Impact of Project Management on Project Success at Engineering Firms in Kuwait

2021 ◽  
Vol 9 (2) ◽  
pp. 68-89
Author(s):  
Fatimah Soud Alasfour ◽  
Andri Mirzal
Keyword(s):  
Project Management ◽  
Statistical Analysis ◽  
Project Success ◽  
Three Dimensions ◽  
Business Success ◽  
Research Model ◽  
Comprehensive Literature Review ◽  
Engineering Firms ◽  
Survey Responses ◽  
The Relationship

The aim of the study is to assess the relationship between project management (PM) practices and project success (PS) criteria in engineering firms in Kuwait. As a first step, a comprehensive literature review followed by interviews with CEOs from 10 selected firms and consultations with three experts were conducted to design the research framework. As a result, a research model that consists of PM practices measured by six dimensions (leadership, IT, teamwork, planning, governance, and communication) and PS criteria measured by three dimensions (impact on customers, impact on project team, and business success) were instilled. Based on statistical analysis on the survey responses, it was found that communication and teamwork are the strongest predictors for PS criteria, and other PM dimensions were perceived to be less important. This result is encouraging and comforting as it shows that the team-oriented factors are perceived to be important in the success of projects and implies that having a cohesive team is crucial for managing successful projects.

The impact of project methodologies on project success in different project environments

2016 ◽  
Vol 9 (2) ◽  
pp. 364-388 ◽  
Author(s):  
Robert Joslin ◽  
Ralf Müller
Keyword(s):  
Project Success ◽  
Research Model ◽  
Content Type ◽  
Industrial Sectors ◽  
Project Environment ◽  
Project Governance ◽  
The Impact ◽  
Matching Techniques ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

The impact of manager’s personality traits on project success through affective professional commitment: the moderating role of organizational project management maturity system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aqsa Ameer ◽  
Farah Naz ◽  
Bushra Gul Taj ◽  
Iqra Ameer
Keyword(s):  
Project Management ◽  
Personality Traits ◽  
Structural Equation ◽  
Project Success ◽  
Professional Commitment ◽  
Experimental Proof ◽  
Content Type ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity. Design/methodology/approach The deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis. Findings The outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success. Practical implications This study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems. Originality/value It is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

Risks of Using Statistical Analysis Tools in Project Management Environments

2020 ◽  
Vol 7 (2) ◽  
pp. 1-19
Author(s):  
Brian J. Galli
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Statistical Analysis ◽  
Common Type ◽  
Systematic Search ◽  
Statistical Tools ◽  
Early Stages ◽  
Analysis Tools ◽  
The Common ◽  
The Relationship

The purpose of this study is to examine the risks of using statistical tools in a project basis. A systematic search of certain academic databases has been conducted for this study. Statistical tools could be used in a project, and they should be properly planned and designed. Statistical tools include major activities, such as collecting and analyzing data, providing meaningful interpretation, and reporting findings. When dealing with statistical tools, there are several risks that may exist and impact the project either positively or negatively. This study covers a brief outline of the risk management, statistical tools, and the relationship between the two concepts. Finally, a discussion of the common type of risks that are initiated by using statistical analysis tools are provided, which could be planned, identified, and analyzed in the early stages of the project.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

The Impact of Project Management Methodologies on Project Success

2019 ◽  
pp. 418-437
Author(s):  
Hazem Abdulla ◽  
Mukhtar Alhashimi ◽  
Allam Mohammed Hamdan
Keyword(s):  
Project Management ◽  
Oil And Gas ◽  
Project Success ◽  
Qualitative Interviews ◽  
Oil And Gas Industry ◽  
Success Rates ◽  
Gas Industry ◽  
Survey Responses ◽  
The Impact ◽  
Over Time

This study assessed the impact of project management methodologies (PMMs) on project success in the oil and gas industry in the Kingdom of Bahrain. It also explored the different project methodologies used along with their strengths and weaknesses. Quantitative approach with the support of qualitative interviews was used to achieve the objectives of this research. A total of 95 survey responses were received and 17 interviews were conducted. Projects in the oil and gas industry are more about safety than speed, and hence, the use of comprehensive methodologies and applying the relevant methodology elements are important for oil and gas projects. Furthermore, the companies in the oil and gas industry in Bahrain have to pay more attention to their project management methodologies and get it evolved and improved over time to achieve higher project success rates.

scholarly journals The Relationship between Coordination Mechanisms and Communication Efficiency in Projects Involving Marketing Managers: Quantitative Findings from Moroccan SMEs

2016 ◽  
Vol 8 (5) ◽  
pp. 69
Author(s):  
Youssef Saida ◽  
Younes Kohail ◽  
Hakima Fasly ◽  
Rachid Bouthanoute
Keyword(s):  
Statistical Analysis ◽  
Project Success ◽  
Functional Approach ◽  
Coordination Mechanisms ◽  
Functional Activities ◽  
Marketing Managers ◽  
Communication Efficiency ◽  
Project Coordination ◽  
The Relationship ◽  
Specific Project

<p>Project coordination is recognized as one of the most important aspects that should be integrated effectively in project management to guarantee project success. In fact, coordination provides organization the ability to integrate heterogeneous activities for achieving specific targets. In project, when teams are built according to cross-functional approach, coordination is required to enhance communication between all project stakeholders. This article is in search of the relationship between specific project coordination mechanisms, adopted by marketing managers to integrate other functional activities, and project communication efficiency. Methodologically, our research was based on a quantitative questionnaire distributed to 107 functional managers involved in cross-funtional project team in Moroccan SMEs. An appropriate statistical analysis was deployed to examine data collected. Findings show the existence of a positive correlation between project coordination mechanisms and project communication efficiency. Besides, the importance given to marketing managers’ participation in project meetings was found as a factor impacting the amount of time devoted to. Therefore some insights are emphasized to develop research in this field.</p>

scholarly journals THE INFLUENCE OF PROJECT MANAGER’S MOTIVATION ON PROJECT SUCCESS THROUGH DEVELOPING TRUST AND KNOWLEDGE SHARIN

2020 ◽  
Vol 3 (2) ◽  
pp. 22-24
Author(s):  
Javeria Nawaz ◽  
Hammad Shahab ◽  
Muhammad Ziaullah ◽  
Hassan Raza ◽  
Muhammad Usman Sardar
Keyword(s):  
Knowledge Sharing ◽  
Field Study ◽  
Project Success ◽  
Positive Impact ◽  
Project Managers ◽  
Project Manager ◽  
Research Model ◽  
Telecommunication Sector ◽  
The Relationship ◽  
Gathering Data

The quantity for the project is expanding crosswise over numerous divisions and the related difficulties are substantial. Utilizing a field study, we aim to see how project success can be achieved through project manager motivation by having trust and knowledge sharing among employees inside an organization. Furthermore, we propose a research model that shows the relationship between project manager motivation on project success. In view of gathering data, 400 questionnaires were distributed among workers of the telecommunication sector of Pakistan. Where 16 questionnaires were not filled properly and excluded from the studies. 384 questionnaires were analyzed. Furthermore, the outcome of the gathered data is Analyzed from Smart PLS and shows the positive impact of project managers motivation over project success by sharing knowledge and trust with each other.

Analysis of project managers’ leadership competencies

2019 ◽  
Vol 12 (4) ◽  
pp. 869-887 ◽  
Author(s):  
Marzena Podgórska ◽  
Magdalena Pichlak
Keyword(s):  
Project Success ◽  
Empirical Support ◽  
Leadership Competencies ◽  
Structured Interview ◽  
Project Managers ◽  
Three Dimensions ◽  
Content Type ◽  
Senior Project ◽  
Managerial Skills ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between the three dimensions of leadership competencies, which refer to the competency school by Dulewicz and Higgs (2003) and impact on project success as well as the moderating influence of project type. Design/methodology/approach The mixed method was used and supported by survey questionnaire and semi-structured interview questionnaire. In total, 102 project managers as well as 11 senior project managers and people supervising project managers assigned to the projects participated in the study. Correlation analysis and regression analysis were performed to understand the relationship between leadership and project success. Findings The results provided empirical support for the influence of project manager’s leadership competencies, as well as their emotional and managerial skills on project success. What is more, the analysis of the results also pointed out that, depending on the type of the project, its success is influenced by other competencies. Research limitations/implications The research results are restricted by several limitations, i.e., the research model does not include the influence of other variables on the project success as well as operationalization methods of leadership and project success are not exhaustive. These limitations create possibilities for further analyses in this area. Practical implications The paper presented guidelines for the project management community concerning the proposals in terms of present management system modifications being about basing them on competencies and their development, as well as self-improvement of project managers. Originality/value The paper refers to the relationship between the leadership of the project manager and the success of the project in different types of projects and highlights how these relationships are formed in transitional economies.

An empirical investigation of the relationship between intellectual capital and project success

2016 ◽  
Vol 17 (3) ◽  
pp. 471-483 ◽  
Author(s):  
Meliha Handzic ◽  
Nermina Durmic ◽  
Adnan Kraljic ◽  
Tarik Kraljic
Keyword(s):  
Intellectual Capital ◽  
Structural Equation ◽  
Project Success ◽  
Positive Impact ◽  
Three Dimensions ◽  
Systematic Sampling ◽  
It Projects ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to empirically investigate the relationship between project-specific intellectual capital (IC) and project success in the context of information technology (IT) projects. Design/methodology/approach – Using data collected from surveys of 603 IT professionals across a variety of projects, the authors constructed a structural (structural equation model) model in AMOS to examine the relationships between three dimensions of project-specific IC (project team, project customer and project process) and project success. Findings – The empirical results support the proposition that IC has a positive impact on project success, and thus may be a good indicator of future projects’ performance. More importantly, the authors found out an important mediating role of a project’s structural capital (process) in exploiting its human (team) and relational (customer) capital for realising project success. Research limitations/implications – Interpretation of current results should be considered in light of the following methodological limitations: convenient rather than systematic sampling, use of previously untested measures and prevailing European subjects. Practical implications – These results suggest that project-based organisations need to invest heavily in their project workforce talent and then translate it into superior project practices in order to produce successful IT projects. They also need to maintain close relationships with their project customers and involve them during the entire project process. Originality/value – The current empirical evidence extends the understanding of the role of IC in improving project success and thus helps project-based organisations create and maintain competitive advantage in emerging economies.

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