This paper presents the findings from a study of the breakdown of project success criteria. An exploration of the evolution of studies on the success of engineering projects over decades was the basis for a project success definition proposal. Using a comprehensive literature review of success criteria for engineering projects, a list of 133 different success criteria was identified. Those criteria were analyzed to develop an integrated framework of project success criteria, describing its hierarchical decomposition. Such a breakdown structure could serve as a starting point when setting project success criteria for a specific project, because the importance of criteria will be context dependent. Practitioners or stakeholders could discuss and tailor it based on specific features of engineering projects or specific needs and interests. Generally, criteria have evolved from simple work-related factors to focusing more on the complex benefits of the projects. Such an evolving success definition has implications for further studies of project success and might contribute toward a long-term vision in which all projects will be delivered successfully.
Infrastructure is an indivisible part of our modern life experience. Infrastructure projects are the cornerstone of states' economic growth, development and wellbeing. Nevertheless, it is often unclear what is considered under the term "infrastructure" when thought through. Few scientists explored the term more closely, giving their insights in possible classification of infrastructure projects, most of them adopting division on economic (physical) and social infrastructure. By conducting desk research and focus group research, authors explored new possible approach to infrastructure classification, combining the existing knowledge and three perspectives of sustainable developmenteconomic, social and environmental. The main contribution of this work lies in proposal of sustainable-oriented infrastructure classification. The results of this study may be found useful by researchers, project management practitioners, policymakers and wider interested public in broadening comprehension horizon on infrastructure in general.
We are witnesses of projectification of our world. Projects are evolving daily, in faster, bigger and more complex manner, requiring project management to adjust to these changes adequately. One of the major help project managers and their teams have in decision making, planning, monitoring, organizing and doing their everyday activities in general are set of different project management methods, tools and techniques. They are supposed to increase overall project success, which is often not the case, especially on projects of large infrastructure nature. The main aim of this article is to investigate which project management methods, tools and techniques, as well as project management methodologies and standards, managers of infrastructure projects use (due to their company and/or project requirements, knowledge or habits) in accordance to their perceived usefulness in context of Republic of Croatia. This kind of research may help in better targeting of those project management tools that really do make the difference in special contexts. This is especially important in world where added value to projects fulfilment is appreciated more than ever. Methodology used in this research was comprehensive literature review on the field, survey and statistical analysis. Results of the research may be useful both to project management scientists in directing their future research on the field, as well as project management practitioners and educators in usage and development of knowledge, skills and experience of working with the most effective methods, tools and techniques. Peer-review under responsibility of the scientific committee of the Creative Construction Conference 2019.
There is no doubt that each project manager uses different methodologies, methods, tools and techniques (MMTTs) while dealing with constant pressure to deliver results in a complex and changing environment, where complexity and stakeholders’ expectations are continually growing. This article presents results from the study about project managers’ choice on artefacts that they frequently use in their regular work. This study was conducted within the context of selected environment (one country and one sector of engineering projects), but designed methodology and results might also be significant for a wider audience. The results were based on the feedback that were received from 31 project management (PM) professionals gathered in the form of a structured questionnaire, followed by an interview with three PM experts for validation. The results confirmed a variety of PM artefacts in use and provided their ranking by perceived usefulness. The additional results indicated correlation between PM success and usage of MMTTs, as perceived by project managers. This study also resulted in several interesting findings, such as popularity and usefulness of artefacts, rigidity of PM processes, and maturity of PM organizations, about the topic. Despite of rather small sample taken from one country's environment, the results could serve as a solid information for moving ahead, while considering the significance of PM artefacts, as well as for their further development. The key findings are also messages to PM professionals to consider whether they use available and appropriate PM artefacts and is there a room for more efficient and effective usage.
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