Project management and its effects on project success: Cross-country and cross-industry comparisons

The Impact of Project Organizational Culture on the Performance of Construction Projects

“…Notwithstanding their popularity, KPIs seem to be more appropriate for assessing performance at the project level [76]. As a result, in this study, the KPIs are adapted with needing to consider the accessibility of data collection because of the multifaceted project's outcome [24,77,78]. This method of determining performance indicators is considered a reasonable approach to assess the performance quality and success of a project [79,80].…”

“…Several researchers have suggested that safety should be added to the list of construction project performance indicators [12,[83][84][85]. Furthermore, performance should not only be singularly assessed by the achievement of measurable benefits but also assessed by considering the effectiveness of contractors in sustaining performance improvements, such as their profitability [24,86], productivity of labor [4,87], and learning from experience [88]. These performance indicators are used to measure project performance, and the most important indicators are viewed as the KPIs of construction projects.…”

“…These factors are described in the literature as critical success or failure factors [6]. In the above-referenced literature, CSFs relevant to construction project management can be classified into five core clusters: (1) project management mechanisms [7,[10][11][12][13]; (2) project-related factors [8,[10][11][12][14][15][16], which focus on the project type, the nature and complexity of the project and the size of the project; (3) the external environment [7,[11][12][13][14], which includes factors such as economic, social, and political issues and advances in physical tools and technology; (4) procurement approaches [7,[15][16][17][18]; and (5) project culture [7,11,[19][20][21][22][23][24][25]. To ensure that organizational goals are reached, management should pay constant and careful attention to CSF areas [6], which implies that, to improve construction project performance, it is essential to understand each of these factors and to investigate how they mutually interact and influence performance outcomes.…”

Procurement Issues in Donor-Funded International Development Projects

“…These government bureaucracies consume extra resources in terms of time and 556 money. Previous literature identifies that the bureaucratic administrative systems of a host 557 country government may significantly influence project delivery performance (Kagiri 2013; 558 Carvalho et al 2015). However, it is hard to change the existing bureaucratic system of a 559 country.…”

Project Management Methods in Projects Co-financed by EU Funds

“…A significant effect of the application of PM methods on increasing the success of project implementation has been demonstrated by a number of studies, e.g. Patanakul et al (2010), Lappe & Spang (2014), de Carvalho et al (2015 and Joslin & Muller (2015).…”