A Correlational Study on Project Management Methodology and Project Success

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.

Information Technology – the key enabler of multiple project management in higher education institutions

The body of knowledge related to the impact of IT on project management (PM) acknowledges the driving and restraining forces for PM software implementation. However, the peculiarities of such kind of approach have received little research attention at the level of Romanian public institutions. This paper addresses this research gap in the attempt to outline how PM software becomes the key enabler of solution to level the resources involved in multiple projects managed in the same time by a public institution from higher education system. The methodological approach involves a case study, which highlight the value of IT support in the process of identifying and leveling the overallocated resources within multiple project management.

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.