Project implementation success and Change Management practices in Malaysian Government-linked companies (GLCs)

Abstract

The purpose of this research is to address the practices of project change management in the context of Government-Linked Companies (GLCs) in Malaysia, focusing on Project Managers (PMs), Project Team Members (PTMs), Change Managers (CMs) and any other Top Managers involved in a project. Also, checking the validity of a number of critical success factors from Project Implementation Profile (PIP) in the context of GLCs in Malaysia. PIP is a comprehensive managerial tool that was introduced by Pinto and Slevin. Later Belout and Gauvereau have enhanced and re-tested it in their study. Government-linked companies were previously government agencies or public enterprises established to provide services for social purposes. The Malaysian Government considers the importance of the Government-linked companies’ (GLCs) role. Critical success factors (or CSFs) are the actions and processes that can be controlled or affected by management to achieve the goals set by an organization. Many studies has been conducted on Malaysian government-linked companies, but few focused on examining the validity of the critical success factors in these companies where these factors will lead to successful project implementation and assess in change management.

An empirical investigation into different stakeholder groups perception of project success

“…He determined that a project was successful if it met "business/organizational goals (i.e., product success) and functionality/schedule/budget, or functionality/schedule/budget adjusted for uncertainty (e.g., business change and project planning)" (p.274). Basamh et al (2013) applied Pinto and Slevin's 'diagnostic behavioral instrument' to examine project and change management practices in government linked companies in Malaysia. They found that there was a need for more consideration of human resources and resource allocation.…”

A Theoretical Framework of Critical Success Factors on Information Technology Project Management During Project Planning

“…PPRISA helping in sustain the mechanism of project management such as; (1) a specific project management team, (2) important terms protecting the government and (3) to ensure the Service Level Agreement (SLA) clause in the contract and monitoring the achievement level of SLA. From the previous research on Project Management (PM) in Malaysia, researchers focused on government project failures from stakeholders' view [17], project and change management success factors [18], project implementation success and change management from government-linked companies [19] and CSFs from construction industries [20]. However, there is little evidence that emphasize solely on project planning perspectives in public sectors especially in Malaysian public sector.…”

Change management and digital transformation project success in SMEs located in the Democratic Republic of the Congo

“…In the early stages of an IT project, no factor is as predictive of its success as support from senior management (Purna Sudhakar, 2012; Upadhyay et al, 2011). Authorizations and the willingness of senior management to be involved and to provide the necessary resources are the keys to successful implementation (Basamh et al, 2013). Indeed, when senior executives publicly support an IT project, the organization's members interpret these changes positively (Ifinedo, 2008).…”

“…The right people have been selected for the organization (Dezdar and Ainin, 2012;Kuen and Zailani, 2009;Nah et al, 2007) α 5 0. Communication (COM) refers to the systematic planning, implementation, monitoring and review of all communication channels between everyone involved in the project (Almajed and Mayhew, 2014;Basamh et al, 2013;Kuen and Zailani, 2009) α 5 0.709, Rho_A 5 0.721, CR 5 0.837, AVE 5 0.632…”

“…Project objectives (OP) refers to the fact that change objectives must be explicit and clear for the project team and all stakeholders (Albonetti, 1990;Basamh et al, 2013;Kuen and Zailani, 2009) α 5 0. Project strategic plan (PSP) refers to the set of all activities, resources, projections and schedules that are an integral part of the project management study.…”