Development of a project management performance enhancement model by analysing risks, changes, and limitations

doi:10.14256/jce.1866.2016

Cited by 5 publications

(6 citation statements)

References 35 publications

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“…Researchers often use project success and project management success as similar concepts (Munns and Bjeirmi, 1996). Project management success and project success, are different notions, albeit interconnected (Radujkovic and Sjekavica, 2017). When project management is applied, project managers try to control cost, time, and progress, however, when assessing project success other criteria are used (Baccarini, 1999;Munns and Bjeirmi, 1996).…”

Section: Project Successmentioning

confidence: 99%

“…Even if project managers have not reached their goals set from a project management perspective, a project might still be regarded as successful (Munns and Bjeirmi,1996). For stakeholders, the process of finishing the project within time, scope, and budget, is key to project management, while a project can be defined as an activity taken by an enterprize to gain benefit in the longterm (Munns and Bjeirmi, 1996;Radujkovic and Sjekavica, 2017). Numerous factors can influence project success, many of which are outside the project manager's control (Munns and Bjeirmi, 1996).…”

Section: Project Successmentioning

confidence: 99%

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The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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The world population is aging rapidly. The United Nations listed aging as one of the main social transformations of the twenty-first century. Aging impacts project managers as well. The most prevalent form of discrimination in workplaces is age discrimination. This study evaluated how project managers’ age influences project success. The population was 108 active or former project managers working in Albania or Kosovo. By using quantitative analysis, it was demonstrated that project managers’ age did not significantly predict project success. Therefore, there is a need to increase awareness among employers, so older project managers are not discriminated based on age.

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Section: Project Successmentioning

confidence: 99%

Section: Project Successmentioning

confidence: 99%

The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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“…Gudien ė et al [28] Factors influencing a construction project's success: external factors, institutional factors, project-related factors, PM-/team member-related factors, project-manager-related factors, client-related factors, and contractor-related factors Radujkovič and Sjekavica [29] Competent project manager (PJM), a competent team, good coordination between the manager and the team, an adequate organisational structure, culture, atmosphere, and competence, as well as a high usage of PM methodologies, methods, tools, and techniques Radujkovič and Sjekavica [30] Continuous development of competencies and improvement of management methodologies Greenwood and Miller [31] The organisational components of management activities have to include meeting the initially set deadlines and costs, making more efficient use of resources, adopting an appropriate management style, facilitating communication among the participants, and ensuring stakeholder satisfaction, with a particular focus on the project owner Ingle and Mahesh [32] Customer relations, safety, schedule, cost, quality, productivity, finance, communication and collaboration, environment, and stakeholder satisfaction.…”

Section: Causes Of Pm Implementation Methodologies Successmentioning

confidence: 99%

“…An important aspect of the construction industry is the implementation of PM success methods. The authors of [28][29][30][31][32] in their research identified factors that influence a construction project's success. A summary of studies that analyse the causes of delays in construction projects, approaches to decrease the likelihood of delays in construction, and the success of PM implementation methodologies is presented in Table 1.…”

Section: Introductionmentioning

confidence: 99%

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

Simonaitis,

Daukšys,

Mockienė

2023

Buildings

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Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

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“…Overall, the selected factors emphasise the importance of the project manager in the construction industry [75]. Thus, within the scope of project management activities, the project manager must continuously evaluate and synchronise the management approaches with which he controls project execution [76].…”

Section: Influencing Factorsmentioning

confidence: 99%

Potential management factors influencing construction projects

2023

JCE

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Project management is the application of specialized knowledge, abilities, techniques, and methodologies to deliver something of value to people. To measure these applications, terms such as productivity, performance, and efficiency are utilised. In addition, construction is a highly competitive industry that necessitates the enhancement of management-oriented aspects. Thereby, this study focused on identifying the potential management factors that influence construction projects. From the literature, the factors were collected and grouped as organisation system, operational management, management & control, management & limitation, and recruitment & selection. Questionnaire survey was opted as the research method and was completed among the frontline practitioners in the Indian construction industry. As a result, 108 responses were analysed using the frequency tests, reliability tests, and the relative importance index (RII). The findings highlight the importance of resource availability, individual learning, decision making, proper work design, and resource allocation as the most influencing management factors. Moreover, this study provides improved insights for management teams and allows them to focus on the influencing factors that are necessary to execute a project successfully.

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Development of a project management performance enhancement model by analysing risks, changes, and limitations

Cited by 5 publications

References 35 publications

The Influence of Project Manager’s Age on Project Success

The Influence of Project Manager’s Age on Project Success

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

Potential management factors influencing construction projects

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