Constructing Algorithms for Forecasting High (Low) Project Management Performance

Strategic planning is an important stage in the administrative process, as it is considered a specific thinking process and style of work that enables the company to choose the best alternatives that correspond to the company's capabilities and the goals it seeks to achieve. This study aimed to find out the impact of strategic planning for human resources with its dimensions (environmental variables, needs assessment, dealing with results, human resources plan) on the performance of project management with its dimensions (time, cost, safety, quality), and to determine the strategic interaction between (HRP) on the performance of project management in infrastructure contracting companies and its role in facing external challenges. The study used the descriptive approach, through which the researcher developed a scale to answer the questions of the study. The study sample consisted of 120 employees in infrastructure contracting companies, they were divided into non-overlapping groups. The results showed the impact of strategic planning for human resources on the performance of construction project management and its contribution to raising the level of readiness of construction companies in facing external challenges and enabling them to compete with international companies, in addition to the contribution of strategic planning in facing the negative effects resulting from the Corona pandemic. The results are according to the company's age, capital, and the size of the company's project. The results of the study also showed that strategic human resource planning helps project management officials in the early detection of expected danger areas and attracts well-equipped workers with the appropriate skills to work efficiently. Doi: 10.28991/CEJ-2022-08-08-014 Full Text: PDF

Measuring project management performance is complex and requires tools to capture the dynamic nature of the processes involved. Since the conception of system dynamics in the 1950s, the method has been used to solve complex projects. Project management possesses dynamic characteristics that involve planning, human resources, implementation, and control elements; thereby, using system dynamics to measure project management performance is a realistic approach. A research study was conducted using system dynamics to develop project management performance measures to capture the complexity of the process in local government agencies. The research approach considers measuring project engineering management performance as a holistic system influenced by leadership involvement, project management processes, and project engineering manager’s ability. The Zachman architectural framework was used to develop the project-management performance system’s ontology as the system dynamics model’s foundation. A case study was conducted for three cities with local government agencies to better understand the model components and factors that influence performance. Leadership involvement, project management processes, and project manager abilities were identified as critical factors that influence the project management performance level. To validate the results of the case study, the project management performance was further studied for the City of El Paso in terms of capability, capacity, and maturity level. The research study concluded that system dynamics is a feasible method and effective tool to measure management performance for engineering projects at local government agencies.

This research seeks to show the importance of risk management (RM, henceforth) and knowledge management (KM, henceforth) for project success (PS) and to investigate the mediating role of project management performance (PMP). Online questionnaire was distributed to 220 project managers among all 200 Jordanian first class construction companies. The data from 165 respondents were checked and coded for statistical analysis using Structural Equation Modeling (SEM) with Analysis of Moment Structures software (AMOS, 20) and Statistical Package for the Social Sciences software (SPSS,20). The results indicated that RM and KM have significant positive effects on PMP and PS. Moreover, PMP was found to have a significant positive effect on PS. The results showed that PMP was the strongest predictor of PS while the strongest predictor of PMP was RM. From the results of mediation analysis, it was found that PMP partially mediates the effects of RM and KM on PS. The study recommended that Jordanian construction companies should consider seriously RM and KM in their projects since they will protect the projects from such failures as completion delay, overrun, low quality or safety incidents. In addition, the construction companies have to pay more attention for project management training and the use of the best practices of project management which will improve the overall organization performance.

The article investigates the role of leadership potential in ensuring effective project management under conditions of structural change, using the regions of Ukraine as an empirical case. The relevance of the study is determined by the growing importance of project-based management in an environment characterised by increased uncertainty, innovation-driven transformations, and deep structural disruptions that intensified after 2022. Under such conditions, managerial competencies, particularly leadership potential, become a critical factor influencing project implementation and organisational performance. Within the study, the leadership potential of innovation-oriented managers is conceptualised as an integral latent construct that combines emotional intelligence, leadership behaviour, and innovation orientation. The empirical basis of the research consists of survey data collected from managers across various industries and regions of Ukraine (N = 210), as well as official statistical data reflecting regional project and investment activity for the period 2018–2024. The methodological framework integrates psychometric analysis, the index method for constructing composite indicators, and fixed-effects panel regression to assess the relationship between leadership potential and project management performance. Project management performance is assessed using an integral index based on official statistical proxies, including capital investment volumes, expenditures on innovation activities, and regional gross value added. The empirical results reveal a statistically significant positive relationship between managers’ leadership potential and project management performance at the micro level. The integral leadership potential indicator demonstrates stronger explanatory power compared to its individual components, supporting the relevance of a comprehensive approach to evaluating managerial human capital. At the same time, the meso-level analysis indicates a substantial weakening of the relationship between leadership potential and project management performance after 2022. This finding suggests that, during periods of profound structural shock, exogenous factors such as security conditions, infrastructure constraints, and institutional changes dominate over managerial characteristics in shaping project outcomes. The scientific novelty of the study lies in combining psychometric measurement of leadership potential with quantitative regional analysis of project management performance while explicitly accounting for structural change. The practical implications of the findings include their potential use in designing management decisions aimed at fostering innovation-oriented leadership and enhancing project effectiveness under unstable and rapidly changing conditions.

In order to strengthen the cooperation ability between the owner and the consultant and improve the project management performance of the whole process engineering consulting, this study firstly introduces knowledge sharing as a mediator variable and constructs a theoretical model between trust and contract governance—knowledge sharing—project management performance. A structural equation model was then used to empirically test the questionnaire data. The results show that contract governance indirectly promotes project performance through the intermediary of explicit knowledge sharing, and trust indirectly promotes project performance through the intermediary of knowledge sharing (explicit knowledge sharing and tacit knowledge sharing). Based on the above, for further analysis of the complex antecedent configuration and improvement path that affect management performance, fuzzy set qualitative comparative analysis was used for group analysis with contract governance, trust, explicit knowledge sharing, and tacit knowledge sharing as conditional variables and project management performance as the outcome variable. The results show that there are two parallel paths that can improve the whole process engineering consulting project management performance: contract governance*explicit knowledge sharing*tacit knowledge sharing→project management performance and contract governance*trust*explicit knowledge sharing→project management performance. Finally, through analysis of the research results, it is suggested that in whole process engineering consulting projects, the owner and the consultant should actively promote the willingness and behavior of the consultant to share knowledge based on therational use of trust and contract governance, to better improve project management performance.

Relevance is a relation which holds between the contents of expressions or sentences. According to some Indian logicians such as Gangesa, if P is relevant to Q, then Q is an answer to a question, say S, and S is due to a cognition, say T, and the content or the object of this cognition, say R, is the relation of relevance. Hence the property of being the content of this type of cognition would be the defining property of the relation of relevance. Since the content of P is related to that of Q by the relation R, the former is the second term and the latter is the first term of this relation, and the latter is characterized by this relational property. The causal condition for Q is S which, in tum, is causally related to T. Since R is the object ofT, it (R) is related to T by the relation called 'the property of being the object-possessor'. For example, after stating the invariable concomitance between smoke and fire, which is a causal condition for the inferential cognition, say, The hill has fire, one way to ask the question is: what are the other causal conditions for this inferential cognition? In reply it may be said that the hill has smoke which is pervaded by fire. In the technical language of the Nyaya, it is called 'operative causal condition' ('pariimarsa'). The content of the cognition which is a causal condition for this question is the relation of relevance which relates the invariable concomitance between smoke and fire to the content of the sentence 'The hill has smoke which is pervaded by fire'. In this case the latter cognition is another causal condition of an inferential cognition other than the invariable concomitance. Hence the relation of relevance may be defined in the following way: P is relevant to Q Df The content of P is related to that of Q by the relation R which is the object of the cognition T and T is causally related to the question S which is causally related to Q. According to Gange sa there are six types of relation of relevance. (1) Memory-context (prasanga) or the context in which there is need for memory objects. Let us call this type of relation Rl and define it in the following way: (i) P is related to Q by Rl Df Rl is a memory-object, (ii) it is revived by the cognition of P, (iii) it is related to the content of P,

This study was conducted with the aim of examining abortion in the Tehran metropolitan area using a grounded theory methodology. Purposeful and snowball sampling methods were employed, and semi-structured interviews were conducted with 33 women residing in Tehran who had undergone at least one induced abortion in a medical office under the supervision of a specialist physician between 2021 and 2025. Data analysis based on Strauss and Corbin’s interpretive analytical approach revealed three distinct pregnancy patterns among participants. In the first group, the main categories included alcohol and drug use and engagement in high-risk sexual relationships (causal conditions); dysfunction of the family institution and delegitimization of traditional lifeworld norms (contextual conditions); social control over women’s bodies and fertility and incompatibility of lifestyles (intervening conditions); the feasibility of safe abortion and the normalization or moral neutralization of abortion (interactional strategies); and physical and psychological consequences (outcomes). The core category was identified as “reproductive autonomy in the absence of socially legitimate relationships.” In the second group, the principal categories included the existence of extramarital relationships (causal condition); marital dysfunction, long-term suppression of sexual and emotional needs, husbands’ extramarital relationships, and perceived positive functions of extramarital relationships (contextual conditions); barriers to divorce (intervening condition); interaction with peer social networks, transformation of women’s attitudinal and behavioral systems, and resistance to traditional and religious socialization (interactional strategies); and physical and psychological consequences (outcomes). The core category was “redefinition of feminine roles in response to marital and social constraints.” In the third group, the main categories consisted of convergence toward discourses of voluntary childlessness or low fertility (causal condition); hardships of childbearing, economic difficulties, women’s employment, and respondents’ idealistic expectations regarding childrearing (contextual conditions); non-supportive social environments, marital life circumstances, and women’s social networks (intervening conditions); changes in fertility behavior and transformations in women’s attitudes toward childbearing (interactional strategies); and physical and psychological consequences (outcomes). The core category was “rationalization of fertility within the framework of modern life.”

Improving Project Management Performance through Capability Maturity Measurement

Adopting the multidimensional balanced scorecard approach to improve project management and organizational performance can help reduce project risks and potential disasters in order to maximize the investment benefits and security of IT projects with high risks. We adopted the stimulus-organism-response (S-O-R) research context, whose stimulus, organism, and response refer to project risk, project management, and organizational performance, respectively. Furthermore, a questionnaire survey of project management experts was conducted. We then utilized the DANP model, which combines the Decision-Making Trial Evaluation Laboratory (DEMATEL) and the analytical network process, to explore the relationships among project risks, project management, and organizational performance. We observed the following: (a) effective project management can reduce project risk and improve organizational performance; (b) project risk is most influenced by the user; (c) senior manager support significantly influences project management; (d) organizational learning and growth has a significant impact on organizational performance; and (e) the criteria with the largest relative weight is generally considered to pose a risk, which indicates that the experts seriously consider that project risk. Our results can provide a valuable reference for project management to reduce risk and improve organizational performance.

One of the most important qualities for a company's seamless operation is leadership. Different leadership styles are used in various businesses, each of which is acceptable in its own way. Agile leadership is one of the most effective ways for any business. This research was carried out to determine the impact of agile leadership on project manager performance and how such leadership strategies might be used to enhance productivity to new heights in business. The primary motivation of the study relates to understanding to what extent leadership seems to be most appropriate in order to enhance and efficiently increase the performance level of a project manager, especially when it is related to working on industry 4.0 related projects. Primary data is used to perform this empirical study, with replies from a total of 50 respondents being considered. 30 will be general workforce, such as software engineers, testers, scrum masters, product owners, and project managers, with the remaining 20 industry leaders.

The South African mobile telecommunications industry has grown into a multi-billion rand industry that employs thousands of people and connects millions of people across the globe. In order to accomplish the latter, multi-million rand capital projects must be initiated and successfully executed. It is against this background that this study investigated the factors influencing the effectiveness of project managers in the telecommunications industry in South Africa. The target population of the study consisted of project managers in the five telecommunications companies in South Africa who were registered with Project Management South Africa (PMSA). The primary data, which was collected personally by the researcher through self-administered questionnaires, was analysed using the Statistical Package for Social Sciences (SPSS), Version 23. The study revealed, inter alia, that most project managers in the telecommunications industry in South Africa perceived negotiating skills, technical knowledge, and management style as being most important for effectively confronting the many challenges faced by them, inter alia, scope management, quality management, and risk management, so that projects were successfully executed. There was unanimity amongst the project managers that training in project management had a positive impact on the performance of project managers. Although three out of every four project managers possessed a postgraduate qualification, the majority of project managers were of the view that a diploma was adequate to practice as a project manager in the telecommunications industry in South Africa. However, it was more important for project managers to possess project management qualifications. In addition to the above, an analysis of the results revealed that, in order of importance, the effectiveness of the project managers in the telecommunications industry in South Africa was influenced by communication skills, technical skills, education skills, leadership skills, interpersonal skills and negotiating skills.

The purpose of this study is to investigate the role of certification in a project management environment from the perspective of Project Management Profession (PMP) certified project managers. To do so, a semi-structured questionnaire survey was created through a focus group discussion technique and applied to 30 PMP-certified project managers. The data obtained were analyzed via the SPSS 20 statistical package and results were presented in two sub-sections: (i) the demographic information of respondents and (ii) the specific perspective of project managers about PMP certification. Several organizations offer comprehensive and constantly updated certification programs to adapt to the changing needs of the project management profession. Thus, professionals can confirm their knowledge, abilities, and skills in the project management field. Moreover, certification is a key factor for the project management profession regarding up-to-date training offered, standardization of project management applications, and continuous development in project management performance. This paper aims to aid project managers to be aware of the potential benefits of PMP certification to improve project management capabilities as a source of competitive advantage.

Objective - The building sector is essential to Malaysia's economic expansion. Despite its significance, large construction companies usually experience delays and project failure, affecting 95% of homebuyers due to 580 delayed projects in 2022. By February 28, 2023, 581 projects had been reported as delayed. Methodology/Technique – This study experimentally examines the relationship between effective project governance and project performance in 390 Malaysian construction companies, using a framework based on agency theory and assessed with partial least squares structured equation modeling. Finding – Benefit management serves as a mediator between project performance and effective project governance, and top management support has a positive moderating influence. Novelty – The study highlights the importance of preventive measures, enhancing team and project manager roles, and forming strategic alliances for improved project governance. Type of Paper: Empirical JEL Classification: H60, H61, M10, M11. Keywords: Effective project governance; project management risk; benefit management; top management support; project performance. Reference to this paper should be referred to as follows: Abdullah, F.C.B; Indiran, L; Krishnan, A; Pavithran, S.N. (2024). The Impact of Moderation Analysis Between Effective Project Governance and Project Performance Management in Malaysia’s Construction Industry, GATR-Global J. Bus. Soc. Sci. Review, 12(3), 114–124. https://doi.org/10.35609/gjbssr.2024.12.3(2)

The study reported focuses first on the relationship between a project manager's background characteristics and certain characteristics of the projects he is asked to manage. The impact of this decision process is then examined by relating project manager experience and project characteristics to measures of project performance. The findings indicate that organizations select their oldest and most experienced project managers to direct large, high-priority projects. Performance is then superior without relation to the project manager's total experience, but in relation to the high priority given larger projects. With the exception of a measure of "growth in responsibility," none of the measures of the project manager's experience were found to bear any direct relationship to project performance.

It has been said that the effective performance of the Project Manager (PM) is the single most critical factor affecting successful project outcomes. Little is known, however, of the nature and extent of the hindrances to PM effectiveness in the Construction Industry (CI). This paper reports on the results of a worldwide survey of PMs concerning these issues and shows that they have the potential to be more effective and more productive in their working. Associated with this is a need to be more aware of progress and developments in the CI generally, more aware of progress and developments in their own organisation, more delegation of contract administration tasks and more general administrative support. Also highlighted is the lengthy working hours of PMs.