Critical success factors in project management

Orouji, Maryam

doi:10.5267/j.jpm.2017.1.001

Cited by 5 publications

(4 citation statements)

References 33 publications

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“…Regarding failure types, Bell and Taylor (2011) consider 'organisational death' through varying terms such as; 'site closure', 'business failure', 'mergers', 'restructuring', 'downsizing', 'project termination' and 'abandonment' (Dalcher, 2012;Lechler and Thomas, 2015). 'Poor quality', 'delays' and 'cost overrun(s)' were also highlighted (Mahmoudi and Feylizadeh, 2017;Orouji, 2016). Institutionally, the perception of failure through the above terms such as 'business failure'', 'delays' etc takes a Normative Pillar approach and overshadows project outcomes.…”

Section: Understanding Of Failure: Perception Indicators and Typesmentioning

confidence: 99%

“…Design actions, motivation and risk management were also cited (Layzell and Ledbetter, 1998). Notable models for mitigating failure include: Ansah and Sorooshian (2018) 4Ps (Project Related; Participants, Practices and Procurement) in analysing delays; Failure Mode and Effects Analysis by Layzell and Ledbetter (1998) for defects; Construction Industry Bankruptcy Prediction Models (CI-BPMs) by Alaka et al (2015) for business failure; and Enterprise Resource Planning (ERP) (Orouji, 2016) model in handling cost and time related failures. Collectively, such mitigation models of failure seem to address Morris and Geraldi (2011) technological and strategic levels (such as resource planning) approaches to project management.…”

Section: Mitigation Of Project Failurementioning

confidence: 99%

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Contrasting Perceptions of Construction Managers and Project Managers Around Failure in Light of Morris and Geraldi’s Institutional Context

Chiponde¹,

Gledson²,

Greenwood³

2022

EPOJ

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In their 2011 paper titled “Managing the Institutional Context for Projects” Morris and Geraldi raised the importance of the institutional context in the management of projects. Building on that, this study proposes the conceptualisation and understanding of project-related failure and success through an institutional perspective. This is based on an understanding that projects are distinctive, time-constrained, undertakings meant to generate benefits for all associated stakeholders whose perception of failure varies. Yet, little attention has been given to explaining how such perception is influenced by underlying institutional contexts. Therefore, the aim of the study was to examine the knowledge base for contrasting perspectives of project managers and construction managers around project-related failure in light of the institutional perspectives. To do this, a systematic literature review (SLR) approach was adopted. The first finding of note from this SLR is the dominance of interest in and from the UK Construction Industry (UKCI). This may be attributed to the culture and structure of the UKCI driven by the autonomy and authority of organisations such as the National Audit Office (NAO). The findings further reveal that in the general Project Management (PM) literature, considerations of failure are more introspective and discussed more in terms of project outputs with the causes associated with project management limitations. Considering the three levels discussed by Morris and Geraldi (2011) the PM perspective of failure and success can be associated with the technical level of analysis of project outputs. In contrast, the Construction Management (CM) literature focuses predominantly on specific failures, and on external failures. Causes are more attributed to profitability and the wider supply chain and this can be associated with Morris’s strategic level focus on effectiveness and value. The results from this study call for a systemic approach by heeding the call of Prof. Peter Morris to consider the institutional context level in the perception and analysis of failure instead of solely focusing on output or technical level parameters of time cost and quality.

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Section: Understanding Of Failure: Perception Indicators and Typesmentioning

confidence: 99%

Section: Mitigation Of Project Failurementioning

confidence: 99%

Contrasting Perceptions of Construction Managers and Project Managers Around Failure in Light of Morris and Geraldi’s Institutional Context

Chiponde¹,

Gledson²,

Greenwood³

2022

EPOJ

View full text Add to dashboard Cite

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“…Por lo tanto, la gestión exitosa de los proyectos empresariales depende de la acertada conjugación de los procesos centrales del negocio, ubicados en el nivel estratégico (Oroujia, 2016), y de la supervisión de los factores considerados como críticos. Este escenario sienta las bases para una gestión del proyecto aplicable en cualquier tipo de organizaciones estructuradas de manera estratégica (Brown, Bocken y Balkenende, 2020), y en correspondencia con las necesidades de mejor rendimiento y maximización en la posibilidad de éxito (Osorio et al, 2014).…”

Section: Introductionunclassified

Factores críticos de éxito y su impacto en la Gestión de Proyectos empresariales: Una revisión integral

Melendez

Salous

2021

RCS

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Currently, business management processes have focused on promoting efficient organizational procedures based on traditional methods and agile work frameworks, together with comprehensive decisionmaking, which in the early phases of project execution contribute to the successful development of their projects. business goals. This paper presents a comprehensive summary of the recent literature on the main factors influencing the context of project performance within business organizations. The main objective was focused on identifying the factors involved in the successful performance of project management. The methodology was based on the protocol of a systemic literature review with a descriptive level. The results are grouped into key recurring factors involved in successful project management, such as time, costs, quality, and manageability. It is concluded that project management in the hands of its managers should focus on new elements related to leadership, knowledge management, labor flexibility strategies, managerial ethics, and the morale of the team of collaborators to guarantee the success of their operations. These results found may be used as a reference source for future related research.

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“…In the infrastructure projects, fulfillment of shareholders and customers' expectations while executing the projects must be required for sustainability in projects. The inclusion of sustainability in projects can be carried out by various methods (Aarseth et al, 2017;Orouji, 2016). The total value of project including innovations in the project are described only in the early planning phase of the project (Kolltveit & Grønhaug, 2004;.…”

Section: Critical Parametersmentioning

confidence: 99%

The sustainable project management: A review and future possibilities

Chawla¹,

Chanda²,

Angra³

et al. 2018

10.5267/j.jpm

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Sustainability in project operations such as financial, social and environmental sustainability is one of the most prominent issues of the present times to address. The increased focus on sustainable business operations has changed the viewpoint of researchers and corporate community towards the project management. Today sustainability in business operations along with sustainability of natural and environmental resources are of paramount significance which has further caused a huge impact on conception, planning, scheduling and execution of the project management activities. In this paper, a literature review between 1987 and 2018 on different issues affecting the sustainability in project management is carried out. The present study also identifies and discusses the future possibilities to apply computational procedures in order to estimate and optimize the sustainability issues in the management of projects, for example the computational evolutionary algorithms can be applied to formulate the multi-objective decisionmaking problem after considering critical factors of sustainability in the projects and then yielding optimized solutions for the formulated problem to achieve sustainability in the projects. A new integrated framework with the inclusion of feedback function for assessment of each decision and actions taken towards the sustainability of the projects is also identified and presented.

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Critical success factors in project management

Cited by 5 publications

References 33 publications

Contrasting Perceptions of Construction Managers and Project Managers Around Failure in Light of Morris and Geraldi’s Institutional Context

Contrasting Perceptions of Construction Managers and Project Managers Around Failure in Light of Morris and Geraldi’s Institutional Context

Factores críticos de éxito y su impacto en la Gestión de Proyectos empresariales: Una revisión integral

The sustainable project management: A review and future possibilities

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