Top management support: Mantra or necessity?

Young, Raymond; Jordan, Ernest

doi:10.1016/j.ijproman.2008.06.001

Cited by 260 publications

(189 citation statements)

References 46 publications

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“…Komitmen manajemen puncak juga memberikan dampak yang berpengaruh dalam pengelolaan kualitas produk dan proses [24]. Secara umum, dukungan manajemen puncak dalam pelaksanaan organisasi perusahaan akan memberikan pengaruh terhadap perbaikan kinerja perusahaan [25]. Strategi perusahaan untuk menerapkan GSCM dalam operasional usaha perusahaan menjadi hal penting dalam era persaingan yang ketat dan munculnya kesadaran konsumen akan pentingnya kelestarian lingkungan.…”

Section: Hasil Dan Pembahasanunclassified

Identifikasi faktor Penerapan Green Supply Chain Management Pada Industri Furniture Kayu

Djunaidi¹,

Sholeh²,

Mufiid³

2018

JTI

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Section: Hasil Dan Pembahasanunclassified

Identifikasi faktor Penerapan Green Supply Chain Management Pada Industri Furniture Kayu

Djunaidi¹,

Sholeh²,

Mufiid³

2018

JTI

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“…Cooke-Davies [7] defines project success as achieving the overall objectives of the project, and project management success, which is the traditional measure as described by Steyn et al [4], of performance against time, cost and quality. Young and Jordan [8] believe that project management success does not relate strongly to project success, and that top managers are not concerned with project management success unless a project is late, not on schedule, or over budget. Top managers, according to Young and Jordan [8], are concerned about project success and whether the project meets its stated benefits.…”

Section: Defining the Success Measures In Projectsmentioning

confidence: 99%

“…Young and Jordan [8] believe that project management success does not relate strongly to project success, and that top managers are not concerned with project management success unless a project is late, not on schedule, or over budget. Top managers, according to Young and Jordan [8], are concerned about project success and whether the project meets its stated benefits. Studies in the construction industry [9,10] have also distinguished between project success and project management success.…”

Section: Defining the Success Measures In Projectsmentioning

confidence: 99%

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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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“…PM is a way for the appropriate use of human work force, machinery and money in order to reach the final goal minus any errors within the first run. PM literature suggests that a senior manager's support is a critical mission and that its effectiveness presence is influential in the success of the project [10,11]. It is essential to notice that PM is the only way that can ensure us of performing projects on time.…”

Section: S Mohammad Arabzad and Hadi Shirouyehzadmentioning

confidence: 99%

Improving Project Management Process in Municipality Based on SWOT Analysis

Arabzad¹,

Shirouyehzad²

2012

IJET

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Abstract-Currently,Project management concept developments alongside the organizations requirements in applying this knowledge, providing a method (methods) for designing and implementing a better PM is deemed necessary. Thus, every effort should be made in order to improve, plan and execute projects. The results will include increased quality of work, employer and customer satisfaction, reduction of costs and saving time. In this article various perspectives on Critical Success Factors, which affect the success level of a project, have been gathered using Strategic Management approach. Then the required data for solving these problems in projects using SWOT (Strength, Weakness, Opportunity, and Threat) is obtained by questioning a panel of experts. Then by analyzing the results, an efficient "flowchart" is presented in which the design procedure, deployment and implementation of the projects is demonstrated by considering the Strategic Management approach. Results show that by using information from SWOT matrix, many project threats and weaknesses are in fact, reversible.

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Top management support: Mantra or necessity?

Cited by 260 publications

References 46 publications

Identifikasi faktor Penerapan Green Supply Chain Management Pada Industri Furniture Kayu

Identifikasi faktor Penerapan Green Supply Chain Management Pada Industri Furniture Kayu

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

Improving Project Management Process in Municipality Based on SWOT Analysis

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