Dissertations / Theses: 'Succès de projet'

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Slimani, Tlemcani Lilia. "Évaluation des facteurs de succès du projet Sala Al Jadida : une double perspective, technique et managériale." Thèse, Université du Québec à Trois-Rivières, 2010. http://depot-e.uqtr.ca/1448/1/030140027.pdf.

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Ndjambou, Paterne. "Une étude empirique du succès des systèmes d'information de gestion de projet dans les entreprises québécoises." Thèse, Université du Québec à Trois-Rivières, 2005. http://depot-e.uqtr.ca/1995/1/000120871.pdf.

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Bhérer, Jean-Pierre. "Étude de faisabilité, projet complexe et benchmarking le cas de la Plateforme Logistique Agroalimentaire de Longueuil." Thèse, Université de Sherbrooke, 2009. http://savoirs.usherbrooke.ca/handle/11143/366.

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L'étude de faisabilité à laquelle j'ai participé s'est déroulée de novembre 2005 à mars 2007. Elle portait sur un projet d'implantation d'une gare intermodale sur le territoire de Longueuil. Cette étude constituait le point culminant de plusieurs années de travail soutenu de la part des promoteurs du projet. L'industrie agroalimentaire, avec plus de 400 000 emplois, joue un rôle majeur dans l'économie du Québec. Selon plusieurs experts, son avenir est menacé par le phénomène de la mondialisation des marchés. Pour les promoteurs du projet, la mise en place d'une plateforme logistique intermodale, combinant le routier et le ferroviaire, aiderait cette industrie à mieux contrôler ses coûts et l'aiderait à affronter les défis et enjeux qui se dressent dans son environnement comme la sécurité alimentaire et le bioterrorisme, la saturation des infrastructures du transport, les problèmes de pénurie de main-d’œuvre dans le transport routier et les problèmes de pollution associés à ce mode de transport. Dans ce contexte, la problématique managériale s'est intéressée aux conditions de succès à respecter pour réussir l'implantation et l'exploitation de cette gare intermodale. Si le champ de littérature couvrant les plateformes logistiques est particulièrement large, les thèmes principaux de ma recherche portent sur les concepts de gestion de projet et de benchmarking. Ces deux concepts sont analysés sous l'angle spécifique des facteurs clés de succès qui constituent l'objet de recherche. L'objectif de la recherche est d'évaluer la contribution que le benchmarking peut apporter à l'analyse de faisabilité du projet. La gestion de projet comprend deux éléments, la gestion et le projet. La revue de littérature conclut que les facteurs critiques de succès dont parlent les auteurs se rapportent presqu'exclusivement à la gestion du projet au détriment des facteurs de succès associés au projet lui-même. De plus, très peu de recherches considèrent benchmarking comme moyen pour identifier les facteurs de succès du projet, c'est-à-dire comme générateur d'idées susceptibles d'aligner les projets complexes, majeurs et novateurs sur la trajectoire de la réussite. De plus, la revue de littérature a permis de constater un manque criant d'études empiriques tant sur la gestion de projet que sur le benchmarking. Ma recherche portant sur une étude de cas en contexte réel se trouve ainsi légitimée. Une logique principalement inductive fut utilisée. Deux études ont été effectuées lors de la recherche. Une étude de benchmarking où une grille d'entrevue semi-structurée fut utilisée et une étude de faisabilité organisationnelle où une grille d'entrevue semi-structurée fut utilisée de pair avec une enquête par questionnaire associant ainsi le quantitatif au qualitatif. Le benchmarking réalisé auprès des sites logistiques jugés les plus performants en Europe et aux États-Unis a fait ressortir 12 facteurs clés de succès spécifiques à ce type d'organisation. L'étude de faisabilité organisationnelle réalisée auprès de 45 dirigeants du privé ainsi que des milieux associatif et gouvernemental du Québec a permis de positionner l'industrie agroalimentaire par rapport à ces facteurs clés. Une comparaison entre les 10 facteurs de succès de gestion de projet reconnus dans la littérature avec les 12 facteurs de succès de projet identifiés dans le benchmarking a démontré que les deux groupes de facteurs étaient différents et que les deux groupes devaient être associés pour assurer le succès des projets. Fort de ce constat sur le rôle stratégique joué par les facteurs de succès de projet, un modèle expose la place du benchmarking à l'intérieur de la gestion de projet. Subséquemment, une modélisation de la planification stratégique du projet est présentée afin de développer un outil performant pouvant servir à des projets de même nature ou de nature différente en autant qu'ils correspondent à la définition de projets complexes, majeurs et novateurs que j'ai proposée. En ce sens l'outil est non seulement transférable, il est aussi généralisable. Suite à l'information obtenue et à l'évolution du projet de la gare intermodale, l'auteur a donné libre cours à son imagination en esquissant une théorie des facteurs de succès pour tenter d'ouvrir la porte à une réflexion en profondeur sur les projets complexes, majeurs et novateurs afin d'améliorer leur taux de succès. Finalement, mentionnons que l'originalité de cette recherche repose sur trois éléments : l'utilisation d'un benchmarking conjointement à une étude de faisabilité organisationnelle, le caractère novateur d'une recherche scientifique portant sur la relation entre le benchmarking et l'étude de faisabilité de projets complexes, majeurs et novateurs et l'applicabilité immédiate des outils élaborés.

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Talbot, Jean. "Risque, mode de gestion et succès des projets d'informatisation : une étude empirique." Montpellier 2, 1992. http://www.theses.fr/1992MON20163.

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Cette these s'inscrit dans une longue tradition de recherches qui cherchent a comprendre comment gerer les projets de developpement de systemes d'information. Au cours des dernieres annees, plusieurs auteurs ont suggere que le mode de gestion d'un projet d'informatisation devrait etre choisi en fonction du degre de risque du projet. Selon ces auteurs, certains modes de gestion sont plus appropries que d'autres lorsque le degre de risque du projet est eleve. Ce document presente les resultats d'une etude empirique portant sur 34 projets d'informatisation qui examine les liens qui existent entre le degre de risque, le mode de gestion adopte par le chef de projet et le succes du projet. Les resultats obtenus montrent que l'impact des divers outils de gestion (planification formelle, methodologie et documentation, integration externe, integration interne) sur le succes des projets varie en fonction du degre de risque du projet

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Botvina, Victoria. "Les déterminants du succès du marketing industriel des projets internationaux : application au cas d’un service parapétrolier en Russie." Thesis, Aix-Marseille, 2013. http://www.theses.fr/2013AIXM1119.

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Ce travail doctoral s’intéresse aux choix du mode d’entrée des PME de service d’ingénierie souhaitant s’implanter sur les marchés émergents. Le contexte est à un double titre : un pays d’économie en transition, la Russie, et une PME du type Born Global de services à forte intensité de connaissances (SFIC), secteur parapétrolier. Notre recherche porte sur la détermination des facteurs qui permettent de franchir avec succès les barrières à l’entrée dans ce contexte. Nous avons procédé à la collecte des données empiriques primaires sur le terrain en conduisant une analyse qualitative exploratoire longitudinale d’étude de cas unique sur la période 2006-2013. L’étude de cas a été privilégiée afin de valider nos propositions de recherche issues des travaux scientifiques identifiés tel que les théories concernant les modes d’entrée, les PME Born Global, l’internationalisation des activités de services aux entreprises, les réseaux relationnels. Les résultats obtenus montrent que les PME SFIC du type Born Global se développe à l’international en suivant leurs clientèles, en s’appuyant sur le marketing relationnel et sur leur réseau comme un outil d’accès à une information fiable dans une espace volatile, à la différenciation de l’offre et à la rapidité de réaction pour exploiter une stratégie de niche. La nature d’activité des SFIC nécessite pour convaincre les clients, d’exploiter les capacités rhétoriques du personnel en contact, faire attention à l’image projetée et de gérer les relations et les interactions avec les clients centraux. Nos résultats font apparaître l’importance de l’étape pré-export pour la réussite du projet d’implantation dans ce contexte de marché
This research work focuses on the entry mode choices that best fit the needs of SMEs of engineering services which set up their business into emerging markets. The context is twofold: a country with transition economy, Russia, and the so-called « Born Global » SME of knowledge intensive business services (KIBS), operating in the oilfield sector. Our study tries to identify factors that may help successfully overcome the entry barriers in this particular context. To conduct this research, we used an empirical approach of primary data collected directly from the field. Our exploratory qualitative analysis has been carried out longitudinally and involves data collection of single case study over the period 2006-2013. The method of single case study was privileged in order to validate our research proposals that emerged from the theoretical background related to the works about: entry mode, « Born Global » SME, the internationalization of professional business service, networks. Our descriptive results indicate that « Born Global » KIBS firms attempt to set up their business by following their clients, through relationship marketing and networks approach as a tool to get an access to reliable information in the turbulent environment, reinforced by the offer differentiation, reactivity and a niche strategy. The work and the outcomes of KIBS cannot be immediately evaluated, which require to convince customers through the management of rhetorical skills of contact persons, image production and interactions with central clients. Moreover, our results show the importance of pre-export phase to perform better the set up project in the context of emerging market

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Eddiri, Hamid. "Un modèle d'impacts du changement et de l'apprentissage organisationnel sur le succès perçu de l'implémentation d'un projet ERP : étude d'un cas d'intégration du système d'information logistique d'une PME marocaine de l'industrie du tourisme." Thesis, Toulouse 1, 2015. http://www.theses.fr/2015TOU10026.

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Cette recherche s’inscrit dans un projet de développement difficile et risqué d’une solution ERP au sein de l’unité d’affaire « logistique » d’une société marocaine. Elle s’intéresse aux facteurs d’efficience du processus de couplage des architectures SOA et BPM lors de son implantation. Elle est théoriquement ancrée dans un modèle de gouvernance propre fondé sur le postulat que « les architectures ERP récentes (intégrée et en réseau) privilégie une ingénierie de projet différente, mobilisant une démarche et une méthodologie « agile », qui met d’avantage en avant la communication, la réactivité et l’adaptabilité, afin de se centrer sur le changement. Elle étaye, en ce sens, la problématique d’impacts d’un changement planifié et d’apprentissage organisationnel, et les prémisses d’influence de ces deux modes de gouvernance sur le succès du projet. Ses fondements théoriques empruntent les schèmes conceptuels des modèles de plateforme logique (choix de l’ERP), et de l’alignement stratégique (implantation). Ces fondements sont appliqués au choix des architectures (SOA et BPM), et à celui de son implémentation via l’alignement interne des capacités de ces deux architectures, orientés services (SOA) et métiers (BPM). L’intérêt de ce travail est porté par l’interrogation : quels sont les facteurs de contingence internes et conditions d’apprentissage organisationnel qui affectent/impactent l’alignement des capacités BPM et SOA (fit interne), et contribue au succès perçu d’une implantation ERP ? Trois questions de recherche appellent à mobiliser l’évaluation des performances introduit par un changement de SI : celui du processus d’apprentissage organisationnel (Organizations Sciences) et de l’acceptation des TI (MIS Sciences). Le modèle de recherche mobilise le schème systémique de l’apprentissage organisationnel d’Argyris (1995), pour l’adapter à l’étude du processus de changement introduit par l’ERP. Il présente trois niveaux d’analyse, avec les Inputs (Qualité de la Gouvernance) ; les Outcomes (l’efficience du processus d’intégration SOA/BPM) ; et les Outputs (succès de l’intégration fonctionnelle de l’UA). Il est porté par la prémisse générale que « le succès de l’intégration fonctionnelle de l’ERP), évalué en termes d’impacts, est liée directement à l’efficacité du processus d’intégration et, indirectement, aux modes de gouvernance stratégique des affaires de l’UA Logistique. La méthodologie emprunte une approche empirique qualitative. La méthode d’étude du cas unique est appliquée pour le recueil des données sur une période de 3 années. Le design procède d’une double démarche d’investigation, ethnographique et de recherche-action. Le recueil des données nécessite l’emploi successif des trois outils : la recherche documentaire (historique et stratégie du projet); l’observation participante (réunions de conduite du projet) ; et les entretiens semi-directifs (test des applicatifs). Les données sont traitées avec N’Vivo10 pour valider les analyses de contenus des variables puis la structure de leurs liens dans le modèle. Le diagnostic des résultats confirme l’existence de verbatims spécifiques pour les concepts étudiés – les perceptions des acteurs et des utilisateurs sont correctement restituées par la triangulation, dans leur fondements conceptuels et dans leur analyse empirique. Il établit des liens significatifs entre les variables des 3 niveaux du modèle, et confirme la structure du modèle, restituée par une arborescence de prémisses partielles et adjacentes à la prémisse générale. Les cheminements significatifs entre ces prémisses sont commentés pour juger des conditions de succès du projet ERP
This research is part of a difficult and risky development project of an ERP solution within the Busines Unit “logistics” of Moroccan company. It’is interested in factors of efficiency of coupling SOA and BPM processes during implantation. It is theoretically rooted in a paradigm of governance based on the premise that "recent ERP architectures (integrated network) favor a different engineering project, involving an approach and methodology" agile ", which puts forward and benefit communication, responsiveness and adaptability in order to focus on the change. It supports, in this sense, the issue of impacts of planned change and organizational learning, and the premises of influence of these two modes of governance on the success of the project.Its theoretical foundations borrow conceptual schemes of logic platform models (choice of ERP), and strategic alignment (implementation). These foundations are applied to the choice of architectures (SOA and BPM), and that of its implementation via the internal alignment of the capacities of these two architectures, service-oriented (SOA) and business (BPM). The interest of this work is borne by the question: what are the internal contingency factors and conditions that affect organizational learning / impact the alignment of BPM and SOA capabilities(internal fit), and contributes to the perceived success of ERP implementation? Three research questions call to mobilize performance evaluation introduced by an SI change: that of organizational learning processes (organization science research) and acceptance of IT (MIS science research). The research model mobilizes systemic pattern of organizational learning by Argyris (1995), to fit the study of change introduced by the ERP process. It has three levels of analysis, with Inputs (Quality of Governance); the transformation process (the efficiency of SOA / BPM integration process); and Outputs (success of functional integration of the BU). It is worn by the general premise that "the success of the functional integration of the ERP), assessed in terms of impact is directly related to the effectiveness of the integration process and, indirectly, in the strategic governance models affairs of the Logistics BU. The methodology follows a qualitative empirical approach. The method of single case study is applied to data collection over a period of three years. The design is based on a dual approach of investigation, ethnographic and action research. Data collection requires the successive use of three tools: literature search (history and strategy of the project); participant observation (project conducting meetings); and semi-structured interviews (test application). The data is processed with N'Vivo10 to validate content analysis of the variables and the structure of their links in the model. The results diagnosis confirm the existence of specific transcripts for the studied concepts - the perceptions of stakeholders and users are properly restored by triangulation, in their conceptual foundations and their empirical analysis. It establishes meaningful connections between the variables of the 3 levels of the model, and confirms the model structure, restored by a tree of partial and adjacent premises to the general premise. The significant paths between these premises are commented to judge conditions for success of the ERP project

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Wallin, Linnéa. "En fallstudie om framgångsfaktorer för projekt." Thesis, Högskolan i Gävle, Industriell ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-22703.

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Den här fallstudien undersöker utmaningar med projekt som arbetsform. Fallstudien är gjord på ett större företag som har arbetat i projektform under många år, som har problem med att kostnaderna drar iväg okontrollerat under projektens gång och det är svårt att hålla tider i projekten. Studien är inriktad på projektets första faser eftersom det är där det går att påverka resurs- och tidsåtgång och således hela utgången för projektet. Syftet med studien är att undersöka hur en projektorganisation skulle kunna arbeta i de tidiga faserna av projekt, för att projekten ska hålla sig inom angivna ramar för tid och kostnad. En kvalitativ metod valdes för att få en djupare förståelse för fallföretagets nuvarande situation. Sekundärdata insamlades genom vetenskapliga artiklar och litteratur inom området projektarbete. Det empiriska materialet samlades in genom semi-strukturerade intervjuer med 12 personer som arbetar i olika roller i fallföretagets projekt. Det empiriska materialet bearbetades sedan och skapade på så vis studiens resultat. Studiens analys och diskussion skapades genom att ställa resultatet mot teorin. Studien visar att det är viktigt att fokusera på arbetet i de tidiga faserna av projekt för att lyckas med projekten som helhet. Studien bidrar med en systematisk genomgång av de problem som kan uppstå i tidiga faser av projekt samt förslag på lösningar av dessa problem. Den här fallstudien undersöker utmaningar med projekt som arbetsform. Fallstudien är gjord på ett större företag som har arbetat i projektform under många år, som har problem med att kostnaderna drar iväg okontrollerat under projektens gång och det är svårt att hålla tider i projekten. Studien är inriktad på projektets första faser eftersom det är där det går att påverka resurs- och tidsåtgång och således hela utgången för projektet. Syftet med studien är att undersöka hur en projektorganisation skulle kunna arbeta i de tidiga faserna av projekt, för att projekten ska hålla sig inom angivna ramar för tid och kostnad. En kvalitativ metod valdes för att få en djupare förståelse för fallföretagets nuvarande situation. Sekundärdata insamlades genom vetenskapliga artiklar och litteratur inom området projektarbete. Det empiriska materialet samlades in genom semi-strukturerade intervjuer med 12 personer som arbetar i olika roller i fallföretagets projekt. Det empiriska materialet bearbetades sedan och skapade på så vis studiens resultat. Studiens analys och diskussion skapades genom att ställa resultatet mot teorin. Studien visar att det är viktigt att fokusera på arbetet i de tidiga faserna av projekt för att lyckas med projekten som helhet. Studien bidrar med en systematisk genomgång av de problem som kan uppstå i tidiga faser av projekt samt förslag på lösningar av dessa problem.
This case study investigates the challenges with project as a form of work. The case study is done at a larger company which has been working with project as a work form through many years, facing issues with keeping within time limits and over limited costs. The study is fo-cused upon the first phases of the project, because that is where impact can be made on the time- and resource- limits and therefore has an impact on the outcome of the project. The purpose of the study is to investigate how a project organisation could work in the early phases of a project, for the projects to be able to stay within the time frame and to keep costs down. A qualitative method was chosen to get a deeper understanding of the current situation of the case company's situation. Secondary data was brought together by scientific papers and litera-ture within the fields of the current project case. The empirical material was brought together through semi-structured interviews with 12 different people who all had different working fields within the project. Thereafter the empirical material was processed and created the re-sult of the study. Analyse and discussion of the study was created by putting the result to-wards the theory. The study shows that it is important to focus on the work in the early phases of a project for the success of the projects as a whole. The study provides a systematic review of the problems that can occur in the early phases of a project and propose solutions to these problems.

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Costa, Keyla Bernardes Miguita. "The link between project management practices and project success." Master's thesis, Instituto Superior de Economia e Gestão, 2017. http://hdl.handle.net/10400.5/13989.

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Mestrado em Gestão de Projetos
Nos últimos 40 anos, os pesquisadores têm enfatizado o aumento do número de empresas que organizam seu trabalho através de projetos para alcançar os seus objetivos. Esse crescimento resultou no surgimento de organizações de gestão de projetos e guias do conhecimento em gestão de projetos. As "melhores práticas" de gestão de projetos apresentadas nesses guias servem como suporte para que os gestores de projetos e os profissionais atinjam os objetivos do projeto. O grau em que essas práticas são implementadas e o vínculo entre elas e o sucesso dos projetos tem sido objecto de muita discussão no meio académico, principalmente devido ao grande número de projetos fracassados. Relativamente a estas questões, este trabalho empírico visa investigar o grau de uso das práticas de gestão de projetos, com base na 5ª edição do Guia PMBOK (A Guide to the Project Management Body of Knowledge), e as relações entre essas práticas e o sucesso dos projetos em Portugal. Esta investigação realizou-se através de um questionário online, que foi respondido por gestores de projetos de diversos sectores da indústria. As respostas mostraram que as práticas da área de gestão de custos são frequentemente implementadas. Em relação ao sucesso do projeto, as métricas mais comummente alcançadas são "requisitos técnicos", "benefícios para a organização" e "satisfação dos clientes finais". Por fim, os resultados demonstram que algumas práticas de gestão de projetos usadas pelos entrevistados apresentam uma relação com o sucesso do projeto.
In the last 40 years, researchers have been stressing the increase in the number of companies that organize their work through projects to achieve their strategic objectives. This growth has resulted in the emergence of project management organizations and project management bodies of knowledge. The project management "best practices" presented in those bodies of knowledge serve as a support and a guide for project managers and practitioners to reach the project goals. The degree to which these practices have been implemented and the link between them and the success of projects have been subject of much discussion in academia, mainly due to the high rate of failure of projects. In regard of these issues, this empirical work aims to investigate the level to which project management practices based on the Project Management Body of Knowledge 5th edition (PMBOK Guide) have been implemented and the relationships between those practices and project success in Portugal. This investigation took the form of a web-questionnaire, which was answered by project managers from diverse industry sectors. Responses showed that practices from the cost management area are frequently implemented. Related to the project success, the metrics most commonly achieved are "technical requirements", "organization benefits" and "end-use customer satisfaction". Finally, the findings demonstrate that some project management practices used by the respondents have a link to project success.
info:eu-repo/semantics/publishedVersion

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Yang, Xiao Lucien. "Être étudiant chinois en France : quelle insertion socioculturelle & universitaire ?" Thesis, Paris 10, 2016. http://www.theses.fr/2016PA100040/document.

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Cette recherche se situe dans le contexte de l’enseignement supérieur international et pose la question de l’accueil des étudiants étrangers en France. Cette question a donné lieu à de nombreuses analyses et propositions. Le contexte préoccupant d’une tendance à la baisse des effectifs d’étudiants accueillis suscite aujourd’hui un débat de fond qui amène un nouveau climat de réflexion. Les initiatives déjà prises par la France, pour l’accueil des étudiants étrangers, doivent être replacées dans le cadre d’une compétition acharnée, engagée par le système éducatif de la plupart des pays développés pour attirer les meilleurs étudiants.Pour donner une vue d’ensemble de la problématique des étudiants chinois en France, la thèse se scinde en quatre parties. Aspects sociaux : culture et histoire. Aspects éducatifs : Systèmes éducatifs entre deux pays (Chine et France. Etudiants Chinois en France Professionnalisation des enseignants du FLE. « L’Éducation » est un parcours « d’Apprentissage » qui est un passage d’un état de déséquilibre à un état de nouvel équilibre et qui se caractérise par une compréhension et des possibilités d’action plus importantes. « Apprendre » signifie donner du sens à une réalité posée comme complexe et que « Je dois m’approprier ». L’adulte en éducation-formation vient avec son bagage cognitif et affectif. Ses références sont marquées, par des attitudes et des valeurs propres. Les enjeux d’adulte en éducation-formation ne sont pas seulement des enjeux professionnels, mais ce sont des enjeux humains, c'est-à-dire, c’est une ambition personnelle et un parcours de vie
This research takes the international Education system and it questions the welcoming of international students in France. This subject has produced many analyses and proposals. The alarming reduction in the number of foreign students is a source of fundamental discussion bringing a fresh climate of reflection. The actions taken in France to welcome foreign students have to be integrated in a hard competition where the Education systems of most developed countries are engaged to attract the best students.To give an overall view on the issue of Chinese student in France, the thesis is split into four parts.Social aspects: culture and historyEducation aspects: Education systems of two countries (China and France)Chinese students in FranceProfessionalization of teachers in French as a foreign language"Education" is a Learning pathway, which is a transition from a state of imbalance to a new state of balance featuring better understanding and capacity for action. "Learning" means giving sense to a reality standing as complex but which "I have to adopt".The adult in [education-formation] comes with his cognitive and emotional luggage. Its references are marked by attitudes and eigenvalues. This question is related to the knowledge and the authority, self-image and selfhood: one individual must step back regarding "I", "I am" and "I ought to be".The challenges for adults in [education-formation] are not only professional challenges but also human ones. I.e. it is both a personal ambition and a life course

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Thomas, Nicholas Aaron. "Project Manager Trait Emotional Intelligence and Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4686.

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Project success is a measure of both project manager efficacy and stakeholder satisfaction. One of the primary measures of success for construction projects is meeting cost targets and yet recent data indicates up to 9 out of 10 construction projects fail to meet this target. Unsuccessful construction projects can have ramifications that affect project teams, internal stakeholders, customers and the local community. The purpose of this correlational study was to examine the relationship between project managers' well-being, self-control, emotionality, and sociability and project success using Petrides and Furnham's theoretical framework of trait emotional intelligence. Using the Trait Emotional Intelligence Questionnaire short form self-assessment instrument, data were collected from a sample of 104 construction project managers in the United States who had executed a project in the last 5 years. Data analysis revealed both the combination of the four predictor variables, and the self-control variable taken individually, resulted in a statistically significant relationship to project success at the p < .05 level with each having a p value of .001. Hiring managers and organizational leadership can use this information to guide hiring processes and training programs to help improve success rates in the construction industry. Improved project success could result in positive social change through the stabilization of the job market and improved partnerships between construction organizations, local governments, and the community.

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Ljungquist, Andreas, and Björn Rosander. "Software Project Planning : The Relationship between Project Planning and Project Success." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3309.

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Software engineering is the computer science discipline concerned with developing computer software. However, software engineering does not only include the technical perspective of producing software. It also involves management issues, such as planning, controlling, and monitoring a software project. A project typically embraces a structured set of activities, which are performed in a pre-determined sequence. The initial activity is generally the process of planning the project, which according to some is one of the most important and crucial efforts in order to achieve pre-defined objectives. Other states the opposite and claim that too much planning may obstruct development creativity. Current thesis explores the planning paradigm and the significance of planning efforts in the Swedish software industry. Contemporary literatures on software project planning are reviewed and presented. Moreover, the result of an empirical study, examining the relationship between project planning and project success, is presented.

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Guiney, Andrew, and aguiney@smsmt com. "Information Technology Project Management Team Building for Project Success." RMIT University. Graduate School of Business, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20100122.121228.

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More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.

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Hoxha, Luli. "Relationship Between Project Managers’ Age, Years of Project Experience, and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/5296.

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Project failures are costly to businesses and are increasingly present in the news. In many industries, projects have a 40% failure rate, and 90% of venture capital projects fail even to start. Project managers play a key role in delivering successful projects. The purpose of this correlational study was to examine the relationship between project manager’s age and years of project experience and project success. The population of this study consisted of 108 active or former project managers working in Albania or Kosovo who were LinkedIn members. The study was not grounded in a named theory; rather, based on the conceptual framework that project managers’ age and years of project experience may predict project success. The independent variables were project managers’ age and years of project experience, and the dependent variable was project success. Data were collected using a questionnaire posted on the SurveyMonkey website and analyzed using multiple linear regression. The results revealed that age has a negative, though not statistically significant, effect on project success. Project managers’ experience has a positive influence on project success; this effect is also not statistically significant. The coefficient of determination R2 was .02, which demonstrated that only 2% of project success relates to the independent variables. The study may contribute to positive social change by helping project managers and leaders of international development agencies, that conduct project to positively affect social change through improvements in areas such as agriculture, water, sewage, health, nutrition, education, environment, and social development. An increased rate of project success may translate into an improvement of livelihood for local communities in low-income countries.

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Barnes, Ben. "User involvement + project success : revisited /." Leeds : University of Leeds, School of Computer Studies, 2008. http://www.comp.leeds.ac.uk/fyproj/reports/0708/Barnes.pdf.

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Gray, Roderic John. "Organisational climate and project success." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.

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Zetterlund, Emelie, and Victoria Erlingsson. "Gemensamma faktorer för lyckade och misslyckade interna IT-projekt : En fallstudie på två internationella verksamheter." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-58109.

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Det finns forskning från flera olika perspektiv som har studerat kritiska framgångsfaktorer gällande arbete i projekt. Det problem som finns är att det inte finns ett specifikt genomförande för att uppnå lyckat resultat inom projektarbeten. Belassi och Tukel (1996) har tagit fram en teori att analysera projektgenomförande utifrån. Modellen behöver utvecklas med tiden och förändras för att anpassas till specifika typer av projekt, till exempel interna IT-projekt som denna undersökning behandlar. I den här studien har en fallstudie genomförts på två verksamheter där det i varje verksamhet finns ett intern IT-projekt som anses vara lyckat och ett som anses vara misslyckat. Med grund i Belassi och Tukels (1996) teori Critical success/failure factors in projects har kvalitativa intervjuer genomförts i syfte att ta reda på vilka framgångsfaktorer som är kritiska för lyckade och misslyckade interna IT-projekt. Vidare är syftet även att se om det finns andra kritiska framgångsfaktorer som kan utveckla teorin. Den insamlade empirin analyserades genom kategorisering och studiens resultat visar vilka de kritiska framgångsfaktorerna är för de två verksamheternas utvalda interna IT-projekt. Det har även skapats en utvecklad modell med kritiska framgångs- och misslyckandefaktorer som inte tidigare fanns omnämnda i teorin men som visade sig ha en inverkan på projektets resultat. Studien visade att ledarskap och kommunikation var viktiga faktorer för att uppnå framgångsrika projekt. Det visade sig också att det inte enbart var projektdeltagarnas tekniska bakgrund som spelade in utan även annan kompetens hos individerna. I de fall då det inte uppfattats som att någon utvärdering var gjord ansåg flera individer att det hade varit bra om det hade genomförts. Projektdeltagarnas kompetens och utvärdering av projektets genomförande var därför, tillsammans med externa leverantörer och användarnas stöd, faktorer som valdes att kompletteras i den vidareutvecklade modellen. Projektgruppen engagemang tas redan upp i Belassi och Tukels (1996) teori, men det framhävs i undersökningen att engagemanget bör vara objektivt.
There is research from several different perspectives that have studied the critical success factors regarding to project work. The problem is that there is not a specific project transact to achieve success in projects. Belassi and Tukel (1996) has developed a theory that can be used to analyze the implementation of projects. The theory needs to evolve over time and change in order to adapt to specific types of projects such as internal IT projects that this study addresses. In this study a case study carried out in two organizations where each one of them consist one internal IT project that is considered successful and one that is considered a failure. Based on Belassi and Tukels (1996) theory Critical success/failure factors into projects, qualitative interviews were conducted in order to determine which success factors that are critical to the success and failure of internal IT projects. Furthermore, the aim is also to see if there are other critical success factors that can develop the theory. The collected empirical data was analyzed by categorization and the results of this study show which the critical success factors is in the internal IT projects. A new model was created and developed with critical success and failure factors that did not exist in the previously mentioned theory but which turned out to have an impact on the project results. The study showed that leadership and communication were key factors in achieving successful projects. It also turned out that not only was the project participants' technical backround important to project success but also other skills of the individuals. In cases where it is not perceived as an evaluation was made most of the informants said that it would have been good if it had been done. Project participants' skills and evaluation of the realization of the project was therefore, together with external suppliers and user support, factors that were chosen to be supplemented in the refined model. The project team commitment are already addressed in Belassi and Tukels (1996) theory, but it is emphasized in the survey that the commitment should be objective.

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Bhatti, Zeeshan Ahmed. "Success of corporate Wiki Systems : an end-user perspective." Thesis, Aix-Marseille 3, 2011. http://www.theses.fr/2011AIX32069.

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L'utilisation croissante des sites en web 2.0 sur internet a favorisé l'utilisation des outils du Web 2.0 par de nombreuses organisations à travers le monde. L’un des outils les plus largement utilisés aujourd’hui dans les organisations est la technologie Wiki, et ce tout particulièrement dans la gestion de projet. Parce qu’un nombre croissant d’organisations déploie des systèmes Wiki et que le Web 2.0 fait encore l’objet d’un véritable battage médiatique, il est important de travailler sur ces technologies collaboratives et de mesurer leur succès en termes d’utilisation dans l’environnement de l’organisation. Cette étude traite de l’utilisation de la technologie Wiki dans les entreprises et du besoin de développer cette technologie. Il s’agit également de déterminer comment mesurer le succès des systèmes wiki internes du point de vue des « end-users ». La littérature sur les systèmes Wiki publics et d’entreprise est également présentée. Cette étude propose un modèle théorique de recherche sur le succès des wikis internes des entreprises, fondé sur la précédente théorie sur le succès des systèmes d’information. Enfin, le modèle proposé est testée empiriquement et les déterminants importants du succès des wikis interne des entreprises sont présentés
With the ever increasing use of Web 2.0 sites on the internet, the use of Web 2.0 based tools has been employed by the organizations across the globe. One of the most widely used Web 2.0 tool in organizations is the wiki technology particularly in project management. Since growing number of organisations are deploying wiki systems as Web 2.0 still remains a hype, it is important to investigate into these collaborative technologies and measure the success in corporate environment usage. In this study, we discuss the use of Wiki technology in the enterprise setting, the need for wiki deployment and how can we measure the success of corporate wiki systems from end-user’s perspective. The literature on corporate and public wiki systems is also presented. The paper presents a theoretical research model of enterprise wiki systems’ success based on the previous IS success theory. Finally, the research model of corporate Wiki success is empirically tested and the important determinants of corporate Wiki systems are presented

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Dogru, Elif. "Vad krävs för att lyckas? : En studie om projektmedlemmarnas upplevelser av framgångsfaktorer i projekt." Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-78592.

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Syftet med studien är att undersöka projektmedlemmarnas upplevelser av framgångsfaktorer i projektet. En kvalitativ undersökning med semistrukturerade intervjuer genomfördes med nio projektmedlemmar. Intervjumaterialet bearbetades via tematisk analys och genererade ett resultat som visar att delaktighet och kommunikation är bidragande faktorer för framgång. Att det krävs förståelse för det som sker i projektet för att lyckas, detta genom att skapa tydlighet om projektets helhet och roller. Resultatet visar även att det behövs insyn i projektets olika delar och att delarna behöver samverka med varandra för att nå ett lyckat projektresultat. Slutsatserna är att projektmedlemmarnas olika tillvägagångssätt och agerande i projektet är faktorer som bidrar till framgång, vilket tydliggör betydelsen av mänskliga faktorer i lyckade projekt.
The purpose of the study is to examine the project members' experiences of success factors in the project. A qualitative study with semi-structured interviews were conducted with nine project members. The interview material was processed through thematic analysis and generated a result that shows that participation and communication are a contributing factors for success. That it is necessary to understand what is happening in the project in order to succeed, by creating clarity about the project's whole and roles. The result also shows that transparency is needed in the different parts of the project and that the parts need to cooperate with each other to achieve a successful project result. The conclusions are that the different approaches and actions of the project members in the project are factors that contribute to success, which clarifies the importance of human factors in successful projects.

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Wolff, Christian. "Project management in China softskills as succes factors." Hamburg Diplomica-Verl, 2007. http://d-nb.info/989434303/04.

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Wolff, Christian. "Project Management in China : Softskills as Succes Factors /." Hamburg : Diplomica Verl, 2008. http://d-nb.info/989434303/04.

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SILVA, Fabiana Leonel Ambrosio da. "Análise do Impacto do Gerenciamento de Riscos no Sucesso de Projetos: Um Estudo de Caso em uma Organização de Desenvolvimento de Software." Universidade Federal de Pernambuco, 2017. https://repositorio.ufpe.br/handle/123456789/19689.

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Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2017-07-14T18:38:48Z No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertação_FabianaLeonelAmbrosioSilva.pdf: 3451937 bytes, checksum: cfeb3cbd7cc81a5e5e8b356ab0384e08 (MD5)
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A falha na condução dos projetos de software é um assunto que sempre foi uma preocupação para a engenharia de software. Muitas são as iniciativas em melhoria de processo no desenvolvimento de software e gerenciamento de projetos que buscam reduzir estas falhas. Os projetos de software são complexos por natureza e estão sujeitos a uma série de incertezas. Conhecer estas variáveis pode ajudar aos gestores a tomar decisões de forma eficaz e conduzir o projeto ao sucesso. Mesmo com todas as iniciativas para que os projetos tenham sucesso, as incertezas sempre existirão. Essa constatação faz com que a área de gerência de riscos tenha uma importância significativa. O objetivo deste trabalho foi realizar uma análise do impacto do gerenciamento dos riscos no sucesso de projetos de software. A implantação das melhorias no processo de gerenciamento de risco objetivaram também atender aos modelos de maturidade CMMI e MPS.BR. Para isso, foi realizado um estudo de caso em uma organização de desenvolvimento de software. Durante o estudo de caso, a criação de um repositório de riscos organizacionais foi realizada e alimentada com cinco projetos. Um dos desafios deste trabalho foi definir conceitos e medidas objetivas para avaliar os eventos associados com o gerenciamento de riscos e com o sucesso de projetos. Uma avaliação preliminar em 15 (quinze) projetos finalizados foi realizada para entender como o gerenciamento dos riscos de cada um desses projetos, impactou no seu sucesso.
The failure of conducting software projects is an issue that becomes a concern for Software Engineering. There are many initiatives to reach process improvement in software development that intend to reduce these failures. The software projects are complex by nature and are subject to a number of uncertainties. Knowing these variables can help managers take decisions to effectively lead the project to success. Even with all these initiatives for projects to succeed, uncertainties exist. This observation means risk management has significant importance. The goal of this work was to analyze the impact of risk management on the success of software projects. The implementation of improvements in the risk management process also aimed to meet the CMMI maturity models and MPS.BR. In this direction, a case study in a software development organization was conducted. During the case study, a repository with organizational risks was the created and fed with the risks from five projects. One of this work's challenges was to define concepts and accurate measures to assess the events associated with the risk management and project success. A preliminary assessment within fifteen (15) completed projects was performed in order to understand how risk management impact on their success

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Lindström, Malin, and Matilda Näsman. "Looking Beyond Constraints of Agile Project Success : A Case Study on Swedish Agile Project Success." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-122248.

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Today, organisations are increasingly using project-based activities, as projects can aid organisations to deal with unique and complicated assignments, as well as achieving strategic and operational goals. Two extensive project management methodologies exist, those being Traditional Project Management and Agile Project Management. Agile methods trademark change, adaptability, and flexibility, and are today used across industries and business, as the characteristics of the methodology make it suitable in today’s dynamic business environment. Even though projects are increasingly being used, it is inconsistent with the remarkably low project success rates found. It has been found that only 30 per cent of projects are successful within the technology field. Consequently, this stress the need to understand the inconsistencies found as well as generating suggestions for how to improve them. It is arguable that the inconsistencies may be caused by the difficulty to define project success. Researchers argue that the definition of project success is difficult to pinpoint as it varies depending on both individual perspectives and situational factors such as the organisation and the project type. It is also questionable whether or not appropriate methods have been used to evaluate the success of a project, and that the use of inappropriate methods may have contributed to the low success rates. Researchers argue that the traditional way of evaluating project success, by adhering to schedule, cost, and scope, is outdated and incomplete, and some have therefore developed new models that they consider more accurate for evaluating project success. One of these researchers is Highsmith, one of the founders of the Agile Manifesto. Highsmith has developed the Agile Triangle to better correspond to the agile trademarks of change, adaptability, and flexibility when evaluating success on agile projects. This study aimed to contribute with new insights into theoretical and practical aspects of agile project success by studying agile project success from a project manager perspective. This thesis also aimed to generate an understanding of project managers’ perception of the Agile Triangle as a success criterion. We interviewed seven Swedish project managers who have all worked with agile projects. After thoroughly analysing the results we could create a definition of agile project success as well as develop an Agile Project Success Criteria Model, representing the view of Swedish project managers. Agile project success was defined as a project that generates value in a sustainable manner. The agile project success criteria found important within this study are: Value, Team Success, Quality, Business Benefits, and Constraints. It was also found that Flexibility, even though it should not be included as a success criterion itself, is still a key ingredient when using Agile Project Management methodologies, as it affects all important success criteria. These findings highlight the insufficiency of the Agile Triangle as a success criterion, as Team Success and Business Benefits, criteria additional to those within the Agile Triangle, were found important. It was also found that the project managers question the practical applicability of the Agile Triangle and consider it to be similar to the Iron Triangle.

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Nassif, Jamal. "The Role of Project Leadership in Global Multicultural Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4240.

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Global projects have a high failure rate, with many project failures attributed to lack of effective leadership. A knowledge gap about leadership requirements and complexities in a global project management environment has increased the risks in global projects. The problem is evident in the increasing project failure rate and the struggling national strategies in the oil and gas industry in the Arabian Gulf Cooperation Council (GCC). The purpose of this study was to explore the role of leadership in project success and adaptation complexities in GCC. The conceptual framework consisted of complex adaptive systems and contingency theories. A qualitative approach was used to capture common understandings of project leaders' role and the opportunities and challenges in a multicultural global project environment. Personal interviews were conducted with 25 participants from the oil and gas industry in GCC who were selected using a purposive sampling method. Six themes emerged from an exploratory and comparative analysis, including: adaptable project structure with team and environment dynamics; leadership role and the impermanent multicultural environment; project success definition and the success criteria; aligned performance and governance systems; changing organizational strategy; and team building and the project complexity management. Based on study findings, a framework was created for leading 4 organizational processes in global projects, which includes the environment, team building, leadership selection, and setting of project success criteria. Higher efficiency in leading these processes may contribute to positive social change and support practitioners to promote a project environment for active knowledge integration.

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Trokic, Amela, and Jeta Sahatqija. "Project Management within Start-Ups : Exploring Success Criteria and Critical Success Factors in Entrepreneurial Project Management." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115919.

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Rambousek, Jan. "Úspěšnost strategie Smart Administration." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193269.

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This thesis focuses on strategy of Government of the Czech Republic called Smart Administration and its implementation. Its goals are improving quality and satisfaction of citizens with public services, particularly using information technology. The main goal of this thesis is to evaluate the system of governance. Whole life cycle of the strategy is being analyzed. The practical part of the thesis starts with assessment of the aimed goals and its success indicators. Then the governance system is being analyzed, how the projects are being chosen for realization and what role official authority offices play in this process. The outcome from the analysis helps to design an organizational structure of project office, like the shared center of services. The strategy is also being evaluated using measurable success indicators. There's one real project examined and its goals are compared to the strategy goals to see the compliance and integrity with the strategy. There is also a survey conducted among the project holders with an aim to get to know, how the real projects are being governed, how successful they are, and to see the opinion of the project holders on the existing governance and possible changes. The thesis provides comprehensive overview of problems of the strategy with an accent to missing project management principles.

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Latorre, V. "Construction manager's influence on project success." Thesis, University of Plymouth, 2009. http://hdl.handle.net/10026.1/2805.

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Construction managers aim to deliver successful construction projects; however it is unclear how they perceive construction project success and how they influence that success. Focusing on the construction phase of the project, a Systems Conceptual Framework is induced from the literature review. In-depth interviews undertaken by 10 construction managers, whose experience accounts for over 130 construction projects, provide data to derive categories which populate the Systems Conceptual Framework initially developed. By adopting an unstructured approach to the data collection, a holistic view of how construction managers impact the success of construction projects is acquired. The construction managers' influence on success is identified through the skills, competencies and characteristics which enable success of the construction phase (enablers). This inductive-deductive methodological approach allows the identification of categories and relations between them which, along with the Systems Conceptual Framework, form the Empirical Model. A Pareto analysis was carried out in order to determine the relative relevance categories have against each others. Overall, 56 relations were identified between the 37 categories derived from the data analysis. The results of the research show that the influence of construction managers on project success is determined by twenty enablers. According to the Pareto analysis, 6 enablers were most relevant; they are separated into two interrelated sets: Communication, Leadership and People Management, and Ability to Pull Back, Experience and Technical Skill. This suggests that construction managers consider mastering 'hard' and 'soft' aspects of the job are both equally relevant to the success of the project. The high interconnectivity between the categories is what allows the Empirical Model to be developed; making it the most important finding of this research. Evidence indicates that construction managers work with both a subjective (qualitative) and an objective (quantitative) concept of success. The quantitative concept of success can have between two and four success factors, which are prioritised according to the needs of the client; there is always one critical success factors that leads the project. The subjective concept of success incorporates aspects of the end user and personal satisfaction, and specific characteristics of the project. The results also show that the outcomes of construction projects can be three: success, failure, and a third outcome which is neither, an outcome between success and failure. Participants have identified this last outcome as being the most frequent.

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Oputa, Nkenamchi Benedict. "Project Managers' Strategies for Megaproject Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4669.

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In Africa, most oil and gas megaprojects exceed their original budget and time deadlines despite advancement in project management processes and systems. This study explored strategies project managers used for megaprojects' success in the oil and gas industry in Nigeria, from the perspectives of the owner and contractor organizations. Multiple case study design was utilized to collect data by asking open-ended questions in separate interviews with 4 project managers. Archival project data was also reviewed to eliminate information incongruences. The conceptual framework for the study is the contingency theory that there is no universal management structure for every project. The data analysis approach was thematic coding. Study findings from the data analysis were aggregated into 5 themes. The 1st, 2nd, and 3rd themes include the project managers' view of measures of megaproject successes, project managers' strategies for managing the business environment, and the strategies for achieving megaproject execution excellence. The 4th and 5th themes are the strategies for facilitating employee performance and the typical social change development and social change performance initiatives to benefit neighboring communities because of a megaproject. The conclusion from the evidences gathered is that megaproject success is contingent on the ability of the project manager to unravel and address complexity leveraging strategic leadership and systems thinking. From these findings, project managers from the client and contractor organizations may use, adapt, learn, refresh, and improve their project management skills. The significance of the study to positive social change from improving the success rates of megaprojects includes improvement in human capacity development and infrastructural additions that can facilitate economic growth in the region.

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Scheuchner, Gerald. "Strategies to Promote IT Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4681.

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Many project managers and business leaders lack effective strategies to manage information technology (IT) projects, which may inhibit business leaders from successfully implementing IT changes. The purpose of this multiple case study was to explore strategies that IT leaders use to successfully implement IT projects. The target population consisted of IT leaders in IT organizations located in the Saint Louis Metro East area. The conceptual framework consisted of the general systems theory and the coordination theory. Data collection included organizational documents and semistructured interviews with 6 qualified participants. Data analysis included coding and thematic analysis, member checking, and methodological triangulation. The 4 themes emerging from the data analysis included (a) effective communication, (b) project planning, (c) project execution management, and (d) project closure. The themes highlighted practical strategies to effectively manage the implementation of IT projects. Findings may enhance the organization's position and provide additional employment opportunities in the community.

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Bica, Maria Fernanda Lima Fernandes. "Ofício: ser professora - do projeto educativo ao sucesso escolar." Master's thesis, Universidade de Évora, 2013. http://hdl.handle.net/10174/16268.

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O Despacho n.º 40/2011, de 20 de maio, ponto 3., da Universidade de Évora, prevê a possibilidade de elaboração de um relatório sobre a atividade profissional para aquisição do grau académico de mestre. Essa foi a minha opção. Este relatório reporta-se aos anos letivos de 2007/2012, correspondentes aos últimos cinco anos de trabalho. É uma reflexão sobre as medidas desenvolvidas no Agrupamento de Escolas de Alvalade, com vista a melhorar os níveis de sucesso escolar e a importância do projeto educativo para alcançar tal objetivo, apresentando ainda dados sobre o sucesso/insucesso. Enquanto diretora de um agrupamento de escolas cuja taxa de insucesso à data da tomada de posse rondava os 18%, abracei como objetivo principal, mobilizar toda a comunidade educativa, para reverter essa situação calamitosa. Após várias medidas implementadas, os resultados melhoraram para 5,98%, em 2011/2012. Muito trabalho foi feito e muitos projetos foram adotados; ABSTRACT: The University Dispatch n. º 40/2011 of may 20th, paragraph 3., University of Évora, provides for the possibility of drafting a report about my professional activity in order to acquire a master's degree. That was my choice. This report refers to the work that I have been developing in the last academic years of 2007/2012. It is a reflection on action in the Alvalade Group of Schools, about the measures that were implemented to improve levels of educational attainment and educational importance of the project to achieve this goal, presenting, nevertheless, data on the success/failure. When I became director of a group of schools, which failure rate at the date of inauguration was around 18%, I decided to delineate as my main goal, to mobilize the entire educational community, to reverse this calamitous situation. After several measures implemented, the students’ failure decreased up to 5,98% in 2011/2012. Much work has been done and many projects were adopted.

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Ângelo, Luís Carlos da Silva. "Relatório alusivo à prática de gestão – Ser Diretor é…" Master's thesis, [s.n.], 2012. http://hdl.handle.net/10284/3624.

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Relatório apresentado à Universidade Fernando Pessoa como parte dos requisitos para a obtenção do grau de Mestre em Docência e Gestão da Educação, área de especialização em Administração Escolar e Administração Educacional
O presente relatório é composto por cinco capítulos iniciando-se o mesmo com a apresentação do percurso formativo e profissional do mestrando. Segue-se, no capítulo II, a caraterização geral do estabelecimento de ensino onde o mestrando exerce funções (Agrupamento de Escolas Brás Garcia de Mascarenhas, sito em Oliveira do Hospital, distrito de Coimbra), bem como a apresentação da política educativa do referido Agrupamento. O capítulo III apresenta um enquadramento teórico-conceptual sobre a noção de liderança e das diferentes abordagens deste conceito, no plano escolar, tendo em conta a explanação de algumas das teorias que sustentam essas mesmas abordagens. Neste capítulo, o mestrando aborda a sua visão, no que respeita ao exercício do cargo de Diretor Escolar, bem como a tarefa, que lhe está implícita, de gerir várias estruturas do Agrupamento. O mestrando termina o capítulo com algumas apreciações acerca das alterações legislativas relevantes, nos últimos anos. No capítulo IV é feita uma descrição e análise das atividades mais significativas, já implementadas ou em implementação, durante a vigência do mandato de gestão do mestrando, as quais têm contribuído para o crescimento do Agrupamento e reconhecimento do mesmo, num plano exterior. Finalmente, no capítulo V, é feita uma reflexão sobre os momentos mais marcantes dos mandatos de gestão do mestrando, ao longo dos últimos anos, não só para este, mas também, para o próprio Agrupamento. Neste contexto, o mestrando expõe o seguinte pensamento, subjacente à sua ação, ao longo destes anos, enquanto Diretor Escolar: “Ser Diretor é ...”. This report is composed by five chapters, being the first one related to the presentation of the formative and professional course of the master. Chapter II contains the general characterization of the educational establishment, where the master performs functions (Group of Schools Brás Garcia Mascarenhas, located in Oliveira do Hospital, Coimbra district) and the presentation of the educational policy of that Group. Chapter III presents a theoretical and conceptual framework on the notion of leadership and the different approaches to this concept, in the school context, taking into account the explanation of some of the theories that support these approaches. In this chapter, the master discusses his idea regarding to the exercise of the role of School Director, such as the implied task to manage the various structures of the Group. This chapter ends with some assessments about relevant legislative changes in recent years. Chapter IV shows a description and analysis of the most significant activities, already implemented or under implementation, during the period of the master’s management, which have contributed to the growth and recognition of the same Group, beyond the same. Finally, in Chapter V, there is a reflection about the most outstanding moments of the master’s management, over the past few years. These moments can be considered remarkable, not only for the Group, but also for the master himself. In this context, the master exposes his thought, underlying his action, over the years as School Director: Being a Director, is to think school 24 hours a day.

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Johnsen, Marthinus. "The project implementation profile's applicability to petro-chemical project success: an analysis of the key success factors." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/27869.

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Purpose - This research seeks to develop a revised list of Key Success Factors for a petro-chemical project-specific Project Implementation Profile (PIP) tool and to identify the petro-chemical success factors that are not currently included in the PIP tool. Through the identification of petro-chemical key success factors not currently included in the PIP tool, and removing current PIP KSFs that are less applicable to petro-chemical project success. Design - Conducting a literature review a set of 10 additional key success factors are identified to be relevant to petro-chemical projects that are currently not included in the PIP. A web-based survey with a set of 20 KSFs was sent to petrochemical project stakeholders to determine their perceived importance of each key success factor in achieving petro-chemical survey project success. Findings - It is found that the top ten of the key success factors considered to be most relevant to achieving petro-chemical project success contain only six of the original PIP KSFs. The four new success factors are Change management, Client requirements, Estimating and Project implementation timeframe. PIP factors found to be the least important in achieving petro-chemical project success are Top management support, Technical tasks, Personnel and Project mission. Practical Implications - The analysed survey results lead to a revised list of ten KSFs for a possible petro-chemical project-specific PIP tool. Some limitations are noted. However, difficulty in choosing respondents representing all petro-chemical project stakeholders and the idiosyncratic views of the respondents may have skewed the results. It is recommended that further research is undertaken to confirm the research findings and to identify additional key success factors that may have been left out from this research. Testing of the revised tool is also recommended.

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Kim, Seong Jin. "Identification of construction project problems and their impacts on project success." [Gainesville, Fla.] : University of Florida, 2009. http://purl.fcla.edu/fcla/etd/UFE0041198.

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O'Donnell, James G. "A study of the relationships among project managers' leadership practices, project complexity, and project success." ARGOSY UNIVERSITY/SEATTLE, 2012. http://pqdtopen.proquest.com/#viewpdf?dispub=3487788.

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34

Mangqalaza, Qaqambile. "Can project managers do it alone?: the role of total project leadership on project success." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1017029.

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The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.

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35

Adams, Brent Michael, and Thi Bich Van Tran. "Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130986.

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This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.

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36

Puskar, Imsirovic Aldijana. "Kritiska framgångsfaktorer i anläggningsprojekt : vad är ett lyckat anläggningsprojekt och hur utvärderas anläggningsprojekt?" Thesis, Karlstads universitet, Handelshögskolan, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-64694.

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Syftet med denna magisteruppsats är att undersöka vad som menas med ett lyckat projekt, vilka är de kritiska framgångsfaktorer för anläggningsprojekt och hur utvärderas anläggningsprojekt i praktiken. Detta syfte prövades genom kvalitativa intervjuundersökningar i form av inledande studie som utgörs av personliga strukturerade intervjuer med öppna/ fria svarsalternativ baserat på mina kollegor ifrån Fastighet- och serviceförvaltningen, med fokus på anläggningsprojekt där beställaren är Gislaveds kommun och dels genom telefonintervjuer med projektledare och chefer ifrån PEAB, NCC, Accent Arkitekter, Weedo Tech med mera. Empiriskt erhållna data analyseras utifrån tre analysmodeller; vad är ett lyckat projekt (fråga 1,2), kritiska framgångsfaktorer (fråga 3,4,5,6 och 9) och analysmodell för hur utvärderas projekt (7,8). Det framkom att hälften av respondenterna definierade ett lyckat anläggningsprojekt enligt projekttriangeln. Medan hälften av svarande definierade ett lyckat anläggningsprojekt enligt en vidareutveckling av projekttriangeln med kundnöjdhet. Det framhålls att kompetens, engagemang, tydligt uppdrag, god planering, tillräcklig budget, bra förstudie och projektering, organisation och ledning är de faktorer som främjar ett lyckat projekt. Härvidlag framhålls det att det unika för denna studie, dvs det som avviker ifrån vetenskapliga teorier och analysmodellen är det har tillkommit nya faktorer såsom samsyn, partnering, bra förstudie och projektering. Gällande dem kritiska framgångsfaktorer så är det enligt respondenter förstudie, kompetens, engagemang, ekonomi, tidsplaner, tydligt uppdrag, kommunikation och ledarskap. Det framkom i denna studie att det som avviker ifrån vetenskapliga teorier och analysmodellen är utökning med andra kritiska framgångsfaktorer har såsom förstudie, tidsplaner och kommunikation. Min slutsats är att det stämmer så som flera studier tyder på att det inte går att identifiera några generella allmängiltiga framgångsfaktorer (L. Ljung 2011) utan det är fallspecifikt som i det här fallet där det fallspecifika för bygg- och anläggningsprojekt som utkristalliserats är partnering och projektering. Slutsatsen är också att framgångsfaktorer varierar beroende på projektets storlek, komplexitet och tekniska osäkerhet. Beträffande hur anläggningsprojekt utvärderas i praktiken så framhålls det att projekt utvärderas i stort sett utifrån projekttriangel men med en modifierad och utökad variant enligt analysmodellen ovan, där kundnöjdhetsindex har lagts till. Gällande den kontinuerliga utvärderingen under projektets gång så framkom det i denna studie att även funktionskrav, ÄTA (ändrings och tilläggsarbeten) och arbetsmiljöplan följs upp och utvärderas. Min slutsats är att projekttriangeln har lämnat starka avtryck även i utvärderingen av projekt med viss modifiering där det tagits hänsyn till kvalitetsarbetet.
The purpose of this master's thesis is to investigate what is meant by a successful project, which are the critical success factors for construction projects and how evaluated construction projects are in practice. This purpose was tested through qualitative interview studies in the form of an initial study consisting of personal structured interviews with open / free answer options based on my colleagues from the Real Estate and Service Administration, focusing on construction projects where the client is Gislaved municipality and partly by telephone interviews with project managers and managers from PEAB, NCC, Accent Architects, Weedo Tech and more. Empirically obtained data is analyzed on the basis of three analysis models; What is a successful project (question 1.2), critical success factors (questions 3,4,5,6 and 9) and analysis model for evaluating projects (7.8). It was found that half of respondents defined a successful construction project according to the project triangle. While half of respondents defined a successful construction project according to a further development of the project triangle with customer satisfaction. It is emphasized that skills, dedication, clear assignments, good planning, adequate budget, good study and design, organization and management are the factors that promote a successful project. In this respect, it is emphasized that the unique nature of this study, ie, which differs from scientific theories and the analysis model, has brought about new factors such as consensus, partnering, good study and design. Concerning them, critical success factors, according to the respondents, are preliminary studies, skills, commitment, economics, schedules, clear assignments, communication and leadership. It was found in this study that what differs from scientific theories and the analysis model is expansion with other critical success factors such as preliminary studies, schedules and communication. My conclusion is that several studies suggest that it is not possible to identify any general all-important success factors (L. Ljung 2011), but case-specific as in this case where case-specific for construction projects that have been crystallized is partnering and design. The conclusion is also that success factors vary depending on the size, complexity and technical uncertainty of the project. In terms of how the projects are evaluated in practice, it is emphasized that projects are evaluated largely on the basis of a project triangle but with a modified and expanded variant according to the analysis model above, where customer satisfaction index has been added. Regarding the continuous evaluation during the course of the project, it was found in this study that functional requirements, ÄTA (Changes and additional work) and work environment plan are also monitored and evaluated. My conclusion is that the project triangle has given strong impression even in the evaluation of projects with some modification taking account of quality work.

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37

Bardh, Madelene, Madeleine Bokedal, and Vibecke Stensson. "Project Success : Application of Kotter's functions of managers and leaders when evaluating project success: using The Iron Triangle." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15425.

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Background: Working in a project setting has been common since the nineteenth-century and has been developed in numerous industries until today. Nevertheless, we have found a gap in research, to separately study managers’ and leaders’ way to influence the success in projects. We believe that to study how the functions of managers and leaders affect the outcome of a project, will bring new knowledge for how the people involved in a project can create a successful project. This is important and interesting to be aware of due to the increasing working method nowadays, which is to work in projects. With more knowledge for what act that affect a successful project, the easier it will be for the manager and/or leader involved in a project to reach the set of objectives for the project and then create a successful outcome. Problem: Since working in the form of projects is a common method today, it is interesting to see which functions of the project manager that is most important to develop, to be able to reach the objectives of a project. This can be measured by using The Iron Triangle, and by that evaluate how the functions of managers and leaders, explained by Kotter, influence project success. Kotter’s functions of managers and leaders are until today only applied in the context of organizations; therefore we want to see how these might influence in a project situation. Purpose: The purpose of this thesis is to see how Kotter’s functions of managers and leaders influence the objectives for a project, using the criteria in The Iron Triangle for measuring project success. Method: The thesis is based on face-to-face interviews with three project managers. The interviews were divided into two parts; the first part with opened questions and the second part with closed questions. The empirical findings have been analyzed with the theories from the frame of reference as a foundation. By doing so, the theories have been challenged to as well as strengthened to the findings based on the interview material. Conclusion: Based on the findings from the interviews with the projects managers, we can conclude that the theory presented in the frame of reference; Kotter’s functions of managers and leaders in combination with the The Iron Triangle, are not completely relevant in all situations when measuring the success of a project. All functions of Kotter are not required and all criteria in The Iron Triangle are not important for measuring the success. Additional finding was that one essential part for the project success was that the objective for a project should be set and clearly spelled out in advance to the people involved in order to create a successful outcome.

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38

Schwinn, Sandra Jean. "Early reading success: Parents make a difference." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1035.

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39

Karlsson, Ki. "Projektframgång : och vilka faktorer påverkar denna?" Thesis, Växjö University, School of Technology and Design, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1304.

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Definitionen av ett projekt är att det måste gå att mäta om ett projekt nått sitt mål eller inte. Ett projekt skall också ha en klar och tydligt fastställd slutpunkt, där projektgruppen upplöses och projektet avslutas.

De metoder som valts att användas för datainsamling är intervjuer med projektledarna och kunderna. Även litteraturstudier har använts för att kartlägga redan existerande kunskap inom området samt för att bygga upp en teoretisk referensram.

I denna studie beskrivs arbetsgången hos två projekt. Vid jämförande och analys av arbetsgången vid de båda projekten visade det sig att det fanns både likheter och skillnader. I resultatet redovisas de båda projektens arbetsgång, samt vad projektledarna och kunderna har för åsikter om respektive projekts genomförande och slutresultat. Slutsatsen som man kan dra av jämförandet av Projekt A och B med den teoretiska projektgången är att i många fall oberoende på storleken på ett projekt så genomförs kundorderprojekt på samma sätt.

The definition of a project is that the goal must be able to be measured after the project is finished. A project must have a clear ending point where the project group is dissolved. The methods that have been chosen for collecting material are interviews with the project managers and the customers. Litterature has also been studied for a theoretical view.

In this study two projects are analyzed. At comparison between the projects, it shows that there are both similarities and differences between the way to work in a project. In the result it is described how the two projects where carried out and also what the project managers and the customers thought of the realization and end result. The conclusion that you can draw is that in many cases the realization are not depending of size of the project. The projects are carried out the same way independent of the projects size.

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40

McKay, Donald Stuart. "The Interactions Among Information Technology Organizational Learning, Project Learning, and Project Success." NSUWorks, 2012. http://nsuworks.nova.edu/gscis_etd/242.

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Knowledge gained from completed information technology (IT) projects was not often shared with emerging project teams. Learning lessons from other project teams was not pursued because people lack time, do not see value in learning, fear a potentially painful process, and had concerns that sharing knowledge will hurt their career. Leaders could change the situation; however organizational leaders have not seen value in project learning and have not made it a priority. Yet, if a relationship existed among IT project success variables (PSVs) organizational learning factors (OLFs) and project learning practices (PLPs) then IT leaders may take greater interest in managing knowledge. The goal of this research was to conduct a correlational study to determine the relationship among OLFs, PLPs, and PSVs within IT organizations. OLFs included those activities at the corporate level that enabled project teams to learn from other projects. PLPs included the activities to learn lessons from a maturing or completed project. PLPs also included activities within an emerging project to harness lessons from prior projects. PSVs described project success. The research question (RQ) asked; what was the relationship among the OLFs, PLPs, and PSVs? To answer the research question it was necessary to ask four support questions (SQ). First, what elements defined organizational learning, project learning, and project success? Second, how effective was use of organizational learning? Third, how effective was project learning? Fourth, how successful were IT projects? To answer the first SQ a content analysis was conducted followed by a review with a Delphi team. A survey was then developed based on the content analysis. Finally, a statistical analysis was conducted to answer the remaining SQs and the RQ. The content analysis and Delphi team review revealed 12 OLFs, 11 PLPs, and 9 PSVs. Answering the second and third support questions the study found that OLFs and PLPs could be used more effectively within IT organizations. However, IT leaders reported that a foundation for organizational and project learning existed. Answering the fourth SQ, IT leaders reported good project success though risk management could be improved. This study found that there was a positive and significant relationship among the OLFs, PLPs, and PSVs. The relationship among the OLFs, PLPs, and PSVs suggests that there is justification to research and develop IT competence in learning.

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Atasoy, Guzide. "Using Cognitive Maps For Modeling Project Success." Master's thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/12608545/index.pdf.

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In order to evaluate a project as successful or not, initially, the questions of &ldquo
what are the factors affecting the success&rdquo
and &ldquo
according to whom and which criteria should the success be measured&rdquo
should be answered. Both the factors and their influences vary depending on a project&rsquo
s specific characteristics, different environmental factors affecting it, and different parties involved. These factors are not independent of each other and the interrelationship between them should be investigated as a whole in order to model the project success. Moreover, parties involved in a project usually have different objectives and the performance indicators used to measure project success differ according to company priorities, preferences and attitudes. Thus, there exists a need to develop a project success model that contains the interrelationships between factors such as risks, decisions, and strategies, project success criteria, objectives and the relations of the factors with the objectives. A cognitive map (CM) is a strong visual tool to reflect the beliefs and knowledge of people about a situation or domain, identifying the causes, effects and the relations between them. This qualitative technique being enhanced by quantifiable properties makes it appropriate to be utilized to model the project success. As a result, the objective of this study is to demonstrate the application of CMs as a powerful tool for modeling project success. It is hypothesized that CMs can be effectively used to model the factors affecting success of a construction project, to reflect the interrelations between project success factors, to demonstrate the different objectives of parties involved in a project and show how the project success can be defined differently, by different parties. This technique is applied to a real construction project realized in Turkey. CMs of two consortium contractors and client organization involved in the project are constructed and the differences between the perceptions of three parties are revealed by content and structural analyses. Finally, the benefits and shortcomings of using CMs for modeling project success are discussed by referring to case study findings.

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Ng, John Chin Chiong. "Predictors of project success : a Singapore study." University of Western Australia. Faculty of Economics and Commerce, 2008. http://theses.library.uwa.edu.au/adt-WU2009.0064.

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In the island-city state of Singapore, growth and development are very much dependent on global trade. Project management is one of the key competencies that organizations and the government seek to develop to stay relevant and plugged-in to the global community. This research attempts to examine the predictors of project success in the Singapore context. This study uses Pinto's Project Implementation Profile (PIP) instrument as a basis and starting point for further study. It seeks to discover and identify critical success factors (CSFs) in Singaporean project environment. The study also aims to validate whether the PIP, which is commonly used in western societies, is also applicable in the Singapore context. A methodology combining Critical Incident Technique (CIT) has been used to identify possible CSFs, which are subsequently rationalized and validated with the CSFs in the PIP. A questionnaire survey (n= 267), involving project management professionals across several key sectors and industries, provided data for quantitative analysis. Multivariate analyses, which include factor analysis and multiple regression, were applied to identify and validate the CSFs that are significant in predicting project success. The results produce a predictive equation involving five CSFs that are significant in predicting project success in the Singapore context. The study generally supports the applicability of Pinto's PIP in Singapore, although with some differences. It is expected that the findings of this study will provide value to future researchers who are keen to further explore the 'elusive' CSFs of project management. The business community is also expected to leverage on the findings of this study to optimize their scarce project management resources in achieving and sustaining business competencies.

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Delisle, Connie Louise Gail. "Success and communication in virtual project teams." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/NQ64855.pdf.

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de, Weerd Maarten. "Success and failure : the Kurdish Nationalist project /." Title page, contents and conclusion only, 2001. http://web4.library.adelaide.edu.au/theses/09AR/09ard5151.pdf.

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Ebertsohn, Nolan Wade. "The measurement of information system project success." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97271.

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Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Ensuring the delivery of an investment is crucial for organisations as significant amounts of operating and capital expenditure is spent on information systems. Regrettably, many organisations today have no accurate techniques for forecasting and warranting the success of information system projects and many rely on the traditional project management triple constraint criteria alone, which encapsulate time, cost, and quality. Many chief executive officers (CEOs), chief information officers (CIOs) and other executives have difficulty in justifying their investments and return on investment (ROI) in information systems. Since the 1970s many articles have been written and much research conducted on the topic of information system project success. However, there is still no consensus on an agreed upon definition and robust methodology to measure the success of information system projects (ISPs). This research attempted to determine if organisations measure the success of their ISPs. In addition, the researcher aimed to pinpoint what key success factors and critical success criteria organisations use, and how these are applied to measure information system project success (ISPS). To reach these objectives, qualitative research was conducted by means of a study of the literature on the topic, a pilot survey, and semi-structured interviews in order to gather expert opinions and information pertaining to the measurement of ISPS in industry. It was found that most project managers and companies still rely on the traditional triple constraint to determine the success of their information system projects. Moreover, this phenomenon exists due to a lack of knowledge on the topic, top management buy-in, time and resources, and a perception that the costs to get a measurement system in place outweigh the benefits to be gained from it.

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Martin, Benoit (Benoit Roger Jacques) 1978. "Controlling interfaces : a key to project success." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8609.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2001.
Includes bibliographical references (leaves 91-93).
Most problems cited in papers dealing with project success factors are often linked to the responsibility of particular players in the construction phase, rather than to the relations among them and with their environment. Challenging the current belief that "dividing is ruling", this new vision groups problems seemingly different in nature, and provides, from their analysis, a unified set of recommendations that, if applied, could help drastically reduce unpredictability of the outcome of a project and boost productivity. Yet, and it is confirmed by the few articles that have been written about this approach, little has been done on the construction field. The appearance of a new form of project management, lean construction, and the verifiable results of improvement it triggers, offers the interface perspective a more comprehensive and supportive environment, in which it can be more easily developed, implemented and perfected. This study focuses on what should be considered the three most important interfaces during the construction phase of the project, and will compare the improvements suggested by this approach to the principles of lean construction, to support the utility of this new way of perceiving problems.
by Benoit Martin.
S.M.

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Furlong, Shauneen. "Transformational eGovernment success through enhanced project management." Thesis, Liverpool John Moores University, 2011. http://researchonline.ljmu.ac.uk/6173/.

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Transformational eGovernment is the continuous innovation in the delivery of services, citizen participation and governance through the transformation of external and internal relationships by the use of technology; especially on the Internet. When introduced, it offered the hope and promise to revitalize and modernize public services; reinvigorate and improve services to citizens, business and governments; and, create an exciting environment for employees to work and contribute. Countries, world-wide are inexorably engaged and urged forward by both push and pull motivational pressures to use technology to improve democratic participation, social harmony and economic sustain ability. While eGovernment's first decade has been much more transactional than transformational, radical changes affecting eGovernment are needed in this decade: culture, different services and relationships with all stake holders; organizational arrangements; business processes; and resource management. But progress thus far achieved is not without struggle and transformational eGovernment success is far to the deficit side of the performance measurement scale. The project failure rate is so high that transformational eGovernment progress is stalling. The thesis used the mixed method research approach that included the design and implementation of a piloted and structured survey; data collection and analysis; and examination and testing of potential enhanced project management solutions to focus on international transformational eGovernment activity and problems in: project management; the transformation of public service and its organizational and operational arrangements; and international strategies for transformational eGovernment uptake. The surveys conducted in this research identify a synerqistic compendium of ten key challenges and barriers that prevent progress in the project management of transformational eGovernment projects. As a way forward in addressing these challenges, this thesis recommends that project management methodologies be improved by implementing a project initiation concept document process identifying a series of actions and methods to be incorporated as the initial stage of eGovernment project management methodologies to identify, manage and mitigate the unique challenges and barriers that impede eGovernment success.

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Afolabi, Jonathan Olubunmi. "Initiating Factors Affecting Information Systems Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4706.

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Information systems (IS) projects are complex and costly, but only a 3rd of IS projects are successful; the Standish Group reported that 32% of IS projects were successful in 2012. Although investments in research have led to improvements in practice, there is a general perception that management failures are responsible for the low rate of IS project success. The effects of initiating factors on project outcome had not been sufficiently explored; few IS researchers have explored the initiation phase. The purpose of this grounded theory study was to explore project initiation factors, including relational, as well as decision-making aspects, and how they might be addressed to enhance the possibility of success. The research questions were oriented at identifying key initiation factors, how they might be managed to promote project success, and how decision-making factors at initiation might facilitate project success. A conceptual framework consisting of chaos theory and Ashby's law of requisite variety was used. Purposive and snowballing sampling techniques were used, and 24 IS managers and project managers were interviewed. A 3-stage data analysis approach was used and included open coding, focused coding, and theoretical coding. Key themes identified included project governance and management, as well as stakeholder engagement. The emergent theory of IS project initiation indicated that the factors represented by the themes must be identified during initiation but implemented throughout the project lifecycle to ensure project success. Positive social change may be realized as IS managers, and project managers apply the findings and recommendations to achieve project success and avoid costly failures thus benefiting both companies and customers.

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Farlik, John T. "Project success in agile development software projects." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10108921.

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Project success has multiple definitions in the scholarly literature. Research has shown that some scholars and practitioners define project success as the completion of a project within schedule and within budget. Others consider a successful project as one in which the customer is satisfied with the product. This quantitative study was conducted to test the relationship between communications of agile teams and project success. The research also tested the relationship between software process improvement and project success. The researcher presented three different characterizations of project success (time, budget and customer satisfaction). Through correlation testing, the study examined the results of the relationship between communications, software process improvement, and project success. The customer satisfaction definition of project success was more closely correlated with projects in which communications was effective. Projects characterized as having a formal software process improvement process in place were more closely correlated with the cost and schedule definitions of project success. Implications of the study include conducting further research with ordinal data in the regression testing of the independent and dependent variables. Future work should concentrate upon risk and change management in an agile project management project environment. This work furthers the ideas contained in the Project Management Second Order (PM-2) framework.

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Townsend, Ryan. "Successful Infrastructure Construction Project Execution." Diss., Temple University Libraries, 2019. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/554341.

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Business Administration/Interdisciplinary
D.B.A.
The following research builds on the existing project management success and critical success factor research by focusing on the social mechanisms used by project managers and project teams to achieve success. Through analysis of previous literature five criteria for success are determined and the critical success factor themes of personnel and communication emerge. Study One uses semi-structured interviews with ten current or former construction project managers to develop a conceptual model of six antecedents to the previously identified critical success factor themes. The unit of measure is the project and not the project manager which allowed for ten interviews to provide insights into twenty projects, the ten most successful and the ten least successful of the interviewees careers. Those interviews provided six constructs or antecedents that lead to effective communication and project personnel. The personnel constructs are; planning, choosing, and retaining. The communication constructs are frequency, understanding, and inclusivity. Study Two uses semi-structured interviews with twenty current or former construction project managers to determine the causal social mechanisms that lead from the antecedents to the critical success factor themes. Through recording, transcribing, coding, and analyzing the interviewee’s responses project managers and project teams use similar mechanisms to achieve the critical success factor themes. Knowing those mechanisms will benefit practicing project managers.
Temple University--Theses

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