Journal articles: 'Project Success and Failure'

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Al-Ahmad, Walid. "Knowledge of IT Project Success and Failure Factors." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 56–71. http://dx.doi.org/10.4018/jitpm.2012100104.

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Traditionally, project success/failure is considered only after the project is completed or cancelled. Integrating project success and failure factors knowledge and software engineering activities would result in a situation where project success/failure is considered as part of the development process, leading to more successful software projects. This article aims to identify the common issues responsible for IT projects’ success/failure to develop a deeper understanding of these root causes. Knowledge about success can be used to understand failure and vice versa. Therefore, generic taxonomies of the root causes are developed for that purpose. Knowledge of these taxonomies is integrated into software development and management activities to help software developers and project managers complete projects successfully.

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Badamas, Muhammed A. "Information Technology Project Outcomes." International Journal of Information Technology Project Management 2, no. 4 (October 2011): 59–73. http://dx.doi.org/10.4018/jitpm.2011100105.

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Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimore metropolitan is a major hub of IT activities because of the location of the U.S. Federal Government, several government agencies and the presence of many IT contactors in the area. The study provides metric for comparing reasons for success or failure of IT projects with those projects not located in the area.

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Mitrović, Zorica, Dejan Petrović, and Marko Mihić. "Rethinking success in software projects." Tehnika 75, no. 6 (2020): 639–45. http://dx.doi.org/10.5937/tehnika2005639m.

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In recent years, one of the most important topics in the field of software development projects is rethinking success in context of increasing complexity and failure of software projects. Literature review shows that there is no clear line between success and failure, especially considering that a project can be both successful in one area and unsuccessful in another. In addition, the increasing complexity, context and broader conceptualization of projects, required both change in project and success definition. The aim of this paper is to perform literature review in field of software project success definition, as well as to propose a multidimensional construct that includes project management success, project success and strategic project success as three dimensions for measuring software's project success.

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Abyad, Abdulrazak. "Project Road to Success and Failure." Middle East Journal of Business 14, no. 4 (November 2019): 3–10. http://dx.doi.org/10.5742/mejb.2019.93702.

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Davis, Kate. "Reconciling the Views of Project Success." Project Management Journal 49, no. 5 (August 7, 2018): 38–47. http://dx.doi.org/10.1177/8756972818786663.

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This article presents a new model encompassing all the important critical attributes needed to measure project success across different stakeholder groups. The study investigates the possibility that project failure is a result of the interpretations of the criteria and factors used for success by multiple stakeholder groups. Unique projects must have their outcome parameters monitored and controlled to minimize the chances of failure and the likely major financial and managerial ramifications for the organization. Early testing of the model supports its use to increase the shared, multiple stakeholder perception of project success, leading to more informed decision making and motivation of employees.

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Höhl, Markus, Vianny Ahimbisibwe, John A. Stanturf, Peter Elsasser, Michael Kleine, and Andreas Bolte. "Forest Landscape Restoration—What Generates Failure and Success?" Forests 11, no. 9 (August 27, 2020): 938. http://dx.doi.org/10.3390/f11090938.

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Research Highlights: The global Forest Landscape Restoration ambitions could be impaired by projects that ignore key principles such as the engagement of local communities in decision making and implementation, equitable benefit sharing, and monitoring for adaptive management. This entails the danger of continued degradation, disappointed local stakeholders, and ultimately, project failure. Other projects face technical problems related to tree establishment and nursery production. Background and Objectives: There are high hopes for Forest and Landscape Restoration to regain ecosystem integrity and enhance human well-being in deforested and degraded areas. We highlight various problems and success factors experienced during project implementation on a global scale. Materials and Methods: We use data from a global online survey to identify common obstacles and success factors for the implementation of forest restoration. Results: While the majority of respondents reported successful projects, others indicate drastic problems and failed projects. Major obstacles to forest restoration experienced by survey respondents were a lack of local stakeholder involvement and a mismatch between goals of local communities and restoration managers, as well as environmental, anthropogenic, and technical barriers to tree regeneration. Conclusions: When local communities, their goals, and needs are disregarded in project planning and implementation, as reported from various cases in our survey and the limited available literature, there is a risk of project failure. Failed projects and disappointed stakeholders, as well as discouraged funders and policy-makers, could lessen the momentum of global forest restoration ambitions. Adhering to key principles of Forest and Landscape Restoration can promote much-needed community support, with the potential to overcome barriers to forest regeneration and enable communities for the protection, management, and monitoring of the restored forests beyond the limited project and funding periods. Research is needed to gain a better understanding of the perception of local communities towards restoration activities. Further studies on the implementation of forest restoration at the intersection of environmental factors, socioeconomic conditions, forest regeneration/silviculture, and nursery production are needed.

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Kivijärvi, Hannu. "Theorizing IT Project Success." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 71–98. http://dx.doi.org/10.4018/ijitpm.2020010105.

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This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the success of the IT projects are identified, the relationships between the factors are hypothesized and then the hypotheses are integrated into a hierarchical research model. Finally, the hypotheses and the research model are empirically evaluated. According to the results it was confirmed that all levels considered in the research model have significant impacts on the success of an IT project. Similarly, a significant improvement in IT project management in terms of project success can be obtained by improving the quality of involved factors. A favorable financial situation, highly-perceived importance of IT, sound business – IT alignment, and good IT and IT project competencies have remarkably significant positive impacts on the success of IT projects.

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Verner, Carol Matirangana, and Dilshad Sarwar. "Avoiding Project Failure and Achieving Project Success in NHS IT System Projects in the United Kingdom." International Journal of Strategic Engineering 4, no. 1 (January 2021): 33–54. http://dx.doi.org/10.4018/ijose.2021010103.

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Although project success varies from business to business depending on different internally agreed success criteria, most organisations measure project success by analysing if the project delivered the planned project objectives within the set budget, schedule (project timelines), and quality. However, for some projects especially, development projects success goes beyond just meeting time frames and budget goals. In such projects and programmes, success refers to delivering the benefits coupled with the required expectations by stakeholders, beneficiaries, and funding bodies. This paper re-examines why the National Programme for IT (NPfIT), the largest public-sector IT programme that was ever undertaken in the UK, failed and how any future NHS National IT System implementations can be completed successfully.

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Crosby, Phil. "Key Success Drivers." International Journal of Information Technology Project Management 3, no. 2 (April 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012040101.

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Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.

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Geraedts, Rob. "Success and Failure in Flexible Building." Open House International 36, no. 1 (March 1, 2011): 54–62. http://dx.doi.org/10.1108/ohi-01-2011-b0007.

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In the present demand-driven market, consumers play a key role. Players in the house-building market, as in other sectors, need to listen to the consumer's requirements – and these are continually changing. The real estate sector is rather rigid in its practices, yet those working in it will need to respond to the fluctuating wishes and demands of their consumers. One possible response is to adopt a flexible building strategy. Industrial Flexible Demountable (IFD) building has recently been a subject of debate in the Dutch construction sector. This is a special type of construction involving experimental projects, experimentation being the first step in optimising a renewed production process or product. The building process is currently subject to various construction-related and organisational obstacles. This means that, in some cases, the objectives (which are focused on consumer-oriented building practices) were not being achieved. It was necessary to identify the problem areas and to consider the available opportunities for optimising the building process in future IFD house-building projects. The results of this study have been incorporated into guidelines containing a step-by-step plan. This plan sets out practical recommendations for market actors who wish to initiate an IFD house-building project. This study's conclusions and recommendations form the basis for the seven stages that such parties will need to complete before starting on such a project.

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Dewan Verma, Gita. "Indore's Habitat Improvement Project: success or failure?" Habitat International 24, no. 1 (March 2000): 91–117. http://dx.doi.org/10.1016/s0197-3975(99)00031-4.

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Hartwell, Heather, and Nicola Brown. "Better hospital food project: success or failure?" Journal of the Royal Society for the Promotion of Health 125, no. 4 (July 2005): 161–62. http://dx.doi.org/10.1177/146642400512500407.

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McHaney, Roger, Doug White, and George E. Heilman. "Simulation Project Success and Failure: Survey findings." Simulation & Gaming 33, no. 1 (March 2002): 49–66. http://dx.doi.org/10.1177/1046878102033001003.

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Watema, Joash, and John Tulirinya. "Project Implementation, Risk Management Practices and Project Success." East African Journal of Business and Economics 3, no. 1 (March 12, 2021): 36–50. http://dx.doi.org/10.37284/eajbe.3.1.296.

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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation and risk management practices as the issues involved in project success and or failure. The study concluded that project implementation and risk management practices were significant in improving project success. This study recommended that NGOs in Iganga Municipality need to put much emphasis on project implementation and risk management practices as a way of improving project success as their correlation is significant.

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Montequín, Vicente Rodríguez, Sonia Cousillas Fernández, Francisco Ortega Fernández, and Joaquín Villanueva Balsera. "Analysis of the Success Factors and Failure Causes in Projects." International Journal of Information Technology Project Management 7, no. 1 (January 2016): 18–31. http://dx.doi.org/10.4018/ijitpm.2016010102.

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Projects are complex works subjected to significant time, budget and quality constraints. One or the greatest challenges in project management still remaining unsolved is determining what is necessary to do in order to achieve success or failure. According to the specialized literature, both concepts of success factors and failure causes in projects are largely subjective and therefore difficult to quantify, depending on the point of view of the stakeholders involved. This paper compares which are the most frequent failure causes and the most important success factors among three different scenarios: for any type of project, for ICT projects and for ICT projects carried out in Spain only, by means of a worldwide empirical survey carried out among project managers intended to gather their personal perceptions on the matter. The survey is based on a questionnaire anonymously distributed through a professional internet network.

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Ayertey Nubuor, Saviour, Xu Hongyi, and Samuel Kwadwo Frimpong. "Research on Project Success Factors within the Construction Industry of Ghana: Evidence from Wide Horizon Ghana Limited." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 38–43. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1004.

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The purpose of this investigation is to identify the key determinants of project success within the construction industry of Ghana using Wide Horizon Ghana limited as a case study. A self-administered questionnaire is used to gather primary data from relevant stakeholders within the scope of the study. The results showed that project manager’s influence and leadership style, project team members’ coordination, availability of resources and funds, organizational success and client’s satisfaction as well as the completion of projects on time were the main project success factors in the industry. Negative influences from stakeholders among others were seen as factors that contribute to project failure. It is recommended that Construction project managers or leaders should pay more attention to these success factors to ensure project success or minimize the rate of project failure within Ghana and the West African sub-region.

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Vasudevan, Vinod, Nitish Goenka, and Michael Garvin. "Pathways to project delivery success and failure in Indian road public–private partnership projects." Journal of Infrastructure, Policy and Development 2, no. 2 (November 4, 2018): 1. http://dx.doi.org/10.24294/jipd.v2i2.156.

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This study examines conditions that impact PPP delivery success or failure in the roadways sector in India using Qualitative Comparative Analysis. QCA is well-suited for problems where multiple factors combine to create pathways leading to an outcome. Past investigations have compared PPP and non-PPP project delivery performance, but this study examines performance within PPPs by uncovering a set of conditions that combine to influence the success or failure road PPP project delivery in India. Based on data from 21 cases, pathways explaining project delivery success or failure were identified. Specifically, PPPs with high concessionaire equity investment and low regional industrial activity led to project delivery success. Projects with lower concessionaire equity investment and low reliance on toll revenue and with either: (a) high project technical complexity or (b) high regional industrial activity, led to project delivery failure. The pathways identified did not have coverage values that they were extremely strong. Coverage strength was hindered by lack of access to information on additional conditions that could be configurationally important. Further, certain characteristics of the Indian market limit generalization. Identification of combinations of conditions leading to PPP project delivery success or failure improves knowledge of the impacts of structure and characteristics of these complex arrangements. This study is one of the first to use fuzzy QCA to understand project delivery success/failure in road PPP projects. Moreover, this study takes into account factors specific to a sector and delivery mode to explain project delivery performance.

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Strang, Kenneth David. "Which Organizational and Individual Factors Predict Success vs. Failure in Procurement Projects." International Journal of Information Technology Project Management 12, no. 3 (July 2021): 19–39. http://dx.doi.org/10.4018/ijitpm.2021070102.

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Project manager (PM) certification and other commonly-tested independent factors were deductively examined using logistic regression to develop an explanatory model of high-priced public procurement project success versus failure. Overall 59% were successful, and 41% failed. The model correctly classified 67.3% of the 2,692 projects, yielding a significant 12% effect size. Individual factors, PM experience, certification, and contractor quality, impacted performance, but contractor size, revenue, industry type, PM age, gender, and education had negligible effect on performance. Quality was in the opposite hypothesized direction. Certified PMs were more likely to achieve successful projects rather than encounter failures. Future research advice was offered.

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Kraft, Theresa A., and Annette L. Steenkamp. "A Holistic Approach for Understanding Project Management." International Journal of Information Technologies and Systems Approach 3, no. 2 (July 2010): 17–31. http://dx.doi.org/10.4018/jitsa.2010070102.

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Companies invest significant sums of money in major Information Technology (IT) projects, yet success remains limited. Despite an abundance of IT Project Management (ITPM) resources available to project teams, such as the Project Management Institute (PMI) Body of Knowledge, IT standards and IT governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late. The purpose of this research was to provide a way for uncovering potential causes of IT project failures by utilizing a systemic and holistic approach to identify critical success factors for project management. The holistic approach has enabled the development of an ITPM conceptual model, which provides a method to evaluate the critical success factors of a given project, and their alignment with each other. The adoption of the systemic methodology and its implementation increase the potential for IT project success, and alert project leaders of potential problems throughout the life of the project.

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Lech, Przemyslaw. "ERP Project Success Perception by the Adopters." International Journal of Information Technology Project Management 4, no. 1 (January 2013): 13–26. http://dx.doi.org/10.4018/jitpm.2013010102.

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The purpose of this paper is to determine how the context of the deviations from the planned budget and/or schedule affect the success perception of the project in the eyes of the project management and top management of an adopting organization on a basis of three Enterprise System implementation projects, none of which has met the time-budget criterion. The projects are evaluated against the lists of project failure factors commonly cited in the literature. The results of the study show that deviation from the initially planned schedule and/or budget does not affect the success perception, providing that the project was properly managed and its business outcome is achieved.

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Whitten, Pamela, and Inez Adams. "Success and failure: a case study of two rural telemedicine projects." Journal of Telemedicine and Telecare 9, no. 3 (June 1, 2003): 125–29. http://dx.doi.org/10.1258/135763303767149906.

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We studied two rural telemedicine projects in the state of Michigan: one that enjoyed success and steady growth in activity, and one that experienced frustration and a lack of clinical utilization. Multiple data collection strategies were employed during study periods, which lasted approximately one year. Both projects enjoyed a grassroots approach and had dedicated project coordinators. However, the more successful project benefited from resources and expertise not available to the less successful project. In addition, the more successful project possessed a more formalized organizational structure for the telemedicine application. A comparison of the two projects leads to a simple conclusion. Telemedicine programmes are positioned within larger health organizations and do not operate in a vacuum. It is crucial that the organization in which it is intended to launch telemedicine is examined carefully first. Each organization operates within a larger environment, which is often constrained by fiscal, geographical and personnel factors. All these will affect the introduction of telemedicine.

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van Egmond-de Wilde de Ligny, E. L. C., and M. M. Kumaraswamy. "Determining the Success or Failure of International Technology Transfer." Industry and Higher Education 17, no. 1 (February 2003): 51–57. http://dx.doi.org/10.5367/000000003101296675.

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The authors present a conceptual framework that is considered useful for investment studies and consultancy activities on international technology transfer (ITT). Thoroughly elaborated investment studies – by which possible risks and constraints can be identified – can provide valuable support to decision makers in an ITT project. There appears to be no readily available methodology for the assessment of international technology transfer projects, and for mapping the essential factors that have an impact on them. This paper describes the principles of a conceptual framework which forms the basis of a comprehensive methodology for investment studies and consultancy activities to support ITT projects. This ‘Technology Mapping Methodology’ brings in the technological dimension, which has been absent in most conventional socioeconomic analyses and investment studies. The results of the application of this methodology in a number of ITT projects, such as the Tanzanian project described here, demonstrate its usefulness for technology transfer policy and management.

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Haried, Peter J., and Craig C. Claybaugh. "Evaluating Information Systems Offshore Project Success: Can Success and Failure Coexist?" Journal of Global Information Technology Management 20, no. 1 (January 2, 2017): 8–27. http://dx.doi.org/10.1080/1097198x.2017.1280301.

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Ikediashi, Cornelius, and Bassam Bjeirmi. "Oil and gas project management and success: a critical evaluation of oil and gas project management success in Australia." APPEA Journal 59, no. 1 (2019): 82. http://dx.doi.org/10.1071/aj18056.

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Australia remains in pole position to become the world’s leading exporter of liquefied natural gas (LNG) and the number one exporter in the future. Maintaining this trajectory will require the oil and gas industry in Australia to remain competitive in project delivery to continue to attract investments. Yet, the Australian project delivery environment poses a big threat to this trajectory. Several research studies, organisations and institutions have come up with a long list of generic factors contributing to project management success and failure. The aim of this study is to examine oil and gas projects in Australia with a view to ascertain their success or otherwise and the specific contributing factors. This study has used a qualitative method of research by examining secondary sources of information on four recent Western Australia LNG projects (Gorgon, Wheatstone, Prelude and Ichthys) and presenting them as case studies. Specifically, the research has used mostly online sources that are either independent reports or information sourced from company websites. The key findings suggest that major oil and gas projects in Australia fail, and that failure or success is determined by the ability of the project management team to deliver the project on budget and on schedule. This is exemplified by the projects examined in this study, which have all shown cost and schedule overruns. Six critical factors are observed as contributing to cost and schedule overrun: project location, high cost of executing projects in Australia versus overseas, skills shortages, overseas manufacturing, project complexity and cultural and environment issues. Innovation, collaboration and standardisation, as adopted from other regions, are the initial practices suggested for the Australian industry to overcome all six factors and encourage further investment.

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NIELSEN, KNUD, and OLE VINTHER. "Experiences of Success and Failure in Project Organization." European Journal of Engineering Education 21, no. 2 (June 1996): 133–39. http://dx.doi.org/10.1080/03043799608923396.

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Barbara, Gładysz, and Kuchta Dorota. "Dependency beetween IT project success and the communication with project stakeholders - intuitionistic fuzzy sets approach." Journal of Intelligent & Fuzzy Systems 39, no. 5 (November 19, 2020): 6377–89. http://dx.doi.org/10.3233/jifs-189104.

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The paper is based on a survey analyzing the success of IT projects in Poland as function of the cooperation with different stakeholders. The project’s participants expressed their subjective opinions on the effectiveness of the collective cooperation with various stakeholder groups. The impact of cooperation with different stakeholder groups: project team, management of the project implementation unit, suppliers and end users of the final product on the success of the project is examined. To this end, intuitionistic fuzzy sets, a correlation coefficient of intuitionistic fuzzy sets and an original method of intuitionistic fuzzy regression are applied. The conclusions point to the most important stakeholder groups for the complete success and for the avoidance of a complete failure of IT projects. Some possibilities of the extension of the proposed method are indicated, so that the decision maker can adopt it to his or her preferences in searching for project success or failure factors.

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Hornberger, Nancy H. "Bilingual education success, but policy failure." Language in Society 16, no. 2 (June 1987): 205–26. http://dx.doi.org/10.1017/s0047404500012264.

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ABSTRACTIn 1977, a bilingual education project began in rural areas of Puno, Peru, as a direct result of Peru's 1972 Education Reform. This paper presents results of an ethnographic and sociolinguistic study comparing Quechua language use and maintenance between: 1) a bilingual education school and community, and 2) a nonbilingual education school and community. Classroom observation indicated a significant change in teacher–pupil language use and an improvement in pupil participation in the bilingual education school. Community observation and interviews indicated that community members both valued and used their language. Yet the project has had difficulties expanding or even maintaining its implementation. (Quechua; Puno, Peru; Peru; Andes; bilingual education; classroom language use; ethnography; sociolinguistics; community development; language planning; language maintenance; educational policy)

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Frank Cervone, H. "Effective communication for project success." OCLC Systems and Services: International digital library perspectives 30, no. 2 (May 6, 2014): 74–77. http://dx.doi.org/10.1108/oclc-02-2014-0014.

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Purpose – The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects is a critical factor in a project’s success. Many times, project teams forget some basic rules for communicating with their stakeholders. Design/methodology/approach – The approach of this paper is to provide a general overview of common themes in the project management literature related to communication within projects. Findings – While communication failures in projects are caused by many factors, the project team ultimately bears the burden for ensuring successful communication within a project. There are several common causes of communication failures. Thankfully, there are also some simple things that project teams can do to lessen the likelihood of miscommunication. Research limitations/implications – As this is a general overview, this article only explores the more commonly experienced issues related to project miscommunication. Originality/value – By observing some relatively easy to remember questions and concerns related to communication, a project team can be more effective in communicating with their project stakeholders. Effective communication will generally lead to better outcomes and, therefore, a higher likelihood for overall project success.

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Griffin, Abbie, and Albert L. Page. "PDMA Success Measurement Project: Recommended Measures for Product Development Success and Failure." Journal of Product Innovation Management 13, no. 6 (November 1996): 478–96. http://dx.doi.org/10.1111/1540-5885.1360478.

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Cejudo García, Eugenio, José Antonio Cañete Pérez, Francisco Navarro Valverde, and Noelia Ruiz Moya. "Entrepreneurs and Territorial Diversity: Success and Failure in Andalusia 2007–2015." Land 9, no. 8 (August 5, 2020): 262. http://dx.doi.org/10.3390/land9080262.

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Rural Europe today cannot be understood without considering the impact of the EU’s Liaisons Entre Actions de Developpement de l’Economie Rurale (LEADER) rural development programme. Although in general it has had a positive impact, research has also revealed spatial and social disparities in the distribution of funds. Our primary source was the files for all the LEADER projects processed in Andalusia between 2007 and 2015. In addition to successfully executed projects, we also focused on “unfunded” projects, those in which, although promoters had initiated the application procedure, a grant was never ultimately obtained. Project failure must be studied so as to avoid biased findings. We then classified these projects within the different types of rural area and analysed the behaviour of the different promoters in these areas. Relevant findings include: project success or failure varies according to the different types of rural area, as does the behaviour of the different promoters; the degree of rurality can hinder project success; young and female entrepreneurs were more likely to fail; the type of promoter is strongly influenced by the distance to cities in that companies and Individual Entrepreneurs tend to invest in periurban spaces, while public sector promoters such as Local Councils are more prominent in remote rural areas.

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Clements, Kenneth W., and Jiawei Si. "The investment project pipeline: cost escalation, lead time, success, failure and speed." Australian Journal of Management 36, no. 3 (December 2011): 317–48. http://dx.doi.org/10.1177/0312896211427322.

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As they involve expectations about the future and long lead times for planning and construction, the evolution of investment projects is usually complex and volatile. This paper analyses an important aspect of this volatility by studying the nature of the investment process, from the initial bright idea to the final construction and operational phase of a project. We refer to this process as the ‘project pipeline’. Using a rich source of information on recent Australian resource development projects, an index-number approach is employed to measure the escalation of costs of projects in the pipeline and the time spent there (the lead time). The determinants of the probability of ultimate success of projects is analysed with a binary choice model. Finally, a Markov chain approach is used to model the transitions of projects from one stage in the pipeline to the next, and to examine the implications of regulatory reform that have the effect of speeding up the flow of projects.

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Ahonen, Jarmo, and Paula Savolainen. "The Presence of the Customer and the Supplier Perspectives in Studies on Software Development Project Success." Scientific Journal of Riga Technical University. Computer Sciences 43, no. 1 (January 1, 2011): 72–79. http://dx.doi.org/10.2478/v10143-011-0010-9.

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The Presence of the Customer and the Supplier Perspectives in Studies on Software Development Project SuccessA systematic literature review on software development project success/failure from customer's or supplier's perspective is presented. The review covers studies published in peer-reviewed journals only. The results show that knowledge on software development project success/failure is multidisciplinary and fragmented. In addition, there are very few studies that consider software development project success from the supplier's perspective. One of the main contributions of this article is the table of articles in which articles have been classified by the perspective which they discuss. Another contribution is the list of journals in which the accepted articles have been published. Moreover, these results show a clear lack in our understanding of software development project success in outsourcing situations.

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Irfan, Muhammad, Sanam Zaib Khan, Nasruddin Hassan, Mazlan Hassan, Muhammad Habib, Salma Khan, and Hadi Hassan Khan. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success." Sustainability 13, no. 3 (January 29, 2021): 1421. http://dx.doi.org/10.3390/su13031421.

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Even though the world has progressed exponentially, the core reasons for the failure of many public sector projects remain the same, i.e., the poor planning and competency of a project manager. Therefore, it becomes essential even in the contemporary world to assess and evaluate a model that determines the effect of planning and the project manager’s competency on the success of public sector projects. Moreover, the present study aims to assess the role of project planning and the project manager’s competency in project success in the context of project management methodology defined by the Project Management Institute. In the current survey-based study, a sample of 260 project engineers, from the public sector organizations operating in Balochistan, that were engaged in projects was taken in order to understand the relationship between the constructs. Quantitative data were collected to address the proposed hypotheses using the partial least squares structural equation modeling technique. It was inferred from the findings that planning and competency have a significant positive impact on the success of public sector projects. Among the two, it was determined that planning for public sector projects has a greater role in the success of projects. Therefore, it is concluded based on the results of the study that in future, due consideration should be given to planning and the abilities of a project manager.

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Damoah, Isaac Sakyi, and Cynthia Akwei. "Government project failure in Ghana: a multidimensional approach." International Journal of Managing Projects in Business 10, no. 1 (January 4, 2017): 32–59. http://dx.doi.org/10.1108/ijmpb-02-2016-0017.

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Purpose The purpose of this paper is to assess the extent of failure within Ghanaian Government projects using multiple failure criteria. Design/methodology/approach This study used a sequential data collection approach by employing an in-depth semi-structured interview and questionnaire, respectively. Based on insight from the literature review, interviews were held with participants to solicit their perceptions about the failure of Ghanaian Government projects. A questionnaire was developed based on the results from the interviews in order to determine the relative importance of the various failure criteria used as the evaluation tool. Findings Six main criteria were identified and used as the assessment framework for Ghanaian Government project failure. The findings indicated that Ghanaian Government projects fail on all the six failure criteria; however, the extent of failure differs from criterion to criterion. The worst failure criterion is meeting the projected timescale. This is followed by cost, requirement, stakeholder satisfaction, national development and contribution to the sector where projects are implemented, respectively. Practical implications From this study, government project practitioners and policy makers will be able identify the failure areas (criteria) on which to focus during government project implementation. Originality/value Though extant literature has been devoted to the success/failure criteria, attention has not been paid to comparison of the extent of failure within these criteria in government projects. Therefore, this study extends the literature in this regard as well as government project failure literature in general.

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Millar, Susan W. S., and Don Mitchell. "Spectacular failure, contested success: the Project Chariot bioenvironmental programme." Ecumene 5, no. 3 (July 1998): 287–302. http://dx.doi.org/10.1177/096746089800500303.

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Millar, S. W. S., and D. Mitchell. "Spectacular failure, contested success: the Project Chariot bioenvironmental programme." Ecumene 5, no. 3 (July 1, 1998): 288–303. http://dx.doi.org/10.1191/096746098701555765.

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Miller, Janet, Rany Connolly, Faith Michael Uzoka, Kalen Keavey, and Namrata Khemka Dolan. "Information Technology Project Management: Success, Failure and Risk Factors." International Journal of Business Information Systems 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbis.2020.10037074.

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Lee, Chang Heon, and Ananth Chiravuri. "Dealing with initial success versus failure in crowdfunding market." Internet Research 29, no. 5 (October 7, 2019): 1190–212. http://dx.doi.org/10.1108/intr-03-2018-0132.

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Purpose Serial crowdfunding is becoming a common phenomenon as entrepreneurs repeatedly return to online crowdfunding to raise capital. In this study, the authors focus attention on serial crowdfunders, that is, entrepreneurs who experience launching more than one crowdfunding project. The purpose of this paper is to investigate the role of past experience on subsequent crowdfunding performance. This study also examines whether initial success vs initial failure leads serial crowdfunders to engage in more explorative behaviors (i.e. switching industry) and to take exploitative actions (i.e. adjusting campaign strategies in terms of goal setting and funding option). Design/methodology/approach Data on serial crowdfunding projects was retrieved from Indiegogo platform. The logistic regression models are estimated to assess the impact of past entrepreneurial experience on subsequent crowdfunding decisions, and to estimate the effects of the three strategies on subsequent funding performance. Findings The results show that serial creators who experienced successful initial crowdfunding are more likely to explore a new industry or product category in the crowdfunding market and to set a higher target capital for the subsequent campaign when they change a project category. Originality/value Despite the fact that there are a considerably large number of serial crowdfunders in crowdfunding market, relatively little research has been conducted to investigate the presence of learning benefits from a previous to a subsequent crowdfunding project. Two competing hypotheses, drawn from the attribution theory and hubris theory of entrepreneurship, were tested in this study to determine the impact of prior success vs failure experience on both subsequent crowdfunding decisions and funding performance.

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Баталов, Дмитрий, Dmitry Batalov, Руслан Кадыргулов, Ruslan Kadyrgulov, Юлия Морозова, Yulia Morozova, Геннадий Чернецов, and Gennady Chernetzov. "SIGNS AND FAILURE PATH OF RUSSIAN PROJECTS." Russian Journal of Management 7, no. 2 (August 5, 2019): 111–15. http://dx.doi.org/10.29039/article_5d4846bd8b9751.96209334.

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In the article, based on the results of the research of Russian projects of failed, the authors determine the need to increase the definition of project success. They add important criterion - the added value for a company and applicability of project results in operation. For systematize the reasons for the failure of projects, the article proposes the elementary taxonomy consisting of 2 groups. The presence of factors of the first group, the project definitely will not be successful upon completion. The presence of factors of the second group, the project can be completed within the budget and in the schedule, but the quality of the project results will suffer greatly, making them inapplicable in operations. The authors determine 4 types of state that the project lives while moving toward failure, thereby determining the typical path of degradation of project management. For identify the failure of the project, the authors propose to apply the early and late signs indicated in the article. To save the project, the authors indicate their recommendations, which are to stop and re-plan the project.

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Fernandez-Blanco, Aladino, Joaquin Villanueva-Balsera, Vicente Rodriguez-Montequin, and Henar Moran-Palacios. "Key Factors for Project Crowdfunding Success: An Empirical Study." Sustainability 12, no. 2 (January 14, 2020): 599. http://dx.doi.org/10.3390/su12020599.

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Crowdfunding is a response to the financing problem of innovative projects in an environment of severe economic crisis. Its competitive advantage lies in its independence from banking institutions and the distribution of risk among a certain number of funders. Since its inception, the number of successfully completed projects has grown to a point where it has started to suffer a downturn that puts its sustainability at risk. This study concerns this particular period of downturn, in order to identify attributes that characterize it, and to define behavioral stereotypes that may be associated with new projects. On a wide data set from sufficiently contrasted projects, and through the use data mining techniques, we extracted the most influential factors in determining the success or failure of the projects, that will subsequently be grouped together using clustering techniques. Six groups of projects have been identified, each with their own characteristics that define them, two of them clearly guide the projects to success and another one allows the modification its characteristics to move away from failure. This achieved strategy allows us to estimate which potential group would be the result of a new project.

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Lo, Wei, and Po Shou Chang. "Restoration of Tunneling Failure in Kaohsiung MRT Project." Advanced Materials Research 261-263 (May 2011): 1191–95. http://dx.doi.org/10.4028/www.scientific.net/amr.261-263.1191.

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According to past experiences, the collapse of tunneling work always triggered a chain reaction of collateral damage and caused a considerable urban impact. Therefore, while the tunnel disasters occur, the timely response is important to prevent the expansion of the disaster and the subsequent restoration work is equally important to shorten the impact duration and ensure the ultimate success of the project. This study used the restoration works of a tunneling failure that occurred in Kaohsiung MRT project as a research subject to identify those works, which are critical to the success in the process of the restoration. The research results suggest that an accurate site investigation, and a thorough analysis of possible alternatives and the selection of restoration methods with comprehensive consideration of various factors are the critical factors for the success of the restoration works.

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Colven, Emma. "Thinking beyond success and failure: Dutch water expertise and friction in postcolonial Jakarta." Environment and Planning C: Politics and Space 38, no. 6 (March 18, 2020): 961–79. http://dx.doi.org/10.1177/2399654420911947.

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In 2014, a consortium of Dutch firms revealed the master plan for Jakarta’s Great Garuda Sea Wall project, combining urban development and flood risk management. Though a ground-breaking ceremony was held, little progress has since been made, and the yet-to-be materialized project faces an uncertain future. Taking this project as its case study, this article examines the efforts of Dutch consultants to realize the proposed Great Garuda Sea Wall project in Jakarta, and the frictions encountered during this process. This article contributes to a growing scholarship in policy mobilities that interrogates instances of policy failure. I begin from the premise that there are valuable insights to be gleaned by examining projects and policies that occupy the space in between failure and success. By using the lens of friction, this article aims to think beyond these categories and their limitations. I demonstrate how friction can be simultaneously productive and disruptive to policymaking and mobilizing, therefore complicating binary representations of success and failure. Abandoning these limiting categories holds the possibility of enriching policy mobilities scholarship by opening up space for analyses of the messy and indeterminate processes that are central to policymaking, and which categories of success and failure are unable to capture. This is especially important for understanding policymaking in the context of the “global South” where projects often remain unrealized and such categories are less analytically useful.

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Gjøystdal, Sindre, and Thashmee Karunaratne. "Effect of Inadequate Self-Organized Teams in Agile Project Management." International Journal of Information Technology Project Management 11, no. 3 (July 2020): 95–106. http://dx.doi.org/10.4018/ijitpm.2020070106.

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Building self-organizing teams in agile projects is considered an important job for project leaders. However, the reality is that building self-organized teams lacks focus as many go back to managing tasks because it is more concrete and tangible. While there are an excessive number of studies proving that developing self-organized teams has a positive contribution to project success, there is a lack of knowledge about the consequences of not doing it. This study, therefore, explores the impact inadequate self-organizing teams has on agile project success. Results have identified five failure areas in a self-organizing team that have a negative impact on three success factors in agile projects. Due to a weak direct link between success factors and success criteria, conclusions are limited to a universally applicable impact on success factors. Further research is recommended to generate a universal checklist for success criteria in agile projects that can have a direct link to the identified success factors.

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Whitten, Pamela, and Jill Rowe-Adjibogoun. "Success and failure in a Michigan telepsychiatry programme." Journal of Telemedicine and Telecare 8, no. 3_suppl (December 2002): 75–77. http://dx.doi.org/10.1258/13576330260440943.

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summary Telemedicine programmes are often complex undertakings that result in combinations of success and failure. Michigan State University and LifeWays received a grant for a four-phase telepsychiatry research project in 2000. We employed multiple data-collection techniques, including patient and provider surveys, in-depth interviews, observation, patient chart analyses, and organizational archival data analyses. Of the four phases in the project, two proved to be successful, one failed in its initial goal but succeeded with a redefined goal, and one failed completely. Issues that affected success or failure included human resource conflicts, organizational structure, inter-organizational relationships and allocated resources.

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van der Panne, Gerben, Cees van Beers, and Alfred Kleinknecht. "Success and Failure of Innovation: A Literature Review." International Journal of Innovation Management 07, no. 03 (September 2003): 309–38. http://dx.doi.org/10.1142/s1363919603000830.

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This review examines 43 recent papers about factors behind success and failure of innovative projects. Nine out of the 43 papers report a larger number of possible causes for success or failure and provide some rank ordering. Analyzing these rankings we find that the nine studies have a significant degree of similarity among the ten highest-ranking success factors; however, there is little similarity among lower ranking factors. The various studies remain either inconsistent or inconclusive with respect to factors such as strength of competition, R&D intensity, the degree to which a project is "innovative" or "technologically advanced" and top management support. Agreement exists, however, about the positive impact on innovative success of factors such as firm culture, experience with innovation, the multidisciplinary character of the R&D team and explicit recognition of the collective character of the innovation process or the advantages of the matrix organization.

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GASCA-HURTADO, GLORIA PIEDAD, GUILLERMO GONZÁLEZ-CALDERÓN, JOSE A. CALVO-MANZANO, and TOMÁS SAN FELIU. "RISK TAXONOMY RELATED TO SOFTWARE ACQUISITION: A CASE STUDY." International Journal of Software Engineering and Knowledge Engineering 23, no. 09 (November 2013): 1205–20. http://dx.doi.org/10.1142/s021819401350037x.

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Currently, software acquisition is strategic for organizations. Companies need support to succeed in software acquisition projects because such projects commonly present high failure rates. To solve this problem, it is necessary to design mechanisms for software acquisition, such as risk classification to identify the typical risks that may affect the success of a software acquisition project. Thus, herein, we present a case study, showing the implementation of a risk taxonomy whose structure is designed using a method for its construction, with a mechanism to reduce the risk of acquisition projects that adversely affect their success.

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Yamin, Mohamed, Hamzah Abdul-Rahman, and Ali Mohammed Alashwal. "DEVELOPING A FRAMEWORK FOR THE SUCCESS OF INTERNATIONAL DEVELOPMENT PROJECTS IN THE MALDIVES." International Journal of Service Management and Sustainability 2, no. 1 (July 16, 2019): 32. http://dx.doi.org/10.24191/ijsms.v2i1.6216.

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The paper concentrates on International Development (ID) projects implemented in the Maldives, an island nation in the Indian Ocean. Some of the critical issues reported on these projects include failure of contractors and consultants to deliver goods and services, non-compliance issues on financial management / reporting practices, and project delays. The overarching central question guiding the study is “How can project success be achieved in ID projects implemented in the Maldives?” This paper seeks to assess the challenges facing projects, explore the critical success factors, and project success criteria of ID projects in the Maldives. Furthermore, the study will look into developing a framework for the success of ID projects in the Maldives. It is intended to be carried out based on a qualitative case study approach. The study hopes to capture the views of beneficiaries, project teams, and donors, and thus, help resolve the misalignment between theoretical frameworks and practice.

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Vesterlund, Martha, Bradi Granger, Terry J. Thompson, Chuck Coggin, and Marilyn H. Oermann. "Tailoring Your Heart Failure Project for Success in Rural Areas." Quality Management in Health Care 24, no. 2 (2015): 91–95. http://dx.doi.org/10.1097/qmh.0000000000000055.

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Burdett, Charles. "The success and failure of Cardarelli's neo-classical literary project." Italianist 15, no. 1 (June 1995): 128–49. http://dx.doi.org/10.1179/ita.1995.15.1.128.

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Sreedharan V., Raja, Gopikumar V., Smitha Nair, Ayon Chakraborty, and Jiju Antony. "Assessment of critical failure factors (CFFs) of Lean Six Sigma in real life scenario." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3320–36. http://dx.doi.org/10.1108/bij-10-2017-0281.

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Purpose Many projects focus on the reliable operation of the activities in the project. Any failure in the process activities leads to major problems resulting in waste, defects, equipment damage, which has a direct impact on the consumers. In addition, Lean Six Sigma (LSS) is not new to this issue. LSS projects have faced an interruption in the process flow and unforeseen defects. Therefore, the purpose of this paper is to identify the vital failure factors of LSS projects. Design/methodology/approach Through extant literature review, the researchers found 44 critical failure factors (CFFs) of LSS. Using the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) SIMOS approach, the decision makers’ (DMs) rating and weight for each factor were collected. Moreover, the study was conducted in both the manufacturing and service industries to identify the impact of CFFs in LSS projects. Findings CFFs and their evaluation have received little attention in the literature. Most of the previous studies deal only with the identification of the success factors in general. Therefore, the study identified 44 CFFs and ranked them through DMs. In addition, the TOPSIS SIMOS approach ranked the vital failure factors enabling the management to avert the LSS project from failures. Research limitations/implications The study focused on project failures due to CFFs of LSS. Nevertheless, it did not consider other failure factors of project and knowledge management. Further, the sample used to test the approach was considerably small. Therefore, the study can be repeated with significant samples and the vital failure factors compared. Practical implications In real-life application, all the parameters in the LSS project need to be understood in a better manner. In such a condition, the practitioner needs to know that the project never fails due to the CFFs and TOPSIS SIMOS approach can prevent the LSS project failures. Originality/value The study applied TOPSIS SIMOS approach to rank the CFFs in an LSS project, which is first of its kind and aids the practitioners to make the right decisions in the business environment.

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Journal articles on the topic 'Project Success and Failure'

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