Increasing Project Success in China from the Perspectives of Project Risk, Methodology, Tool Use, and Organizational Support

Abstract

Besides lack of organizational support, using project risk management tools and methodology effectively has been one major challenge to project success. As China is extending its project management (PM) concepts from mainly construction and national defense projects to many other industries, project managers in those new industries rely on the use of PM tools and methodologies. However, it remains unclear to what extent the use of them can increase project success. To address the research questions, this study surveyed 93 project managers in China and found that success of project execution is contingent upon: (a) project risks, (b) PM methodology, (c) organizational support, and (d) PM tool use. The presence of project risk can stimulate increased use of PM tools, thereby helping achieve project success. Organizational support and PM tool use also remain conditions for project success. This study contributes to the current literature by assessing project success from the perspectives of organizational support, PM methodology, and PM tools.

Direct and indirect influence of project managers’ contingent reward leadership and empowering leadership on project success

“…In doing so, this study has answered calls for more empirical work on empowering leadership and contingent reward leadership due to inclusive findings and insufficient coverage in the Asian context. 1,19,43,44 Next, this study contributes to the literature by addressing researchers’ recommendations to consider the organisational contexts surrounding self-leadership. 81,119 In particular, the present paper incorporated goal clarity as an organisational boundary condition that moderates the relationship between self-leadership and project success.…”

“…1 The new era, especially the post-COVID-19 one, is also driving companies towards radical change in their hierarchies and operations. 1 In the IT sector, project-based business firms are following suit by adopting up-to-date project management practices to enhance their performance. 2 A project management framework that enhances the efficiency and effectiveness of human efforts, in particular, can offer these firms competitive advantages.…”

“…In the increasingly volatile and uncertain business environment, both dominant and emerging companies need to be able to quickly propose innovative changes to cope with intensifying competition. 1 The new era, especially the post-COVID-19 one, is also driving companies towards radical change in their hierarchies and operations. 1 In the IT sector, project-based business firms are following suit by adopting up-to-date project management practices to enhance their performance.…”

Critical Success Factors of Enterprise Data Analytics and Visualization Ecosystem

“…DespitetheplethoraofstudiesonCSFsintheISliterature(e.g., Chen,Nakayama,Shou,& Charoen, 2018;Lech, 2013;Otra-Aho, 2017;Rahman, 2017;Stevenson & Starkweather, 2017;Wan&Saade,2018),itappearsthatnosystematicandrigorousstudiesexistforcharacterizinga collectivesetofCSFsforimplementingDAVecosysteminenterprises.Accordingtoasystematic review on the current state of DAV research by Sun, Wu, Liang, and Liu (2013), the constantly growingbodyofresearchonDAVtechnologieshasmostlyfocusedonaddressingtechnicalanddesign issues.However,theimplementationofDAVplatformsdoesnotonlysimplyentailthepurchaseof acombinationofsoftwareandhardware;rather,itisacomplexundertakingrequiringappropriate infrastructure,resources,andexecutivesupport (Basole,2014).AstudybyOlszak(2016)showedthat theorganizationalfactorsareconsideredtobemoreimportantthatthetechnologicalonesbecause theyareoutofthedirectcontrolofDAVdevelopers. Yeoh,WilliamandKoronios(2010)reported thatthetopmanagementsupportandcommitmentisthemostreferencedfactorintheextantresearch andpractice.Otheroftenreferencedfactorsarerelatedtotheenterprise'sstrategyandarchitecture requirements,user-centricmanagementandtraining,aswellasdataqualityandintegrity (Daradkeh, & Al-Dwairi, 2017).…”

System of Comprehensive Assessment of Project Risks in the Energy Industry

“…For many researchers, the most pressing issue remains the problem the issues of integrating risk management systems in project decision making and those of improving project effectiveness by assessing project risks [10][11][12]. Some researchers discussed the problem of involving experts in project risk analysis [13].…”