Understanding project success through analysis of project management approach

Abstract

Purpose – The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization. Design/methodology/approach – The research is based on literature review, model development, interviews, and case studies. Findings – The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction. Research limitations/implications – The research is limited to megaprojects and to project management success. Practical implications – It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery. Originality/value – The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach.

Suppliers’ software development project start-up practices

“…International Journal of Managing Projects in Business 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 Earlier studies have revealed that project success can be endangered if the startup is not properly performed (Ahonen, Savolainen 2010, Rolstadås, Tommelein et al 2014). In addition, the boundaries for the supplier's software development project startup phase have been defined, and action points in the project start-up process have been identified .…”

Investigating causes of delays and cost escalation in project execution during turnarounds

“…If a company chooses and builds good projects, it could increase its revenues, decrease life cycle costs, and use less capital to achieve its business goals (Lavingia, 2003). The project management process relies primarily on project plans, as the project plans represent the scope of work that will be achieved through the plan (Rolstad°as, Tommelein, Schiefloe, & Ballard, 2014).…”

Arrangement and planning of developer’s activities in the course of construction megaprojects implementation

“…Topical issues of management in construction and in the course of construction projects implementation are considered in modern scientific and business literature [1][2][3][4][5][6]. Considerable attention is paid to specific features of implementation of construction projects in different segments of real estate markets (hotel, retail, office facilities, etc.…”