Critical Success Factor

Oxford University Press 2002 defined success as “the achievement of something desired, planned or attempted, an event that accomplishes its intended purpose”. Whereas, critical success factor are frequently applied by different management field in various industries in which organisation needs to perform best if it is to achieve overall success and organisational goal. Rockart (1979) define the CSF as;

The purpose of this study is to examine critical success factor influences the initiation of Total Productive Maintenance implementing Autonomous Maintenance, Planne[r]

Community-Based Tourism (CBT) is a tool to improve the quality of life of the rural community by creating direct employment opportunities as well as increasing income levels and consequently reducing the level of poverty in the rural areas. After a few decades, variants of CBT are formed to advocate sustainability in rural tourism industry such as Community Benefiting through Tourism (CBtT). By understanding CBtT concept will lead to a different perspective of Community- Based Tourism. The purpose of this study is to examine the implementation of CBtT on selected projects in Indonesia to initiate into the critical success factor of CBtT, especially in cultural heritage tourism. The case study focused on Saung Angklung Udjo, a successful CBT project which preserving Sundanese culture in Bandung, Indonesia. Saung Angklung Udjo is an art centre which has been proven to give the contribution to society. By applying qualitative research methodology with interview and observation method, this research explains how community gain benefits from tourism. The results show that there is a relationship between social, economic, and environmental dimensions in development of Community Benefiting through Tourism (CBtT). Besides, eight factors have been identified as success factors of CBtT in Saung Angklung Udjo, and one factor as new finding factor. Meanwhile, five factors were addressed as significant success factors for creating CBtT. These findings suggested recommendation to all tourism stakeholders to strategies community-oriented tourism project which gives benefit to the community.

Melalui pelan pembangunan seperti ini dapat meningkatkan semangat dan memberi peluang untuk pelajar menceburkan diri dalam bidang keusahawanan selain daripada mendapat pendidikan keusahawanan di dalam setiap kursus yang ditawarkan di Politeknik. Penawaran khusus keusahawanan dalam pendidikan di Politeknik tidak lagi asing kepada pelajar-pelajar untuk menyediakan asas keusahawanan sebagai langkah persediaan awal untuk menghadapi realiti kehidupan selepas belajar (Rosli, 2013). Untuk setiap khursus yang ditawarkan semestinya mempunyai kebaikan dan keutamaan dalam pembangunan pendidikan keusahawanan dan untuk mencapai kejayaan dalam setiap perancangan, perlu ada visi dan misi yang jelas serta Critical Success Factor yang dapat dijadikan sebagai hala tuju supaya setiap objektif tercapai (Trkman, 2010). Dalam hal ini, terdapat beberapa elemen Critical Success Factor yang boleh digunapakai supaya setiap tindakan dalam membangunkan dan menjayakan kursus keusahawanan ini kerjaya dalam kalangan pelajar Politeknik.

Garg [62] advised that Transformational leadership is considered as a critical success factor associated to ERP implementation projects. He claimed that as the leader who involved in ERP projects should continually strive to resolve conflicts and deal with resistance of change, thus effective change management is crucial during such initiatives, starting at the beginning of the project phase and endur- ing throughout the entire life cycle, considering that transformational leadership is the most fit form to manage change during the ERP projects specially when dealing with change in enterprise wide culture.

Olaniyan, 2013, the concept of critical success factors (CSF) emanated from the Sloan school of Management as indicated reported in the studies. This concept was first used in the context of information system and project management but later applied to construction management research. Critical success factor defined as „those key areas of activity in which favorable results are absolutely necessary for a particular manager to reach his/her goals‟

The classic text by Daniel (1961) proposed that in times of change and growth companies need to focus on their critical information needs relating to corporate “success factors” to fully achieve control and management effectiveness. Rockart (1979: 85) developed the concept popularising the “critical success factor” method which identifies “for any business the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization”. They are areas that should receive constant and careful attention by managers in order to monitor performance and improve existing areas of business (Rockart, 1979). Bullen and Rockart (1981) identify three main uses for the CSF method: (1) to determine an individual managers information needs; (2) to aid an organisation in its strategic planning process; and (3) to aid an organisation in its information systems planning process. Though, Friesen and Johnson (1995) illustrate how the tool can be used as a “versatile management tool” and applied to solving a wide range of

Green technology concept reflects on the understanding of the role of technology in mitigating the environmental impacts. In order to achieve competitiveness and sustainability in business development, industry nowadays has growing interests in going through green technology due to encouragement of the government. Construction industry is significant to the global urbanization as it has a vastly impact on the environment especially during construction and operation phase. However, the level of understanding of green technology in the construction industry is still low. The rate of adoption of green technology in the construction industry will increase as increase the knowledge and environmental concern to surroundings. Green technology is costly to be implementing as the clean technology or eco-product is usually expensive rather than normal product. This paper has attempted to identify the level of understanding, implementation and effect of green technology in the construction industry in Malaysia. Indeed, there are several limitations to this research as the research will cover only construction industry because of the time constraint. Due to the wide range of green technology, the research is limited on the critical success factor in the green technology implementation in business development. In general, it can be concluded that industries should be aware of the importance and impact of green technology not only the companies themselves, but to the communities as an order to preserve our earth.

Critical success factors (CSFs) are inputs to project management practice which can lead directly or indirectly to project success. It encompasses many elements, which have to be synchronized to ensure the project delivery on time. The purpose of this study is to identify the extent of the relationship between CSFs and project performance. The research findings will be expected to assist the organization in evaluating the performance of project management. Finally, the conceptual framework was developed by identifying five (5) variables for project success namely Project Management Action, Project Procedures, Human Factors, External Issues and Project Related Factors. The tool used to achieve the relationship between the critical success factor and project performance in this study is by developing a conceptual framework. Critical success factor is a variable that can have a significant impact that delivers measurable improvements to the project success. Organisations/companies look to forecasting tool to help them speed their progress toward performance improvement, and to guide them around pitfalls that might otherwise slow or even halt their initiatives of project performance. Therefore, in order to improve the project performance, it is essential to determine the critical success factors in the current project management practices. In order to achieve this, the variables for project success are essentially important to be identified and established towards achieving the objective of this study.

From the public perspective, success is implementing useful projects that have sustainable positive impacts in the years ahead [4, 5]. This means, a public investment project is successful if the social welfare of the society is increased by implementing the project, the environmental impacts of the project are minimum and the net economic value of the project is positive. The need for ensuring project success or the need to ensure the relevance and sustainability of public investment projects at the projects’ preparation stage has challenged the traditional decision-making and the project development processes. Understanding the nature of these challenges and putting in place the most effective form of governance in response has emerged as a new paradigm for developing successful public investment projects. In this regard, some industrialized countries have changed their planning and decision-making procedure of public investment projects. They have established formal front-end project governance systems in order to provide the right information to decision-makers. This paper aims to discuss front-end project governance system as a critical success factor for developing successful public investment projects. It begins with discussing front-end project governance system. Then the second part elaborates the success of public investment projects and finally it presents front-end project governance system as a success factor for developing successful public investment projects.

What makes some continuous improvement programmes successfully transform an organisation and others easily forgotten? For anyone involved in operational excellence, there is probably no more important question. In trying to answer it, most prior studies on critical success factors have focused on techniques or tools to aid the implementation: this study, instead, investigates the influence of leadership on individual quality management practices. This research contributes to the existing literature in two ways: first, it operationalises the many success factors in four critical ones; second, it establishes leadership as one of these four critical success factors.

Communication Stakeholder Management Implement Change Implementation Transition Management Sustain Support Change Sustainability. Change Management Life Cycle.[r]

In the 21st century the most significant challenge for graduates will be manage their relationships with work and learning. In the employers‘ perspective, whether in small, medium and large enterprises have identified the same critical mix of skills as being relevant to the employability and ongoing employment of individuals. It requires skills such as negotiating, action planning and networking, added to qualities of self-awareness and confidence. These are the skills required to be "self-reliant" in career and personal development; skills to manage processes rather than functional skills [3]. In developing these skills there is a part to be played by students, higher education, employers and policymakers. Enhancing graduate employability skills is considered as an important task within the university community in any country. Employability program instituted by several agencies in Malaysia builds around individual factors, personal circumstances and external factors, which acknowledges the importance of both supply-and demand-side factors [4].

Changing is one of the most important features of organization in new competitive age. There is almost no organization without changing during 3-6 months or one year. In the other hand business situation requires successful organization to be agile. So organization agility replies variable needs in competition and get some advantages of new opportunities fully and comprehensively. Knowledge, information and individuals will lead to organizational success in future; also different agility models confirm it. Many experts believe agility to include using the information technology and perfect communication and exchange dates toward knowledge management so that organizations which are going to be agile, they should train and gain useful skills with experience and improve to invest for human sources and their education. Therefore it is necessary to manage the knowledge to be agile in organization. The aim of this research is to study and analyze the place of knowledge management in organizational agility based on current empirical studies and findings. Hence, firstly, some definitions of organizational agility, knowledge and its management in the organization; then some of the most important models of organizational agility and the place of knowledge management have been explained. The authors hope that this study could provide the context of organizational agility based on knowledge management in organization more than ever and much more studies and research would come out of it.

Definitions of quality have changed with the passage of time with changing customer’s needs and requirements. But the essence has more or less been to develop an approach to problem solving, conformation to standards for customer satisfaction. With management functions getting complex, approaches to managing quality in functional areas are becoming difficult. Later, they have realized that TQM is much more than just shop-floor improvements. The definitions of quality incorporate factors like top management commitment, leadership, team work, training and development, rewards and recognition, involvement and empowerment of employees etc. These critical factors are the foundation for transformational orientation to create a sustainable improvement culture for competitive advantage on a continuous basis.

The majority of studies took note of the student characteristics that comprise the community college population. One commonly identified factor is non-traditional age (Brotton, 2005; Crawford, Barker, & Sevam, 2014), with students generally being older than the traditional college-aged population (18-22 years old). These older students tend to have multiple responsibilities in life, such as employment and family obligations. It has been proposed that offering fully online courses could support these students (Yen & Liu, 2009). However, high online attrition rates have emerged as a concern, negatively impacting the notion of student success (Traver, Bidjerano & Shea, 2014; Yen & Liu, 2009). Factors that could possibly explain this trend are that community college students generally exhibit lower levels of technical experience (Brotton, 2005; Crawford et al., 2014; Lloyd-Smith, 2010; McGee & Reis, 2012) and lower levels of academic preparedness (Crawford et al., 2014; Johnson et al., 2013; Traver et al., 2014). In a study that compared performance in a community college biology course in both online and face-to-face formats, Wolff, Wood-Kustanowitz, and Ashkenazi (2014) found that the mode of delivery was one of the significant predictors of successful course completion, with the online section performing lower. In a related study, Garman (2012) found that students over the age of 25 experienced a higher success rate in face-to-face courses over online courses. They interpreted this finding in that there is a general lack of strategies for working with community college learners, who may lack the motivation and discipline necessary for success. Increasing technology use will not solve this problem, as students typically exhibit lower levels of technical experience (Johnson et al, 2013).

The defіnіtіon of success or faіlure can even change from project to project. As stated, success for one partіcіpant may be faіlure for another (Іyer and Jha 2004b, de Wіt 1988). When we say thіs, consіder a sіtuatіon іn whіch the partіcіpants are an archіtect, an engіneer, an accountant, a human resources manager, and a chіef executіve offіcer. Observe the dіsparіty іn poіnts of vіew of these partіcіpants.

What makes some continuous improvement programmes successfully transform an organisation and others easily forgotten? For anyone involved in operational excellence, there is probably no more important question. In trying to answer it, most prior studies on critical success factors have focused on techniques or tools to aid the implementation: this study, instead, investigates the influence of leadership on individual quality management practices. This research contributes to the existing literature in two ways: first, it operationalises the many success factors in four critical ones; second, it establishes leadership as one of these four critical success factors.

According to Hammer and Champy (1993, p. 32), the aim of BPR is to achieve a dramatic improvement in performance. But BPR has failed to deliver the expected results (Harrington, 1991, pp. 69-71). Guidelines for measurement of the degree of dramatic improvement for BPR do not exist. As a result, BPR is incorrectly interpreted as a miracle prescription which can provide a quick-fix solution for all problems (Manganelli, 1993, pp. 7-86). Inflated expectations by top management about the speed, scope or benefits of reengineering exist (Kiely, 1995, p. 15). The unrealistic expectations lead to management disappointment with BPR because of the modest achievement. Although there has been no absolute figure to indicate the success of BPR, a guideline on performance indication is that 30 percent improvement can be a breakthrough in business performance and design (Klien, 1993, pp. 2-40). In order to minimize the chance of process failure owing to inflated expectations, clear process goals and expectations should be set according to specific requirements and conditions. In the progress from BPR to BPM, process goals and expectations should be reviewed and adjusted according to an organizations situation (Choi & Chan, 1997, p. 44). The key elements of BPR have been identified (see Table 3).

Partner selection: Partner Selection is also the important critical success factor of collaborative product development. Before partner selection, it is necessary to define the objective of that organization. Standardized governance of partner selection is critical factor in CPD. it is necessary for the organization to clarify who is to be responsible accountable consulted informed in each partnering phase. The growth of organization depends upon the right partner selection. For this purpose, it is important to develop a partner selection process including steps, criteria, tool and success factor which are important for growth of organization. A thorough standard partner selection process may therefore help to avoid selecting the wrong partner. Accordingly, when selecting a partner companies should at least deal with each other‟s culture, trust, strategy etc. Not all companies have an adequate partner selection process. Companies may include many steps in their partner selection process. Theoretically, the most elaborate partner selection process may involve no less than 16 steps. Naturally, few companies will use all these steps. This research project identified the steps they do use most often which are development of a partner selection team, Identify partnering needs of your company, Identify partnering opportunity, Define company‟s objectives for alliance, Identify partner selection criteria, Create long list of prospective partners, Orientating Meeting prospective partners, Determine short list of prospective partners, Screening of short listed partners against defined criteria, Beauty contest, Ranking of prospects, Final choice of partner, Negotiating alliance with prospected partner, Organizing social event selected partner, Writing legal agreements, Joint writing of the business plan. Knowledge transfer and innovation: Knowledge transfer is also important critical success factor of CPD. Without sharing their knowledge among other persons of organizations, organizations cannot find out their predetermined goal. Knowledge management includes five dimensions that should be taken into account when analyzing knowledge transfer in CPD: