SUMMARYWorking with multiple regression analysis a researcher usually wants to know a comparative importance of predictors in the model. However, the analysis can be made di$cult because of multicollinearity among regressors, which produces biased coe$cients and negative inputs to multiple determination from presumably useful regressors. To solve this problem we apply a tool from the co-operative games theory, the Shapley Value imputation. We demonstrate the theoretical and practical advantages of the Shapley Value and show that it provides consistent results in the presence of multicollinearity.

Although the causes for project success and failure have been the subject of many studies, no conclusive evidence or common agreement has been achieved so far. One criticism involves the universalistic approach used often in project management studies, according to which all projects are assumed to be similar. A second problem is the issue of subjectiveness, and sometimes weakly defined success measures; yet another concern is the limited number of managerial variables examined by previous research. In the present study we use a project-specific typological approach, a multidimensional criteria for assessing project success, and a multivariate statistical analysis method. According to our typology projects were classified according to their technological uncertainty at project initiation and their system scope which is their location on a hierarchical ladder of systems and subsystems. For each of the 127 projects in our study that were executed in Israel, we recorded 360 managerial variables and 13 success measures. The use of a very detailed data and multivariate methods such as canonical correlation and eigenvector analysis enables us to account for all the interactions between managerial and success variables and to address a handful of perspectives, often left unanalyzed by previous research. Assessing the variants of managerial variables and their impact on project success for various types of projects, serves also a step toward the establishment of a typological theory of projects. Although some success factors are common to all projects, our study identified projectspecific lists of factors, indicating for example, that high-uncertainty projects must be managed differently than low-uncertainty projects, and high-scope projects differently than low-scope projects.

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Traditionally, the success of a project is assessed using internal measures such as technical and operational goals, and meeting schedule and budget. More recently, it has been recognized that several other measures should be used to define project success. These measures reflect external effectiveness: the project's impact on its customers, and on the developing organization itself.In our study of 110 defense projects performed by Israeli industry, we used a multidimensional approach to measure the success of defense projects. Based on previous studies, we defined four dimensions of success: meeting design goals; benefits to the customer; benefits to the developing organization; and benefits to the defense and national infrastructure. For each project, we asked three different stakeholders (the customer, the developing organization, and the coordinating office within the Ministry of Defense) for their views on the relative importance of these dimensions of success. Analysis of the data revealed that the dimension benefits to the customer is by far the most important success dimension. The second in importance is meeting design goals. The other two dimensions are relatively unimportant.

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