Project Management in the Public Sector: Success and Failure Patterns Compared to Private Sector Projects

Baker, Bruce N.; Fisher, Dalmar; Murphy, D. C.

doi:10.1002/9780470172353.ch36

Cited by 10 publications

(16 citation statements)

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“…De Witt [27] concluded that the most appropriate criteria for success is the degree to which project met its objectives. This concept will be complex if one considers overall stakeholder perceptions from technical aspects, operational aspects, managerial issues, and strategic agendas [27,50].…”

Section: A Project Success Criteriamentioning

confidence: 99%

“…3) Directional Dimensions Numerous researchers [26,27,32,50,[59][60][61][62][63]66,67] mentioned the directional issues including project objective determinations, project goal definitions, business mission attainments or organization vision directions are the several of CSFs in their studies. Generally, [53] recorded that scholars classified CSFs based on strategic aspects and tactical aspects.…”

Section: ) Managerial Dimensionsmentioning

confidence: 99%

“…Marnewick and Labuschagne [3] concluded that the alignment between project and business objectives influences the perceive of success and it changed over times related to the environmental changes [26,27,32,50,[59][60][61][62][63]66,67]. While, most of the ICT project problems are related to management, organizational, human and culture issues, not technical problems [28].…”

Section: ) Environmental Dimensionsmentioning

confidence: 99%

“…Firstly, authors define that ICT project success is a project which it is conducted efficiently [31,73,74] and effectively [31,74] to produce a project result which it fulfilled the business functional requirements [52,54] and the stakeholder satisfactions [23,27,31,50,51,54]. Based on this definition, authors identify four success criteria, namely: efficiency, effectiveness, fulfillment of the business functional requirements, and stakeholder satisfactions.…”

Section: The Proposed Csfs Framework Developmentmentioning

confidence: 99%

“…The dimensions are systematical dimension [25,26,30,31,53,57,63], managerial dimension [27,28,31,53,64,65], directional dimension [26,27,32,50,53,54,[59][60][61][62][63][66][67][68], and environmental dimension [3,10,[26][27][28][29]32,50,[59][60][61][62][63]66,67,69]. Researchers [34] mentioned that the use of multidimensional measurement is more reasonable to describe the ICT project performance, rather than use the partial ones.…”

Section: The Proposed Csfs Framework Developmentmentioning

confidence: 99%

See 4 more Smart Citations

A coherent framework for understanding critical success factors of ICT project environment

Subiyakto

Ahlan

2013

2013 International Conference on Research and Innovation in Information Systems (ICRIIS)

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Abstract-Although there has been significant research on information and communication technology (ICT) project success, but there are still gaps around this field. Thus, further understanding to ensure the level of ICT project success is still required in both theory and practice. The ultimate aim of this study is develops a coherent critical success factors (CSFs) framework for helping ICT project managers to deal with the complexity of project dimensions which have influenced the shaping of project success. The four consideration points in this framework development are: first, based on a comprehensive success definition as guidance for measuring the critical connection between the success criteria level and the CSFs level; second, integrating coherently four project dimensions for encouraging the high content validity; third, presenting the alternating critical connection between the project success definition and the CSFs determination; lastly, adopting the project stakeholder perceptions from multiple levels of an ICT project organization's environment. However, it is a proposition concept, but this proposed CSF framework is reasonable in the context of the ICT project success improvement.

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Section: A Project Success Criteriamentioning

confidence: 99%

Section: ) Managerial Dimensionsmentioning

confidence: 99%

Section: ) Environmental Dimensionsmentioning

confidence: 99%

Section: The Proposed Csfs Framework Developmentmentioning

confidence: 99%

Section: The Proposed Csfs Framework Developmentmentioning

confidence: 99%

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A coherent framework for understanding critical success factors of ICT project environment

Subiyakto

Ahlan

2013

2013 International Conference on Research and Innovation in Information Systems (ICRIIS)

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Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Winch

Leiringer

2016

International Journal of Project Management

140

137

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Research on the management of major projects is one of the main themes of Peter Morris' work. We address this theme in the context of transportation infrastructure projects and focus in particular on the contribution of the "strong owner" to project performance. After defining the strong owner concept, we will suggest that the theoretical literature on dynamic capabilities can be the source of deeper insight into the strong owner and will thereby develop the concept of owner project capabilities. The paper will then present a framework generated from a review of the existing literature complemented by pilot empirical research which provides the basis for a research agenda on the role of the owner of the infrastructure assets in achieving high performance on transportation infrastructure projects. In discussion, the paper suggests that the framework developed is applicable to a wider variety of major projects and programmes.

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Risk and risk management in software projects: A reassessment

Bannerman

2008

Journal of Systems and Software

282

190

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Project Management in the Public Sector: Success and Failure Patterns Compared to Private Sector Projects

Cited by 10 publications

References 0 publications

A coherent framework for understanding critical success factors of ICT project environment

A coherent framework for understanding critical success factors of ICT project environment

Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Risk and risk management in software projects: A reassessment

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