Framing of project critical success factors by a systems model

Extended Critical Success Factor Model for Management of Multiple Projects: An Empirical View From Transnet in South Africa

“…More recently, Aksorn and Hadikusumo [21] used a CSF model to identify key factors that influence safety programme performance in Thai construction projects; Chow and Cao [22] surveyed critical success factors in agile software projects; and Zhao et al [23] compared CSF models for two Build-Operate-Transfer (BOT) electric power projects. Numerous lists of success factors have been identified in the past; but recently the flow of research publications identifying new sets of project success factors "has slowed but reference to and use of the concept has not diminished" [24]. The purpose of this section is to look into publications that have reported project critical success factors.…”

“…Recent studies by White & Fortune have reviewed a total of 80 publications on project success factors during 2002 [25] and 2006 [24]. In 2002 they identified a list of 19 critical factors for project success from 14 publications; and another five were added by their respondents in the survey, giving a total of 24 CSFs.…”

Determining Critical Success Factors that Contribute to the Delay of Water Infrastructure Construction Projects in the Abu Dhabi Emirtae: A Conceptual Framework

“…They show multi-dimensional skills and capacities including interpersonal, technical, and administrative skills (Fortune & White, 2006;Gudiene et al, 2013;Ihuah et al, 2014). The most important element is that PMs understand clearly their function as project leaders; clearly defining their magnitude level of involvement, and the authority and control, they practice over personnel.…”

“…Construction projects need particular types of technology; however, selecting the proper technology may be problematic, especially when there is no right allocation of resources (Fortune & White, 2006;Chan et al, 2004). A serious challenge to the construction industry in developing countries, due to the lack of transparency, is their inability to adopt or adapt established best practices in terms of the quality standards and prequalification programmes (Babatunde, Olusegun & Akinsiku, 2012;Abdul-Aziz & Kassim, 2011;Ng et al, 2009;Ling & Bui, 2010;Gudienė et al, 2013;Yong & Mustaffa, 2013;Gudienė et al, 2014).…”

Critical success factors in project management

“…Fui-Hoon Nah et al (2001) detected 11 factors associated with the success ERP implementation including "ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems." Fortune and White (2006) reported the findings of a major review of the sets of factors that are available and outlines the main reservations expressed about the approach. Clarke (1999) presented a method to increase the chance of the success of ERP implementation.…”