project management and mitigation of deviations from intended outcomes. Following the establishment of organizational awareness and the internalization of the principles of continuous improvement, the subsequent phase necessitates the training, motivation, and the establishment of a priority for continuous improvement throughout the entirety of the project management process.
No dinâmico mundo dos negócios de hoje, as empresas devem ser capazes de se adaptar com flexibilidade às constantes mudanças. Para manter sua vantagem competitiva, as empresas precisam revisar e aprimorar constantemente seus protocolos operacionais. O conceito de melhoria contínua baseia-se em uma visão orientada a processos e tem como objetivo refinar constantemente as ferramentas usadas para identificar e resolver problemas. A adoção do paradigma da melhoria contínua tem ganhado impulso constante no campo do gerenciamento de projetos. Uma análise abrangente da literatura existente revela uma lacuna evidente no campo do gerenciamento de projetos - atenção insuficiente à integração dos princípios de melhoria contínua. Para fechar essa lacuna de conhecimento reconhecível, este estudo examina detalhadamente o papel e a recepção da filosofia de melhoria contínua no campo do gerenciamento de projetos a partir da perspectiva dos próprios gerentes de projeto. Para atingir esse objetivo, as percepções e perspectivas dos gerentes de projeto foram sistematicamente coletadas e submetidas a uma análise rigorosa usando uma abordagem baseada na metodologia de pesquisa qualitativa. Os resultados desta pesquisa revelam a grande consideração que os gerentes de projeto têm pela abordagem de melhoria contínua. No entanto, eles lamentam a incongruência de perspectivas dentro das organizações para as quais trabalham e apontam para uma acentuada falta de compreensão em nível corporativo. Fica claro que cultivar um entendimento institucional da melhoria contínua é essencial para uma execução mais eficaz do gerenciamento de projetos e para a mitigação de desvios dos resultados pretendidos. Após o estabelecimento da conscientização organizacional e da internalização dos princípios da melhoria contínua, a fase subsequente requer o treinamento, a motivação e o estabelecimento de uma prioridade para a melhoria contínua em todo o processo de gerenciamento de projetos.
The importance attached by project managers to project success criteria and the associated rates of project success were assessed for different types of projects, industries and traits of project ...managers. 959 responses to a web-based survey showed that importance attached to project success criteria and project success rates differ by industry, project complexity and the age and nationality of the project manager. However, the underlying criteria are different and are explained herein. Modeling the relationship between importance assigned to success criteria and reported project success against these criteria showed a link between importance and actual achievements. Managerial and theoretical implications are discussed.
