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Artykuły w czasopismach na temat „Project success”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 25 lipca 2025

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1

Cooney, Robert Calder. "Project Success Criteria and Project Success Factors in Information Technology Projects." Academy of Management Proceedings 2020, no. 1 (2020): 20687. http://dx.doi.org/10.5465/ambpp.2020.20687abstract.

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Shahwali, Khan. "Project Planning, Project Success and Project Risk." Global Social Sciences Review 4, no. 1 (2019): 219–25. https://doi.org/10.5281/zenodo.4362013.

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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT

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Shahwali, Khan, Saher Najmul, and Sohail Yunis Mohammad. "Project Planning, Project Success and Project Risk." GLOBAL SOCIAL SCIENCES REVIEW (GSSR) IV, no. I (2019): 315–24. https://doi.org/10.31703/gssr.2019(IV-I).29.

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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT

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Anatol, Berhanu Gobana, Miju Teshome Habtamu, and Tasisa Negewo Lemi. "Determining Factors Affecting Critical Success of Construction Project: Review." International Journal of Advanced and Innovative Research 7, no. 01 (2018): 19–24. https://doi.org/10.5281/zenodo.1163373.

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Construction project involve many participants such as designers, consultants, contractors, construction managers and specialists from different disciplines. Many researchers have tried to regulate factors for successful project for the long time. Lists of variables have been abounded in the literature; however no general agreement can be made. The aim of this paper is to determine critical factors for construction projects. Eleven main research papers in construction project field were selected to review prior works on project accomplishment. Five main collections of independent variables nam

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5

Richards-Colocino, Nancy, Patricia McKenzie, and Rae R. Newton. "Project Success." Journal of Adolescent Research 11, no. 1 (1996): 130–63. http://dx.doi.org/10.1177/0743554896111008.

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Carù, Antonella, Bernard Cova, and Stefano Pace. "Project Success:." European Management Journal 22, no. 5 (2004): 532–45. http://dx.doi.org/10.1016/j.emj.2004.09.011.

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Long, Ray. "Project Success." ITNOW 58, no. 4 (2016): 4–7. http://dx.doi.org/10.1093/itnow/bww090.

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

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This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the succe

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9

Gawande, Shilpa, and Sharmina Jiwani. "Constructive Effect of Hybrid Project Management Methodologies on Success Rates of Projects." International Journal of Science and Research (IJSR) 13, no. 10 (2024): 50–54. http://dx.doi.org/10.21275/sr24929184750.

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

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Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are e

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11

Ktaish, Bilal, and Miklós Hajdu. "Success Factors in Projects." IOP Conference Series: Materials Science and Engineering 1218, no. 1 (2022): 012034. http://dx.doi.org/10.1088/1757-899x/1218/1/012034.

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Abstract The literature of project success is very wide one. Various articles focus on the evolution of the understanding of project success. Most of the projects we hear of in media are either over budget, late or are simply not good enough and still different lobbies of people claim that those projects have been successful. Neither the practitioners nor the academicians seem to agree on what constitutes project success. It seems to be a rather elusive concept. This paper attempts to put forth the points of views of different researchers in this field and focuses primarily on the factors that

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12

Khan, Shahwali, Najmul Saher, and Mohammad Sohail Yunis. "Project Planning, Project Success and Project Risk." Global Social Sciences Review IV, no. I (2019): 219–25. http://dx.doi.org/10.31703/gssr.2019(iv-i).29.

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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT

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13

Varajão, João, António Trigo, José Luís Pereira, and Isabel Moura. "Information systems project management success." International Journal of Information Systems and Project Management 9, no. 4 (2022): 62–74. http://dx.doi.org/10.12821/ijispm090404.

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This paper aims to provide new insights into information systems (IS) project management success. Even though many studies found in the literature show results of software development projects, few studies address the success of IS (socio-technical) projects. Responses to an international survey, regarding 472 projects in total, showed that IS project management is achieving high levels of success; yet, only a minority of projects end without changes in scope, schedule or cost. Furthermore, the results show that changes in scope, schedule or cost are frequent in this kind of project and do not

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14

Machado, Franklin Jean, and Cristina Dai Prá Martens. "Project Management Success: A Bibliometric Analisys." Revista de Gestão e Projetos 06, no. 01 (2015): 28–44. http://dx.doi.org/10.5585/gep.v6i1.310.

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15

Roux, Etienne, Maria Argyropoulou, and Rachel Argyropoulou. "Critical success factors influencing project success in turnkey mechanical engineering projects within a project-based organisation." Procedia Computer Science 239 (2024): 693–700. http://dx.doi.org/10.1016/j.procs.2024.06.225.

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16

Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.

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17

Bojkov, Darjan. "FACTORS ASSESSING PROJECT SUCCESS." Knowledge International Journal 26, no. 6 (2019): 1687–91. http://dx.doi.org/10.35120/kij26061687b.

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Sometimes it is hard to determine success of a project, because it is perceived differently from different subjects, institutions and organizations. The most important success of a project can be determined as implementation within deadline and with provided resources. However, there are many sponsors or clients that will demand extension of project, to achieve some extra functions. In that case project will not be implemented in time, or with provided resources, but sponsor or clients will can rate project as successful one. Author researches principles of assessment of projects.

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18

Kock, Alexander, and Hans Georg Gemünden. "Project Lineage Management and Project Portfolio Success." Project Management Journal 50, no. 5 (2019): 587–601. http://dx.doi.org/10.1177/8756972819870357.

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and indepen

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19

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

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Purpose – The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects is a critical factor in a project’s success. Many times, project teams forget some basic rules for communicating with their stakeholders. Design/methodology/approach – The approach of this paper is to provide a general overview of common themes in the project management literature related to communication within projects. Findings – While communication failures in projects are caused by many factors, the p

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20

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

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

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21

Sammy, Kimagut, and Elizabeth Nambuswa Makokha Dr. "PROJECT MANAGEMENT PRACTICES ON SUCCESS OF AGRICULTURAL PROJECTS AT SONY SUGAR COMPANY." International Journal of Recent Research in Commerce Economics and Management (IJRRCEM) 10, no. 3 (2023): 213–21. https://doi.org/10.5281/zenodo.8383618.

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<strong>Abstract:</strong> Agricultural projects play a pivotal role in the economic development of Kenya, and their success or failure can have far-reaching consequences for both local communities and the national economy. Effective project management practices are essential in ensuring the achievement of project goals and objectives (Kimalu, 2011). The purpose of this study was to determine the project management practices on success of Sony Sugar Projects. The study’s specific objectives for this study were; to determine the effect of project planning on success of Sony Sugar Company

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22

Andersen, Erling S., David Birchall, Svein Arne Jessen, and Arthur H. Money. "Exploring project success." Baltic Journal of Management 1, no. 2 (2006): 127–47. http://dx.doi.org/10.1108/17465260610663854.

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23

McManus, John. "Understanding Project Success." ITNOW 60, no. 3 (2018): 62–63. http://dx.doi.org/10.1093/itnow/bwy083.

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24

Stevenson, Deborah, and Jo Ann Starkweather. "IT Project Success." International Journal of Information Technology Project Management 8, no. 3 (2017): 1–21. http://dx.doi.org/10.4018/ijitpm.2017070101.

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Investigation into the causes for low IT project success rates has dominated both the IT project management literature and the focus of IT project management professionals for decades. Many factors, including a variety of hard skills and soft skills, have been proposed to have an effect on IT project success. This study presented 142 such factors, collected from the IT project management literature over the past 25 years, to members of the Project Management Institute in an effort to ascertain which of these factors had the most impact on IT project success in their respective organizations. F

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25

Ahamd, Usman, Yusnidah Bt Ibrahim, and Arpah Bt Abu Bakar. "Malaysian Public Private Partnership Projects: Project Success Definition." International Journal of Engineering & Technology 7, no. 3.30 (2018): 33. http://dx.doi.org/10.14419/ijet.v7i3.30.18151.

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In last few decades, many governments have been using Public Private Partnership (PPP) as a tool to provide infrastructure and public services. Most of PPP projects achieved the objectives whereas, a few are underachieved. Besides, prior literature does not provide robust definition of success for PPP projects. Although, project management literature defines the general definition of project success and explains success as variable. However, due to the distinct nature of PPP projects there is a need to redefine the PPP project success. Therefore, this study aims to provide robust definition of

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26

Peslak, Alan R. "Information Technology Project Management and Project Success." International Journal of Information Technology Project Management 3, no. 3 (2012): 31–44. http://dx.doi.org/10.4018/jitpm.2012070103.

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One of the most important issues for organizations and information technology professionals is the success of information technology (IT) projects. This study reviews a survey of financial executives and examines their views on aspects of project management and project success. First, it was found that overall systems development projects are viewed as being successful by organizations. Next, a series of analyses were performed to assess several variables’ impact on IT project success. Skilled project measurement was found to result in higher IT project success. Restrictions on IT application

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27

Obondi, Kennedy. "The impact of project risk audits on construction project success." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 103–15. http://dx.doi.org/10.5937/jemc2002103o.

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Risk audit is often poorly implemented in construction projects because of the absence of constant auditing of risks by construction project managers. Construction companies are experiencing large financial deficits because of managers failing to audit and monitor project risks. The purpose of this study was to examine whether the utilization of risk audit correlates with project success in construction projects. An electronic survey instrument was used to collect data from a sample of 50 construction project managers in the Dallas-Fort Worth area of Texas in the United States. Spearman's rho

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Moza, Amit, and Virendra Kumar Paul. "Critical success factors affecting project success in construction projects: A contemporary Indian perspective." Journal of Project Management 9, no. 3 (2024): 183–96. http://dx.doi.org/10.5267/j.jpm.2024.5.003.

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The government of India has increased its focus on investment in infrastructure, allocating US$ 130.57 billion in 2022-23 for the sector. Effective project management is crucial for success. However, despite a huge body of knowledge on project success, project delays persist, with 33% of projects delayed by an average of 47 months as of August 2021. This study aims to identify Critical Success Factors for contemporary construction projects in India, offering guidance for project stakeholders. Forty-five attributes of project success were collated from literature and expert discussions and a qu

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Bucero, Alfonso. "Project Sponsor Effectiveness and Project Success." European Project Management Journal 14, no. 2 (2024): 3–16. http://dx.doi.org/10.56889/zsvk2963.

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The project sponsor’s interactions and relationships with the client, project manager, and other stakeholders impact the project’s performance. This study examines the world of projects inside businesses to determine the correlation between project success and sponsor effectiveness. I employed a quantitative approach that comprised factor and regression analysis to investigate the relationship between project success and the effectiveness of the project sponsor. Two unique characteristics, one for sponsor awareness and another for sponsor dedication, are highly connected with project performan

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Alashwal, Ali Mohammed, Nurfarhana Farza Fareed, and Karam Mustafa Al-obaidi. "Determining Success Criteria and Success Factors for International Construction Projects for Malaysian Contractors." Construction Economics and Building 17, no. 2 (2017): 62–80. http://dx.doi.org/10.5130/ajceb.v17i2.5319.

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The success of international construction projects is fraught with various challenges such as competitiveness, lack of resources, versatile global economy, and specific conditions in the host country. Malaysian contractors have been venturing into global construction market since early 1980s. However, their venturing was not successful all the time. The number of international projects awarded to Malaysian contractors has reduced drastically during the past decade. Taking advantage of this experience, this paper aims to identify the success criteria and success factors of international constru

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31

Tlangelani, Phasha, and Shankar Subramanian Iyer Dr. "Project Agility for Construction Project Success in UAE." ISIR Journal of Business and Management Studies (ISIRJBMS) 2, no. 1 (2025): 61–73. https://doi.org/10.5281/zenodo.14799554.

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<em>The UAE construction industry is a cornerstone of the nation’s rapid economic growth and infrastructural development. However, this sector faces multifaceted challenges, including project delays, cost overruns, and evolving client expectations. Project agility has emerged as a vital framework to enhance the adaptability and resilience of construction projects, allowing project teams to respond efficiently to unforeseen circumstances. This study aims to investigate the role of project agility in the success of construction projects in the UAE, analyzing how key factors such as risk ma

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Young, Raymond, Wenxin Chen, Ali Quazi, Warren Parry, Adrian Wong, and Simon K. Poon. "The relationship between project governance mechanisms and project success." International Journal of Managing Projects in Business 13, no. 7 (2019): 1496–521. http://dx.doi.org/10.1108/ijmpb-10-2018-0212.

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Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findi

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Rogers, Thomas M. "Project Success and Project Team Individuals." European Project Management Journal 9, no. 1 (2019): 27–33. http://dx.doi.org/10.18485/epmj.2019.9.1.4.

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KAMIŃSKI, Robert. "PROJECT MANAGER TYPE AND PROJECT SUCCESS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2022, no. 157 (2022): 195–206. http://dx.doi.org/10.29119/1641-3466.2022.157.12.

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Müller, Ralf, and Rodney Turner. "The Influence of Project Managers on Project Success Criteria and Project Success by Type of Project." European Management Journal 25, no. 4 (2007): 298–309. http://dx.doi.org/10.1016/j.emj.2007.06.003.

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Garbharran, Hari, Jeevarathnam Govender, and Thulani Msani. "Critical success factors influencing project success in the construction industry." Acta Structilia 19, no. 2 (2012): 90–108. https://doi.org/10.38140/as.v19i2.130.

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The construction industry is one of the largest job creators in developing countries and is highly competitive. The high number of project failures suggests the existence of underlying critical success factors which have not been identified. This article assesses the perceptions of contractors and project managers on the critical success factors that lead to project success in the construction industry. This article is based on the four COMs model (comfort, competence, communication and commitment). A survey was conducted among 95 project managers and 61 active grade four contractors in Durban

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Pankratz, Oleg, and Dirk Basten. "Ladder to success – eliciting project managers’ perceptions of IS project success criteria." International Journal of Information Systems and Project Management 2, no. 2 (2022): 5–24. http://dx.doi.org/10.12821/ijispm020201.

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The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project m

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Titov, C. A., R. D. Pathak, and A. A. Tsymbal. "PROJECT SUCCESS AND INDIVIDUAL ENTREPRENEURIAL ORIENTATION OF PROJECT MANAGERS: RUSSIAN CONTEXT." Strategic decisions and risk management 12, no. 2 (2021): 114–26. http://dx.doi.org/10.17747/2618-947x-2021-2-114-126.

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Projects implemented in conditions of high uncertainty are sometimes called entrepreneurial projects. Success in such projects is more difficult to achieve. To successfully manage entrepreneurial projects, project managers should have entrepreneurial skills. The article explores two issues related to project success, entrepreneurial characteristics, and project uncertainty. First, the article tries to find out whether the increase in the entrepreneurial nature of the project, manifested in the increase in project goals and methods uncertainty, is accompanied by a decrease in project success. S

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Velayudhan, Divya P., and Sam Thomas. "Outcomes of Project Management Success in Construction Projects." Asian Journal of Research in Social Sciences and Humanities 7, no. 10 (2017): 421. http://dx.doi.org/10.5958/2249-7315.2017.00515.9.

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Griffith, Andrew F., G. Edward Gibson, Michele R. Hamilton, Aniello L. Tortora, and Charles T. Wilson. "Project Success Index for Capital Facility Construction Projects." Journal of Performance of Constructed Facilities 13, no. 1 (1999): 39–45. http://dx.doi.org/10.1061/(asce)0887-3828(1999)13:1(39).

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Hübner, Felix, Rebekka Volk, and Frank Schultmann. "Project management standards: strategic success factor for projects." International Journal of Management Practice 11, no. 4 (2018): 372. http://dx.doi.org/10.1504/ijmp.2018.095145.

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Schultmann, Frank, Rebekka Volk, and Felix Hübner. "Project management standards: strategic success factor for projects." International Journal of Management Practice 11, no. 4 (2018): 372. http://dx.doi.org/10.1504/ijmp.2018.10014323.

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Milosevic, Dragan, and Peerasit Patanakul. "Standardized project management may increase development projects success." International Journal of Project Management 23, no. 3 (2005): 181–92. http://dx.doi.org/10.1016/j.ijproman.2004.11.002.

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Ismail, Azizah, Mohd Nadzri Jaafar, Mat Naim Abdullah, Mohd Asmoni, and Musyirah Abdullah. "CRITICAL SUCCESS FACTOR OF PRIVATIZATION PROJECT." Journal of Sustainable Technology and Applied Science (JSTAS) 1, no. 1 (2020): 13–21. http://dx.doi.org/10.36040/jstas.v1i1.2612.

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Privatization is generally defined as the transfer of activity and function, particularly in the area of infrastructure development for the purpose of improving management efficiency, productivity as well as ensuring economic growth in tandem with the vision 2020. Although the privatization of certain property development projects has been successfully implemented, there are still a number of abandoned projects and the reasons for success are not fully explained. In Johor, there has been no study on the success factors of the privatization project for commercial buildings. Therefore, the objec

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

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Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimor

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Hu, Zhibin, Guangdong Wu, Junwei Zheng, Xianbo Zhao, and Jian Zuo. "UNRAVELLING EFFECTS OF PROJECT COMPLEXITY ON PROJECT SUCCESS AND PROJECT MANAGEMENT SUCCESS: A META-ANALYTIC REVIEW." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 29, no. 6 (2023): 542–60. http://dx.doi.org/10.3846/jcem.2023.19553.

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Construction project complexity can be daunting, so both academics and practitioners have been looking for guidance. Previous studies have attempted to reconcile the inconsistencies and complexities in the relationships among project complexity, project success, and project management success. However, such research has failed to establish these clear relationships. Accordingly, the approach of systematic review and meta-analysis is applied in this study to investigate and compare how different project complexity affects project success and project management success by selecting 22 articles a

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

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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation an

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Kognole, Swapnil. "Agile Project Success through Software Quality KPIs." International Journal of Science and Research (IJSR) 13, no. 7 (2024): 287–89. http://dx.doi.org/10.21275/sr24705005648.

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Riesna, Deby Mega Rizkia, Dimas Eko Pujianto, Alvin Junio Ilham Efendi, Bagus Aji Nugroho, and Dhanar Intan Surya Saputra. "Identifikasi Platform dan Faktor Sukses dalam Manajemen Proyek Teknologi Informasi." Jurnal Teknologi Riset Terapan 1, no. 1 (2023): 1–9. https://doi.org/10.35912/jatra.v1i1.1458.

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Purpose: Success is something that is always expected, both success in the process and success in achieving goals. Many factors need to be considered to achieve success. One of the things that can help us succeed is how we manage the work we carry out. We must pay close attention to project management for the success of a project. Some platforms can help us carry out project management functions in an increasingly sophisticated era. Methodology: This research is based on a systematic literature review (SLR). Among them are searching for related scientific articles using search tools such as Go

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Gošnik, Dušan, Dragan Janjušić, and Gordana Nikolić. "Analysis of Project Success Factors and Project Success Criteria in Micro and Small Firms: Evidence from Slovenia." Organizacija 57, no. 3 (2024): 303–15. http://dx.doi.org/10.2478/orga-2024-0022.

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Abstract Background/Purpose The aim of this paper is to examine the use of project management practices in Slovenian micro and small firms (MSFs) and to identify project success factors (SF) and project success criteria (SC). Methods Research was conducted on a sample of 51 micro and 41 small firms in Slovenia. Data about project SF, SC, most influential decision makers on projects, to which extent selected project management tools are used, and about employment of full-time project managers in MSFs was gathered. Descriptive statistics was used for questionnaire survey data analysis. Similarit

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