Role of Organizational Project Management Maturity Factors on Project Success

Anantatmula, Vittal S.; Rad, Parviz F.

doi:10.1080/10429247.2018.1458208

Cited by 66 publications

(52 citation statements)

References 35 publications

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“…The distinction between project success and project management success must be understood. Project success is measured against the overall project objectives whereas project management success is a measure of managing project within time, cost, and meeting the scope requirements [8]. Success of a project should be measured by considering three different areas: project meeting its own cost-duration targets, the deliverable meeting enterprise strategic objectives, and the deliverable meeting the enterprise financial objectives.…”

Section: • Implement Consistent Processesmentioning

confidence: 99%

Project Management Concepts

Anantatmula¹

2021

Operations Management - Emerging Trend in the Digital Era

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This chapter covers fundamentals of project management. It introduces project management concepts and provides a system view of project management plan and processes with which they are implemented. The knowledge areas include scope, time, cost, quality, and risk. The chapter will also emphasize on the interrelated nature of these knowledge areas. In addition to introducing these knowledge areas, the chapter will attempt to develop an understanding of these concepts and the important role of project teams in managing projects successfully. This chapter will also discuss similarities and differences between the plan-driven and change-driven (Agile) project methods.

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Section: • Implement Consistent Processesmentioning

confidence: 99%

Project Management Concepts

Anantatmula¹

2021

Operations Management - Emerging Trend in the Digital Era

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“…The human side is the individuals who make up the project team, but these individuals are challenged because "some of the project team members are engaged in more than one project" (Anantatmula, 2008, p. 35). This situation means project managers must consider what success looks like for a potentially distracted project team (Anantatmula, & Rad, 2018;Judgev, & Muller, 2005). By design, project managers rely on the individuals on their project teams to perform the tasks deliverables, and it is the success of these individuals that determines the success of a project and, therefore, deserves greater focus.…”

Section: Literature Reviewmentioning

confidence: 99%

Project Success and Project Team Individuals

Rogers¹

2019

European Project Management Journal

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Projects fail, and project managers are held responsible for these failures. This conceptual paper contends the cause of the success or failure of a project rests with the individuals who, in theory, comprise the project team. Research into project success or failure assumes a project team exists. This assumption deflects the need to look at the individuals who make up the team on which project managers depend for success. The lack of focus on these individuals undermines a project manager's need and desire of a cohesive team to perform the work for a project. This study exposes the gap in the project management literature about the impact on the success of a project of the individuals who comprise the project team. A series of questions give direction for future research on this topic.

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“…Project management relationships with Data, Artificial Intelligence (AI) and relevant success factors for broader management is receiving increased attention through academic research, standardisation, and training (Anantatmula and Rad, 2018;Brookes et al, 2020;Dacre et al, 2020;Eggleton et al, 2020). The field of project management has emerged from operational research (Tavares, 2002) and can be defined as a temporary organisation (Bakker et al, 2016) or a temporary system (Söderlund and Sydow, 2019).…”

Section: Introductionmentioning

confidence: 99%

Project Management Volume, Velocity, Variety: A Big Data Dynamics Approach

Kockum

Dacre

2021

SSRN Journal

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The era of Big Data has provided business organisations opportunities to improve their management processes. This developmental paper is adopting a mixed-method research approach where qualitative data will underpin a quantitative questionnaire. The early insights are based on an initial eleven qualitative interviews and conceptualised in the following three statements: (i) Project practitioners need to increase their data literacy; (ii) Project practitioners are not utilising the available Big Data based on the 3 Vs; Volume, Velocity and Variety; (iii) Project practitioners need to utilise the structured available data to augment the decision-making process to represent the complex environment of Big Data, the study adopts Complexity Theory as a theoretical framework. When completed, the research will demonstrate the results through System Dynamics modelling.

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Role of Organizational Project Management Maturity Factors on Project Success

Cited by 66 publications

References 35 publications

Project Management Concepts

Project Management Concepts

Project Success and Project Team Individuals

Project Management Volume, Velocity, Variety: A Big Data Dynamics Approach

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