Perspectives on the Capabilities for the Selection of Strategic Projects

Al-Sobai, Khalifa Mohammed; Pokharel, Shaligram; Abdella, Galal M.

doi:10.3390/su12198191

Cited by 8 publications

(2 citation statements)

References 138 publications

(176 reference statements)

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“…Different decision-making tools are available for project managers. Al-Sobai, Pokharel, and Abdella [59] and Mirza and Ehsan [60] mention that project managers' awareness and utilization of such tools help in utilizing the right decision-making tools and understanding the implications of such decisions on the delivery of the projects. Project managers should also be aware of the environment while analyzing the decisions.…”

Section: Hypotheses Related To the Project Manager's Skillsmentioning

confidence: 99%

Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

2023

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The success of a construction project depends on different factors, the knowledge of the project managers, and the type of project being developed. In this paper, based on a review of the literature, 23 factors are identified as critical and they are grouped into top-management support, project manager’s skills, project team skills, and stakeholder-management knowledge. A framework with 23 hypotheses is developed to assess the relation between these factors and project performance. The analysis of the framework is conducted based on the responses obtained from a survey of 266 engineers working on construction projects in Qatar. The results show a positive relationship between critical success factors and project performance. The highest positive perception is shown for stakeholder engagement by the top management (mean = 5.589 ± 0.582) and the lowest positive perception for the need to predict stakeholder influence (mean = 3.939 ± 0.852). The analysis of the relative importance of these factors shows that the top-management support category is ranked highest for the success of a project. Although the perceptions are based on Qatar’s study, the success factors, their relationship with project success criteria, and project performance are global; therefore, the framework could be tailored and applied in different project contexts.

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Section: Hypotheses Related To the Project Manager's Skillsmentioning

confidence: 99%

Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

2023

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“…RJPP is regularly updated and monitored. Required resources, various organizational supports, and responsibilities to drive project success are also determined by top management decisions [27]. The RJPP will contain the company's structuring and development policies for the next five years so that the company can plan the resource allocation in order to achieve the identified company's objectives and to increase the company value/growth in the long term.…”

Section: Iva2 Company Long-term Plan (Rjpp)mentioning

confidence: 99%

Proposed Project Selection & Prioritization Framework during Front-End Planning (FEP) for Revitalization Project Portfolio at Indonesian Oil Refinery Plant

Ridha Satria,

Rahayu Setiawati Arifin,

Emelia Sari

2023

j. teknik industri

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Abstract— Due to their aging, refinery facilities face the threat of suffering from incidents and accidents. Even fatal injury may be caused if running without proper maintenance planning. The revitalization project is performed intended to replace, repair, or increase production capacity at an existing refinery. Like other projects in the construction sector, the revitalization project tends to experience the same common flaws in their performance; project delay, cost overrun, scope creeping, operational mishaps, and canceled or stopped. The best time for a project to experience idea development, conduct scope changes, prepare excellent project engineering, etc., is at the Front-end Planning stage. This paper focused on project selection and prioritization at the Front-end Planning. The focus is then zoomed in to the sub-stage of Front-end Planning (initiation, conceptual, and basic engineering design). The aim is to eliminate the infeasible and unpromising projects that cannot meet the requirement. This focus is necessary before more resources are expended, which can ignite catastrophic events in the organization, primarily financial.The literature reviews have been done on the references to develop a comprehensive framework that decomposes the front-end planning into three sub-phases, providing the platform for project selection in each stage with its different focus and objectives. The new framework is proposed emphasizing the gate review and decision gates for those three sub-stages under the Front-end planning phase. The framework also provides the windows of having different selection criteria at each stage; hence the proper criteria will be efficiently used at the right time. Project proposals must go through a prioritization process since the organization's resource is not unlimited. Project proposals would experience the evaluation and selection as an individual project and, at a subsequent level, would be evaluated as part of the project proposals pool where the Project Management Office will prioritize the suitable projects worth execution.

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Smart City Perspectives in the Context of Qatar

Sharif

Pokharel

2022

Lecture Notes in Networks and Systems

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Perspectives on the Capabilities for the Selection of Strategic Projects

Cited by 8 publications

References 138 publications

Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

Proposed Project Selection & Prioritization Framework during Front-End Planning (FEP) for Revitalization Project Portfolio at Indonesian Oil Refinery Plant

Smart City Perspectives in the Context of Qatar

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