Experience as a factor in the selection and performance of project managers

Rubin, Irwin M.; Seelig, Wyckham

doi:10.1109/tem.1967.6448338

Cited by 75 publications

(41 citation statements)

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“…Consideration of criteria measures for failure or success has featured consistently in project management research since initially discussed by Rubin and Seeling (1967) and Oisen (1971). However, according to research by Nguyen et al (2004), Xia and Lee (2004); Smith-Doerr et al (2004) and Chan et al (2002), these definitions still suffer from an inadequate conceptual clarity of what failure or success actually means.…”

Section: Re-constructing Conceptsmentioning

confidence: 99%

A qualitative re‐construction of project measurement criteria

Ojiako

Johansen

Greenwood

2008

Industrial Management &Amp; Data Systems

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Purpose -Failure is encountered regularly within project-based industries and there has been research for decades into this phenomenon. Much of it has considered the failure of projects in terms of the classic project progress issues such as time, cost and quality. Using cases from two major industries the authors aim to develop a different understanding of project measurement criteria. This work is part of a larger completed investigation into information systems and information technology (IS/IT) project management models, developed for industry comparisons. Design/methodology/approach -During the study, the concept of project failure and success is investigated. The authors carry out a UK-based, grounded study of two project-based industries of differing maturity levels (construction and IS/IT) to investigate measures of project failure or success across the two industries. Findings -The paper presents a reassessment of project measurement criteria. This is based on the separation of measures for project performance and project progress. Research limitations/implications -The adopted strategy of naturalistic inquiry has always been susceptible to the criticism that it relies too much on subjective interpretation of data. In addition, no clear relationship was established between the factors discussed and the criteria for measuring project success. Originality/value -The paper discusses current differences in perception of what actually constitutes a failed or successful project. The paper highlights that often two different (but closely related) concepts, are being discussed by project stakeholders.

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Section: Re-constructing Conceptsmentioning

confidence: 99%

A qualitative re‐construction of project measurement criteria

Ojiako

Johansen

Greenwood

2008

Industrial Management &Amp; Data Systems

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“…Researchers have been exploring these factors since the 1960s, with the first being Rubin and Seelig [14] in 1967, in their article titled "Experience as a factor in the selection and performance of project managers". The literature on CSFs is both theoretical and empirical; the theoretical factors are more generalised while the empirical factors are discipline-or project-specific.…”

Section: Critical Success Factors (Csfs) In Projectsmentioning

confidence: 99%

An Empirical Study on the Critical Success Factors of Small to Medium Sized Projects in a South African Mining Company

Randt

Waveren

Chan

2014

The South African Journal of Industrial Engineering

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Projects that fail, for whatever reason, can impact negatively on society, organisations, and other stakeholders. A number of researchers have identified various critical success factors (CSFs) that can influence the outcome and success of a project. This research therefore aims to determine the CSFs that influence various success measures of small-to medium-sized projects at a South African mining company, Exxaro Resources' Grootegeluk Coal Mine. Other objectives of this research include determining the extent of the impacts of these CSFs on the different success measures of a project. The investigation suggests that there are correlations among CSFs, and that certain factors impact the outcome of projects far more than others. This research finds that the single most important CSF for small-to medium-sized projects is the selection of a competent project manager. The competent project manager is characterised by a group of interrelated CSF factors: good leadership, commitment, and learning from past experiences. Based on the research results, other CSFs are discussed and explored in order for recommendations to be made on how this mining company, and possibly other organisations, can achieve greater project success. OPSOMMINGMislukte projekte kan negatiewe impakte op die samelewing, organisasies en ander belanghebbendes hê. In die literatuur is daar reeds verskeie kritiese suksesfaktore geïdentifiseer wat die uitkoms en sukses van 'n projek kan beïnvloed. Hierdie navorsing mik daarna om die kritiese suksesfaktore wat verskeie suksesmaatstawwe van klein-tot mediumgrootte projekte by Exxaro Resources se Grootgeluk steenkoolmyn in Suid-Afrika beïnvloed. Nog 'n doelstellings van die studie sluit in die bepaal van die mate van die impak van hierdie kritiese suksesfaktore op die verskillende suksesmaatstawwe van 'n projek. Die ondersoek dui daarop dat daar korrelasies onder kritiese suksesfaktore bestaan en dat sekere faktore 'n baie groter invloed op die uitkoms van projekte het as ander. Die belangrikste kritiese suksesfaktor vir klein-tot mediumgrootte projekte is die aanstel van 'n bevoegde projekbestuurder. 'n Bevoegde projekbestuurder word gekenmerk deur etlike onderlinge kritiese suksesfaktore, naamlik goeie leierseienskappe, toewyding en ervaring. Ander kritiese suksesfaktore word op grond van hierdie studie bespreek en ondersoek om aanbevelings te maak oor hoe die mynboumaatskappy, en moontlik ander organisasies, verbeterde projek sukses kan behaal.

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“…Project success and failure were first introduced by Rubin and Seeling [13], with Shenhar et al [14], Pinto and Mantel [11] reiterating that project success was contingent upon the specific project characteristics. Shultz, Slevin and Pinto [15] were among the first to classify the critical factors.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical Success Factors for Brown-Field Capital and Renewal Projects

Warchol

Amadi-Echendu

2012

The South African Journal of Industrial Engineering

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Manufacturing companies operate in a business environment where incremental growth may be achieved through expansion and renewal of existing plant and facilities. Effective management of the critical success factors of such capital development projects may also provide competitive advantage. These projects tend to be of a brown-field nature, characterised by a significant level of risk arising from the interaction between the project implementation and concurrent operation of the existing physical asset base. So it is vital to understand the factors that influence the success of capital expansion and renewal projects in the brown-field context. Although each project has unique features, there are critical success factors that can be customised for successful outcomes in the brown-field environment. This study identifies five critical success factors applicable to brown-field capital expansion and renewal projects. Managerial focus on the critical factors, and the prospects for successful brown-field projects, are discussed in the paper. OPSOMMINGVervaardigers funksioneer in 'n sakeomgewing waar voortgesette groei bereik word via uitbreiding en hernuwing van bestaande fasiliteite. Die doeltreffende bestuur van kritiese suksesfaktore van sodanige kapitaalprojekte bied geleentheid vir mededingende voordeel. Projekte van hierdie aard neig om geklassifiseer te word as van herontwikkelingsaard, met betekenisvolle gepaardgaande risiko wat voortspruit uit die interaksie tussen projekimplementering en gelyktydige bedryf van bestaande fisiese bates. Derhalwe is dit belangrik om in die konteks van herontwikkeling aandag te gee aan die kritiese faktore wat 'n rol speel in die bereiking van sukses. Die navorsing identifiseer vyf kritiese suksesfaktore van belang vir uitbreidings-en vernuwingsprojekte.

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Experience as a factor in the selection and performance of project managers

Cited by 75 publications

References 0 publications

A qualitative re‐construction of project measurement criteria

A qualitative re‐construction of project measurement criteria

An Empirical Study on the Critical Success Factors of Small to Medium Sized Projects in a South African Mining Company

Critical Success Factors for Brown-Field Capital and Renewal Projects

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