Relationships between a project management methodology and project success in different project governance contexts

Objective: The purpose of this study is to investigate on the project management methodologies effect on project success. Project Management Methodologies has been underlined as one of the key diagnosis among businesses with project success.
 Methods: A comprehensive review was carried out with the aid of online research journal websites as well as other in-context articles. While conducting this study, the key words in the search query were directed towards project methodologies and project success in Ghana. Areas noted in relation to this study was use of project management methodologies among businesses. Therefore, there was linkage of papers pointing out the effects on project management methodologies on project success.
 Results: The findings indicate that corporations have little to no say over project performance metrics and are unable to take on responsibilities outside of their core competencies. Managers' decision-making improves when they have access to reliable data. Having clear project goals in mind is crucial for making informed investment decisions. 
 Conclusion: This comprehensive review provides an in-depth understanding of project management methodologies on the effect on project success among businesses in Ghana.

The Application of Project Management Standards and Success Factors to the Development of a Project Management Assessment Tool

Purpose of this research is to investigate the impact of agile project management methodology on project success, as well as the role organizational support as moderator between agile project management methodology and project success. The data for this study has been collected from Telecommunication Services Provider Industry of Pakistan. Total sample size of 197 professionals was recorded. A questionnaire was distributed among the participants via hard copy and internet survey websites. Using collected data, we tested the effect of agile project management methodology on project success and further examined the moderating effect of organizational support between agile project management methodology and project success. The examination included Pearson’s correlation coefficient as well as regression using IBM SPSS Statistics Version 20. Results indicated that project management methodology has a strong correlation with project success and this correlation is not moderated by organizational support. The research findings have practical implications both in organization and project manager’s perspectives. Our research was limited to specific geographic area due to time and cost constraints. Future researchers may opt to conduct the study in other geographic areas of Pakistan and different industry including additional and different moderating variables.

Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Twitter Facebook Reddit LinkedIn Tools Icon Tools Reprints and Permissions Cite Icon Cite Search Site Citation Shrutika Kulkarni, Pradnya Purandare; A pragmatic study on IT project success factors. AIP Conference Proceedings 30 January 2023; 2523 (1): 020114. https://doi.org/10.1063/5.0110631 Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search Dropdown Menu toolbar search search input Search input auto suggest filter your search All ContentAIP Publishing PortfolioAIP Conference Proceedings Search Advanced Search |Citation Search

The purpose of the paper is to research the influence of project management system on success of company�s projects implementation. The paper presents a review of the scientific literature on the approaches and methods in the IT project management. The components of IT project management system are presented along with the key projects success factors. There were identified and quantitatively analyzed the relationship between the project management system components and success factors of projects. According to the results of the research conducted, the change management system and the communications are the most critical factors influencing IT projects success.

Although there have been some studies on the success factors for IT software projects, there is still a lack of coherent research on the success factors for IT service projects. Therefore, this study aimed to identify and understand the factors and their relationships that contribute to the success of IT service projects. For this purpose, multivariate regressions and structural equation models (SEMs) were developed and analyzed. The regression models included six project management success criteria used as dependent variables (quality of the delivered product, scope realization and requirements, timeliness of delivery, delivery within budget, customer satisfaction, and provider satisfaction) and four independent variables (agile techniques and change management, organization and people, stakeholders and risk analysis, work environment), which had been identified through exploratory factor analysis. The results showed that not all success factors were relevant to all success criteria, and there were differences in their importance. An additional series of exploratory and confirmatory factor analyses along with appropriate statistical measures were employed to evaluate the quality of these four factors. The SEM approach was based on five latent constructs with a total of twenty components. The study suggests that investing in improving people’s knowledge and skills, using agile methodologies, creating a supportive work environment, and involving stakeholders in regular risk analysis are important for project management success. The results also suggest that the success factors for IT service projects depend on both traditional and agile approaches. The study extensively compared its findings with similar research and discussed common issues and differences in both the model structures and methodologies applied. The investigation utilized mathematical methods and techniques that are not commonly applied in the field of project management success modeling. The comprehensive methodology that was applied may be helpful to other researchers who are interested in this topic.

Project success criteria are dependent variables that measure the successful outcome of a project, while project success factors are the independent elements of a project that can increase the likelihood of success. In other words, success criteria are used to measure success whilst success factors facilitate the achievement of success. The purpose of this paper is to systematically record and identify project success criteria as well as critical success factors found in the literature and published in academic journals in order to form an effective and widely accessible framework to measure project success. Time - schedule, cost - budget, user satisfaction, quality-performance, business and commercial performance are the most frequently used success criteria, followed by technical specifications and requirements, stakeholders’ satisfaction, strategic goals/objectives and competitiveness, functionality, project team satisfaction and safety. Some researchers also refer to contractor satisfaction, future perspective and environmental impact, while handful are those that support that effectiveness and suppliers’ satisfaction can influence project success. The critical factors influencing the success of projects are identified and commonly related to the following areas: project (e.g. clear goal, realistic schedule, adequate funds, resources, size, complexity), project manager and leadership (e.g. leadership, management of changes, effective conflict resolution, communication), project team members (e.g. communication, technical background, qualified team), organization (e.g. top management support, responsibility and authority chart) and external environment (client, technological environment, political environment, social environment, physical environment).

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

For any commercial project the primary responsibility of the project management is to plan and execute the project in such a way that it completes on time, utilises resources optimally, meets stakeholders’ requirements, and has some future potential. Project planning is considered to play a significant role in the achievement of such goals. This paper attempts to identify the critical success factors of projects, with special reference to heating, ventilation and air-conditioning (HVAC) projects in and around New Delhi, and develop a structural model of relationships among those factors and between the factors of project planning and success. Interpretive structural modelling (ISM) technique has been used to arrive at the model. This model is expected to provide project managers with an appropriate approach of planning and executing their projects successfully.

PurposeA project contractor can promote the success of a delivery project by planning the project well and following a project management methodology (PMM). However, various changes typically take place, requiring changes to the project plan and actions that deviate from the firm’s established PMM. The purpose of this paper is to explore different types of changes and change management activities over the lifecycle of delivery projects.Design/methodology/approachA qualitative single case study design was used. In total, 17 semi-structured interviews were carried out during a delivery project in a medium-sized engineering company that delivers complex systems to industrial customers.FindingsBoth plan-related changes and deviations from the PMM were mapped throughout the project lifecycle. Various internal and external sources of change were identified. An illustrative example of the interconnectedness of the changes reveals the potential escalation of changes over the project lifecycle. Managers and project personnel engage in different change management activities and improvisation to create alternative paths, re-plan, catch up, and optimize project performance after changes.Research limitations/implicationsThe empirical study is limited to a single case study setting and a single industry. The findings draw attention to the interconnectedness and potential escalation effect of changes over the lifecycle of the project, and the need for integrated change management and improvisation actions.Practical implicationsEfficient change management and improvisation at the early phase of a delivery project can potentially mitigate negative change incidents in later project phases. Changes are not only the project manager’s concern; project personnel’s skilled change responses are also helpful. The findings emphasize the importance of the project customer as a source of changes in delivery projects, meaning that customer relationship management throughout the project lifecycle is needed for successful change management.Originality/valueThe study offers increased understanding of changes and change management throughout the project lifecycle. The results show evidence of plan-related and methodology-related changes and their interconnections, thereby proposing a lifecycle view of integrated change management and improvisation in projects.

The article analyzes project management methodologies and standards (in particular, PMBOK, P2M, Agile) in the context of models and methods that can be used to create a “green” project management approach. On the other hand, the concept of "green" entrepreneurship and its principles were analyzed. On this basis, 7 principles of “green” project management were proposed for the further development of the “green entrepreneurship” approach (projects should create environmentally friendly products, goods and services; ensure the maximum possible use of environmentally friendly materials and adhere to the desire to gradually increase the environmental friendliness of products; the implementation of project activities contributes to the creation and development of a “green economy” in the state; project-oriented companies mainly implement socially responsible projects with a trend towards increasing their share in the company's project portfolio; social responsibility should be both corporate and personal). Energy efficiency improvement projects are defined as a special case of “green” projects and as an object of scientific research. A classification model for energy efficiency projects is proposed for the further development of such classifications in the form of 11 classification features and project types within each feature (by project product, by use of artificial intelligence, by field of application, by use of “green” entrepreneurship principles, by project management methodology, by complexity, by type of project management team, by energy efficiency models, by degree of innovation, by geographical distribution, by scalability). 4 clusters of development of “green” project management are also identified, within which it is proposed to implement further research: “green” projects, “green” project management methodologies, “green” teams, “green” management tools. Each such cluster is characterized. A model of supplementing the classification model of project management systems (in its further development) is proposed, in which additional features of the classification of “green” project management systems are formulated - in the form of 5 additional features and types of projects within each classification feature. A model of the components of “green” project management is proposed, which contains four components: classic project management, flexible (Agile) project management, the concept of Lean production and “Green” community. As well as a multiple model of the “green” project management system in the form of a formal seven. A SWOT analysis of the formulated “green” project management approach is conducted, its strengths and weaknesses are highlighted, as well as opportunities and threats that may arise when using it. A conclusion is made regarding the potential effectiveness of such an approach. Areas of further research in the chosen direction are formulated. Conclusions from the conducted research are formulated.

The 2004 Indian Ocean Tsunami triggered significant destruction to housing and related infrastructures across various coastal districts of south India. Research shows that tsunami reconstruction projects in Kerala experienced different degrees of success and failure. On this background, this study explored factors that contributed to the successful implementation of tsunami housing projects in Kerala by (1) consolidating various critical success factors (CSFs) for post-disaster reconstruction (PDR) projects under “project management success traits” through content analysis of existing literature; (2) deriving a conceptual model that envisages project success in PDR contexts; and (3) assessing the impacts of those success traits on tsunami housing projects using confirmatory factor analysis. Necessary data were gathered through a survey of various stakeholders involved in tsunami reconstruction projects in Kerala using structured questionnaires. The research revealed that PDR project success is attributed to critical dimensions of project management such as institutional mechanisms, reconstruction strategies, project implementation, and stakeholder management. A conceptual model with the interplay of project success, success traits, as well as their CSFs identified the project management actions that must be monitored during reconstruction. Since the project management approach is widely recognized for PDR projects, these success traits hold huge potential for effective organization and management of housing reconstruction projects. The study also helped to identify project management traits that need improvements for the successful implementation of post-disaster housing projects in Kerala. Thus the research findings can serve as a foundational study for formulating project management strategies appropriate to PDR projects in Kerala.

In today’s evolving knowledge-based environment, Knowledge Management (KM) has been recognized as a critical factor for both organizational performance and project success. Effective project knowledge management enables organizations to utilize their collective knowledge and experience in planning, executing and completing projects, leading to improved project outcomes and stimulates innovation. Successful innovation in product, process, or business model allows a company to achieve the competitive advantage. This study aims to implement the integration of knowledge management in project management. To achieve an effective integration of KM in project management, an assessment about KM Maturity is performed to all project managers in Project Management and Delivery Division of PT Aplikanusa Lintasarta by utilizing Asian Pacific Organization (APO) KM Assessment Tools. While project knowledge mapping on each project cycle is also performed to discover the current condition, identify the challenges and plan the strategy for the implementation to enhance project success. Result of the research suggests that KM Maturity assessment is classified at the initiation level, which implies that knowledge management has been implemented in certain areas but is not yet fully governed to support existing business processes. By integrating knowledge management into project management, the success rate of projects can improve; organizations can make advantage of project knowledge management on each of the project cycle which is pre-project, project implementation and post-project phases. This integration can improve project quality, increase efficiency and promote learning and innovation which ultimately leading to greater project success and become source of competitive advantage.

Project management methodologies play a crucial role in determining the success or failure of a project. Selecting an inappropriate methodology can lead to inefficiencies, budget overruns, delays, and even total project failure. This article investigates the correlation between project failure and the incorrect selection of project management methodologies through a structured survey conducted among project managers with direct experience from past projects. The research aims to quantify the impact of methodology selection on various project outcomes, including stakeholder involvement, risk identification, and the effectiveness of mitigation strategies. The survey is carefully designed to capture comprehensive data on past project characteristics, including project size, complexity, industry, team composition, and the frequency of methodology changes. It also examines the reasons behind methodology selection, the rationale for methodology changes, and the effect of these decisions on final project outcomes. By focusing on both successful and failed projects, the study identifies common risk factors and assesses how specific methodologies either contributed to or mitigated those risks. A key aspect of the analysis involves using statistical calculations to evaluate project failure and success rates, resource availability, stakeholder engagement, and the extent to which an incorrect methodology influences project deliverables. By employing formulas such as project success rate, stakeholder involvement, resource availability, initial methodology that was used, wrong methodology, correlation between project failure and wrong methodology, most remediated and not remediated risks, correlation between risk monitoring frequency and project failure, correlation between team composition and project failure and correlation between project complexity and project failure This approach allows for an objective evaluation of the degree to which incorrect methodologies correlate with project failures and highlights patterns of risks that are most frequently remediated or left unresolved. The findings from this research will offer actionable insights for project managers and organizations, enabling them to make more informed decisions when selecting methodologies. By understanding the relationship between methodology choice and project outcomes, organizations can adopt best practices to minimize project risks, improve project success rates, and ensure greater alignment between the chosen methodology and the unique needs of each project. Additionally, the study's statistical framework can be applied in future research to further refine the analysis of project management methodology effectiveness.

Project management is becoming a core competence for all of us. Across the globe, complex projects are emerging to meet the challenges posed by work uncertainty and disruption. Project-based businesses are required to readapt and implement changes while exploring management techniques to better achieve project outcomes. We believe it is not just about managing processes to ensure that the strategic goals of a business are delivered on time, within budget and specification. These days, project management is more about adopting and implementing the right methodology to strategically deliver the project to a successful outcome. Project management methodologies equip the project manager with a set of principles to ensure that they achieve optimum project performance. This freely available project management eBook is the start of your journey in the field of complex project management methodologies, introducing you to some of the core methods, processes and tools as recognised by the project management discipline. This eBook lays out methodologies such as XP, Agile, Scrum, Kanban, Six Sigma, PRINCE2, Waterfall, PRiSM, Soft Systems Methodology as well as introducing Project Design as a method so you can leverage the right project management approach. This eBook will be of value to students, practitioners, and businesses in Australia and overseas seeking professional development in the field of project management methodologies.