Top PDF Critical factors that influence project success in the infrastructural project

Critical factors that influence project success in the infrastructural project

Critical factors that influence project success in the infrastructural project

4.6.2 Project Success Information Project Success definition- Usually, project success is described in terms of the “iron triangle”, when cost, time and scope are met However, from the 1960s to 1980s the researchers started to focus more on the end user satisfaction, then it was realised that project success was defined differently by different researchers. The results indicate that most of the respondents believe that project success is when the overall goal or objectives of the project have been accomplished. This was stated or agreed upon in Chapter 2 by Savido et al. (1992) , Nguyen et al.(2004) , De Wit (1988),and Arti et al.(2013), who all emphasised that the project overall goal or objectives have to be accomplished for a project to become successful. Some of the respondents believe that project success is when the project is completed on time, to the desired quality and within the budget. Although Dvir et al (2004) in Chapter 2, stated that once the project meets the schedule and budget constraints, it is considered successful irrespective of meeting the quality commercial process and the customers’ needs or requirement.
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Success criteria and critical success factors in project success: a literature review

Success criteria and critical success factors in project success: a literature review

Time - schedule, cost - budget, user satisfaction, quality-performance, business and commercial performance are the most frequently used success criteria, followed by technical specifications and requirements, stakeholders’ satisfaction, strategic goals/objectives and competitiveness, functionality, project team satisfaction and safety. Some researchers also refer to contractor satisfaction, future perspective and environmental impact, while handful are those that support that effectiveness and suppliers’ satisfaction can influence project success. The critical factors influencing the success of projects are identified and commonly related to the following areas: project (e.g. clear goal, realistic schedule, adequate funds, resources, size, complexity), project manager and leadership (e.g. leadership, management of changes, effective conflict resolution, communication), project team members (e.g. communication, technical background, qualified team), organization (e.g. top management support, responsibility and authority chart) and external environment (client, technological environment, political environment, social environment, physical environment).
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Project Planning and Control: Does National Culture Influence Project Success?

Project Planning and Control: Does National Culture Influence Project Success?

Hofstede et al. [3] argue that planning and control are extremely influenced by culture: planning is an attempt to reduce uncertainty, and control is an exercise of power. These authors argue that planning and control in organizations, rather than rational tools, contain an element of ritual and reflect basic cultural assumptions. As Chevrier [7] states, projects involving teams with members from different countries are not only international projects, but mainly inter-cultural projects. According to this author national culture is a factor of impact on project management, specifically on planning and control. In Portugal, there is evidence that planning and control of projects are not usually given much attention; many projects are started without clear planning and control systems and, therefore, tend to significantly exceed costs and time [8], [9]. Several authors confirm the importance of these activities to adequate project management and project success. Kendra and Taplin [10] emphasize that planning and control are basic management functions, and therefore undoubtedly critical factors to lead a project to success. Similarly, Frank et al. [11] present planning and control (monitoring) as two of the top 10 project critical success factors.
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Why It Worked: Critical Success Factors of a Financial Reform Project in Africa

Why It Worked: Critical Success Factors of a Financial Reform Project in Africa

over 40 years. The PFM task environment was therefore one of making efficient, the effective financial control that existed. While there was a six plus year backlog of accounts and the budget structures and the chart of accounts were moving targets, at the end of the day, expenditures did not exceed budget ceilings and government borrowing was confined to short term smoothing of revenues. A second attribute of the task environment was the project faced a tabula rasa landscape. It did not have to jostle with other technical assistance teams and was the only set of cooks in the kitchen. With the war with Eritrea sixteen months into the life of the project, the potential for other cooks disappeared with the downsizing by foreign aid to Ethiopia but more importantly, the culinary critics (the multilaterals) were no where to be seen. The reform could proceed in splendid isolation and peace thanks to war.
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Critical Success Factors in IT Project Management. Case study on IT Banking Front-end IT System Project in Serbia

Critical Success Factors in IT Project Management. Case study on IT Banking Front-end IT System Project in Serbia

with the system itself and its outputs, i.e. the results and effects of its operation. Also, during the transfer of IT projects to buyers, it is customary for them to experience initial confusion regarding the characteristics of the final product, or to understand them in wrong way. There are buyers who will deliberately refrain from accepting the project unconditionally since they are afraid that, after they have approved of it, they will lose the ability to require changes or corrections due to obvious errors. Finally, depending on how close a communication the project team was maintaining with the client during the development of the project, the final product may, but does not have to, be what the buyer actually wants. [10]
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Influence of Project Planning Processes on Construction Project Success in Nigeria

Influence of Project Planning Processes on Construction Project Success in Nigeria

Abstract The success or failure of any construction project begins from the planning stage. Thus, the aim of this study investigates the influence of 19 project planning processes on construction project success measured by project efficiency and project effectiveness and also identify the most critical planning processes which have the highest influence on construction project success in Nigeria. In t his study, a structured questionnaire was developed by using Likert scale and applied on 60 respondents. A total of three organizations in the Federal Capital Territory were surveyed. Construction project success acts as independent variable while project planning processes as dependent one. The method used for the research is quantitative and applied survey instrument for data collection. For data analysis purpose, SPSS is used for descriptive statistics. The results have shown that Creation of Work Breakdown Structure (WBS), Program Evaluation Review Technique (PERT) or Gantt Chart, Project Schedule Network, Determine Budget and Quality Management Plan have the highest awareness and usage by the selected firms and WBS has been found to be the most significant planning process. Additionally, the correlation between total level of planning and project success rho (60) = -.493 with p=.032, and between total level of planning and the efficiency component of project success rho(60) =- .618 with p=.005, were statistically significant , given ɑ = .05 (two tailed) while the correlation between total level of planning and the effectiveness component of project success was not statistically significant. Overall, an increasing awareness of project planning processes was observed and that has also led to the success of construction projects. The findings of this research therefore signify the necessity of frequent use of some other project planning processes like risk management plan, activity resource requirements in other to see better performance of construction projects. Continuous development seminars and trainings in project management should also be organized for all professionals in the sector both in private and government organizations.
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A better understanding of which factors influence the success of a management consulting project

A better understanding of which factors influence the success of a management consulting project

Phase III “reading” | during the reading phase it is essential to describe, in detail, what articles will, or wont, be used (Petticrew, 2006). For example, a promising title, set of keywords and abstract could have included papers that, after reading, were not as valuable as indicated. However, in the end, after reading the article, it could still happen that it turned out these articles are not relevant. The excluded articles will be mentioned in the results. Also if the inclusion and exclusion criteria change during the research, due to obtained knowledge during the reading process, a mentioning will be made in the results of the research (Petticrew, 2006). After having a closer look to all of the articles 75 articles remained as relevant. The difference between the 192 and 75 is primarily explained by duplications and articles which were not stating anything relevant for the management consultancy sector, but for other industries. The rest was excluded based on the exclusion criteria. Phase IV “results” | to create a clear overview about the findings of the relevant articles, the findings were presented in a table. A small summary of the findings of each relevant article is mentioned in this table. The findings were divided in different topics resulting in an overview. This overview was used later during the development of the conceptual framework based on the output of the SLR. This was important since there were multiple articles used and each of these articles could potentially have new factors which influence the success of a MCP resulted from a different research method. In the end, these could complete each other. Also, the same findings of different studies can be compared and combined (Webster, 2002).
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Project Management Practices and Critical Success Factors A Developing Country Perspective

Project Management Practices and Critical Success Factors A Developing Country Perspective

2.2 Quality of Projects and Project Management Practices Quality is considered an important outcome of a project since the performance measures of projects are usually based on time, cost and quality, also known as the iron triangle (Orwig & Brennan, 2000). Quality has different attributes – both subjective and objective – some of which are difficult or impossible to quantify. Thus, Stevens (1996) recommended a comprehensive approach to the assessment of project quality to include the traditional project success measures such as cost, schedule and safety, as well as measures such as customer satisfaction, leadership, employee involvement, teamwork, training and responsiveness. McConachy (1996) proposed a dual system of measuring project quality using ratings from what he termed “conventional project quality” and “contemporary project quality”. While “conventional project quality” deals with the extent to which the customer’s requirements are met with respect to the budget, schedule and technical specifications, “contemporary project quality” is subjective in nature and involves a qualitative assessment of customers and project team members as to how the project is meeting their expectations with regard to issues such as: the communication of goals and values; peer review; customer expectations; partnering and quality awards. For engineering or construction projects, Paquin, Couillard and Paquin (1996) suggested an analogous procedure which assesses “earned quality” as a means of managing the build-up of quality in a project during the design and construction phases.
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Evaluation of Project Critical Success Factors for Key Construction Players and Objectives

Evaluation of Project Critical Success Factors for Key Construction Players and Objectives

Due to the sensitivity and importance of results, questionnaires were distributed among elected individuals with experience, expertise and knowledge in the management of construction projects. In general, the statistical populations are experts and leading managers of state, custodians of implementation and investment of country's projects including owner, professional consulting engineers and first and second rate contractors of construction projects of the country. Since the accuracy of ranking factors depends on the accuracy of input data, information of the construction was received from the experts as shown in Table 3. Among the total of ???? distributed questionnaires, 175 questionnaires were collected. Then, the data were examined and the invalid questionnaires were omitted. Finally, 137 questionnaires were analyzed. 35.8% of sample population had working experience as Owner, 32.8% as Contractor and 31.4% as Consultant (Figure 1). According to Figure 2, almost 65% of people have working experience of more than 15 years and 90%
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The Critical Success Factors Of The ERP System Project:  A Meta-Analysis Methodology

The Critical Success Factors Of The ERP System Project: A Meta-Analysis Methodology

Many articles have been written on enterprise resource planning success in the last two decades in both the public and private sector. An important number of empirical studies attempt to delineate the steps of ERP project integration and their specificities. These research works can be divided into two principal phases: the implementation and the post-implementation. The complex nature of the ERP system and its implementation stages lead us to investigate about the critical success factors mentioned in both phases of integration. Recently, several studies have tried to assess the success of ERP system and highlight the CSF’s based on some theoretical models. This study uses a meta-analysis methodology to highlight the principal factors leading to ERP success, and it evaluates the weight of CSF’s in the process of implementing the ERP project. Based on the best studies published in the last years about ERP success, we conduct this research to determine the most important factors highly correlated with the ERP success. Eleven CSF’s are identified in our meta-analysis and classified according to their significant importance based on the correlation coefficients finding in 32 articles focus only on the ERP system. Some criteria were selected to choose studies such as: Sample size, the availability of correlation coefficient finding (quantitative empirical data), the availability of reliable constructs (Cronbach’s alpha), and the measurement scale of each factor.
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An Alternative Method for Determining Critical Success Factors of Information System Project

An Alternative Method for Determining Critical Success Factors of Information System Project

Meanwhile, Lim and Mohamed [26] described clearly distinction between success criteria and its factors. They also defined success criteria as standard for judging the success of a project [26]. Jugdev and Muller [27] elucidated historically that most of the CSFs studies have been focused on importance of the stakeholder satisfactions as the success indicators during 1980s-1990s. Their articles have also indicated that the studies applied the bottom-up method through identifying and classifying findings of the previous researches to determine the CSFs. Therefore, they mentioned that researchers in this era contributed on identification of the success categories, but have lack on integrating the framework and have concentrated only on the business operational level [27]. Furthermore, based on methodological review around this field study in regard to several academic publications that have been published during the 1980s to the early 2010s, authors found that few of scholars concentrated in the methodological aspects regarding the CSFs determination process.
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Ranking the Factors that Influence the Construction Project Management Success: Malaysian Perspective

Ranking the Factors that Influence the Construction Project Management Success: Malaysian Perspective

5. Conclusion and Recommendation Based on the findings and discussions of the study, it is clear that the Malaysian construction industry have high level of knowledge on project management which has benefited the companies that believe in increasing construction project success rate. There are a lot of reasons why project management principles were implemented and among these reasons, emphasis were laid more on lack of organization which is the most important in an organization. It is recommended that more attention should be given to the human related factors such as competence, commitment and communication among project stakeholders. The other factors being financial capability of the clients and the project related factors are among the factors that need particular attention. The empirical findings of this study will hopefully offer an insight to project-oriented companies in Malaysia for future strategies and guidelines for the development of construction projects. It is recommended that more emphasis should be laid on the application of project management principles. More time should be allocated for trainings on project management and its influence on construction projects and focus should be on each project individually by reviewing it records to obtain understanding on the standard of project controlling with the help of project management principles used in the project.
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A review of Critical Project Management Success Factors (CPMSF) for sustainable social housing in Nigeria

A review of Critical Project Management Success Factors (CPMSF) for sustainable social housing in Nigeria

Nigeria. The analysis of the findings indicates that of the 19 critical factors, which includes: land issues; effective housing policy implementation; housing project ownership; top management support; adequate project fund and resources; project team competency; and adequate project monitoring and feedback are unanimously identified as critical success factors, hence they are ranked 1st after pri- oritisation. At the same time, the results reveal that: end users involvement and other related issues; realistic project cost and time estimates; and local building materials and its increasing cost; are ranked 2nd as the next prominent set of critical success factors in sustainable housing estates’ deliv- ery and provision. Project information and communication and project mission and/or common goal, ranked 3rd were critical success factors in five of the seven author’s frameworks. The tables further reveal that project team composition and adequate project planning, ranked 4th were critical success factors represented in four out of the seven author’s frameworks. Only the weather condition critical success factor appears negligibly critical and is represented only in three of the seven author’s philosophy and frameworks and prioritised and ranked 5th in
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A structured critical success factors model for implementing project quality management system in construction

A structured critical success factors model for implementing project quality management system in construction

The objective of reviewing related literature was to identify gaps in CSF researches implementing quality system in the construction industry. Abstracts of vast amounts of articles related to success factors regardless of the types of industry and level of implementation are skimmed accordingly. Successive rounds of abstract reviews have resulted in only fifty three articles which were considered related to CSF for quality system and construction. The subsequent analysis of all the articles identified the significant gap and the methods used by the researchers in identifying the CSF. The gap was the absence of the CSF study for the ISO 9000-based PQMS. Since articles directly related to CSF for ISO 9000-based PQMS were considered non-existence, another round of literature search for articles that contain the element of “success factors” for implementing quality system in construction was conducted. The aim then was to identify the CSF and indicators of each CSF for ISO 9000- based PQMS. Another set of articles was compiled. The final list of CSF at this phase was the constructs of the CSF for ISO 9000-based PQMS that was used in the field studies. Strategies in collecting and analysing the data appropriate to the CSF study were also gained through the analysis of the articles.
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Defining Construction Project Management Critical Success Factors Using the Business Excellence Model

Defining Construction Project Management Critical Success Factors Using the Business Excellence Model

Top management support in literature is considered to be an essential requirement for successful projects (Cook-Davies and Arzmanow 2003, Cash and Fox 1992, Kerzner 2001 and Munns and Bjeirmi 1996 and Nicholas 1989 and Bryde 2008). In project management it is recognised as a factor that would affect project management performance. Cooke-Davies and Armani (2003) identified organisational leadership including commitment of upper management as measures of project management maturity. Cooke-Davies (2002) in defining factors that affect project management success included adequacy of documentation of organisational responsibility on the project as a variable. Project management methodology, definition of project success/failure criteria, project management process performance reviews, formal feedback mechanism, project manager’s involvement in the project brief process, awareness of the project’s requirements by all parties and quality and detail of project management plan/strategy were identified as suitable indicators of the project management strategy construct. Turner and Müller (2003) pointed out that the Project Manager, as chief executive of a project is responsible for formulation of objectives and strategy for the project and through the purpose of the project, to link those objectives and strategy to the objectives and strategy of the parent organisation. Anderson and Merna (2003) argued that poor management, particularly at the front end during strategy formulation rather than poor management down stream is the cause of poor project performance. However, most project management literature concentrates on the execution tools and techniques rather than the effective development and deployment of project management strategy within a total process concept. Anderson and Merna (2003) differentiated between project management strategy which refers to the strategy for the management of a project and project strategy which refers to the high-level plan for achieving a given projects objective.
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[I798.Ebook] Download PDF Project Success Critical Factors And Behaviours By Emanuel Camilleri.pdf

[I798.Ebook] Download PDF Project Success Critical Factors And Behaviours By Emanuel Camilleri.pdf

Get the link to download this Project Success: Critical Factors And Behaviours By Emanuel Camilleri as well as begin downloading and install. You can desire the download soft data of guide Project Success: Critical Factors And Behaviours By Emanuel Camilleri by undertaking other activities. And that's all done. Currently, your rely on read a publication is not always taking and bring guide Project Success: Critical Factors And Behaviours By Emanuel Camilleri almost everywhere you go. You could conserve the soft file in your gizmo that will never be far away and also review it as you like. It is like reviewing story tale from your gizmo then. Currently, begin to enjoy reading Project Success: Critical Factors And Behaviours By Emanuel Camilleri and get your brand-new life!
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Critical Success Factors of international Sport Events from the Perspective of Project Management

Critical Success Factors of international Sport Events from the Perspective of Project Management

A further recognition of this stage is, that project success is dependent on the management  and  leadership  style,  emotional  intelligence  and  other  competencies  a  project  manager  possess  and  this  is  due  to  the  fact  that  project  types  becoming  more  and  more  diverse  through increasing globalisation (Müller & Turner, 2007). Different types of projects require  special  management  approaches  and  it  is  up  to  the  project  sponsor  to  choose  the  appropriate  methodology  with  which  the  success  criteria  can  be  identified  (Wateridge,  1995).  A  study  conducted  by  Müller  and  Turner  in  2007  showed,  that  the  customer  satisfaction in projects where the project manager was working in his/her home country was  higher.  This  leads  to  the  point  that  cultural  issues  are  not  be  neglected  and  are  a  further  element when assessing project success.  
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Contractor’s Critical Factors Influencing Project Success: a Case of Indian Construction

Contractor’s Critical Factors Influencing Project Success: a Case of Indian Construction

Construction industry is one of the largest industries in India. The revenue contribution to the nation from this industry is very huge. This industry comprises many skilled and unskilled personnel. Many infrastructure projects are being executed. A number of challenges are faced during the execution of the projects. The challenges may include on time delivery of project, cost overrun, inadequate quality, incompetency of the management, resources availability, clients, contractor, sub-contractor, etc. Many studies reveal that contractor’s qualification plays a significant role in project implementation. So, there is necessity in understanding how the contractor is responsible for the project success.
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Analysis of Factors Influencing Project Success

Analysis of Factors Influencing Project Success

Two approaches can be employed to capture opinions in a survey: In the first approach, the respondents can be asked to identify a list of factors. In the second approach the respondents can be given a list of factors and asked to assess the influence of these based on a scale. In this first approach is used for exploratory research and second approach is employed for detail study, since an expert’s opinion is considered worthy.

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Critical success factors in project management : an exploratory study of Eskom distribution projects

Critical success factors in project management : an exploratory study of Eskom distribution projects

Impact on Customer: The focus of this dimension is on the clientele or the end user of the final product. Emphasis is placed on the client’s requirements and the satisfaction of the client for having their requirements met. This dimension gives an indication of the satisfaction of the client and their willingness to return for further service in the future [27]. Business Success: This dimension is concerned with the positive impact to the organisation as a result of the project. It answers questions like; does the final product provide sales, expected revenue and does it improve the organisations market share? This dimension may also be used to judge how the final project helped to improve the organisation’s cycle times, quality of the processes and organisational performance [27]. Preparing for the future: The project is judged on its ability to aid the organisation in meeting the organisational and technological infrastructure required in the future. The final product should create opportunities for future market openings, encourage innovation and build new skills [27].
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