What makes a leader

Project Management Strategic Design And Implementation

This paper summarizes the results of a comprehensive systematic literature survey on the front-end of a project, commissioned by the Project Management Institute. The dedicated literature on the fr...

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The front-end of projects: a systematic literature review and structuring

Sustainability has recently become a phenomenon; small and medium-sized enterprises (SMEs) are increasingly emphasizing the principles of sustainability in their corporate governance. They implement these changes through project management. The purpose of the paper is to determine the critical success factors in project management, as seen by the managers of Czech manufacturing enterprises, related to the most to the successful completion of the projects. We aim to analyze the relation of these success factors to Industry 4.0, Human Resources, and sustainability. We determined the possible interconnectedness of the critical success factors using correlation coefficients. Then, we compared them using the Mann-Whitney test with new corporate management trends. The results show that companies consider Leadership and Experiences, and Employees and Flexibility to be key factors in project management’s success. The most important critical factor for the sustainability of projects focused on Industry 4.0 is the finances that decide the implementation of projects. The benefits of Industry 4.0 concerning sustainability have been identified in projects aimed at implementing new energy sources. In addition to the results obtained, the development of a methodology for evaluating Industry 4.0 projects’ success concerning sustainability may be based on critical success factors in the future.

Critical Success Factors of the Project Management in Relation to Industry 4.0 for Sustainability of Projects

Received: 11 October 2016 Abstract Accepted: 2 February 2017 Successful management of an information technology (IT) project is the most desirable for all organisations and stakeholders. Many researchers elaborated that risk management is a key part of project management for any project size. Risk management is so critical because it provides project managers with a forward-looking view of both threats and opportunities to improve the project success. The objectives of this research are to explore organisational factors affecting IT project success and risk management practices influencing IT project success. Risk management practices include risk identification, risk analysis, risk response planning, and risk monitoring and control. The IT project success is measured by process performance and product performance. Data are collected from 200 project managers, IT managers, and IT analysts in IT firms through questionnaires and analysed using Independent Sample t-test, One-way ANOVA, and Multiple Linear Regression at the statistical significance level of 0.05. The results show that the differences in organisational types affect IT project success in all aspects, while the differences on organisational sizes affect IT project success in the aspect of product performance and total aspects. Risk identification and risk response planning influence the process performance and the total aspects of IT project success. Risk identification has the highest positive influence on product performance, followed closely by risk response, while risk analysis negatively influences product performance.

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Effects of Risk Management Practices on IT Project Success

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical ...

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The impact of project manager on project success — The case of ICT sector

This article examines the universality of IT project failure factors and project manager characteristics for success — considering national cultural context, gender, experience and time. Based on a survey of 124 Hungarian IT professionals the comparative analysis concludes that stakeholder management, top management support and planning are the most critical factors of failure, whereas project managers with outstanding communication and change management skills are expected to excel — in Hungary and in the US as well.

How universal are IT project success and failure factors? Evidence from Hungary

Projects have always been important for com­ panies, because corporate strategy is realized in the course of project (Görög, 2013). Despite this impor­ tance and the amount of money spent on projects each year, the success rate still can be considered to be very low (cf. Bredillet, 2007). Thus, researchers elaborated complex and versatile project manage­ ment frameworks, guidelines, and tools which can improve the project management practices of com­ panies (Görög, 2013; Nemeslaki, 1995; Project Man­ agement Institute, 2017). However, at the advent of the new millennium, new challenges and opportu­ nities appeared which further evolved during the current decade (Mészáros, 2010). One of these was the turbulent development of IT, and due to this de­ velopment, virtual management was available for companies. Nowadays virtual teams and collabora­ tions are not rare; more and more companies tend to apply it in one or more of their processes (c.f. Daim et al., 2012). This has led to the newest chap­ ter of management, in which geographical bound­ aries do not create such a constraint as before. Many authors agree that we now live in an era of digitalization, which enhances all the aspects of management. The defining characteristics of this era are the reduction in travel costs, reduction in the duration of tasks, the abundance of information, and better document storage. However, it has short­ comings as well, which include the reduction in per­ sonal communication and the higher need for using IT tools, which requires solid IT knowledge (cf. Bankewitz, Aberg & Teuchert, 2016; Kishnani, 2017). These make project management to some extent more complex, and to some extent easier (Lipnack & Stamps, 2001). However, this new environment has changed the elements of project management.

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Aspects of digital project management

Literature on project success mainly focused on identifying and analyzing success criteria and critical success factors. Success criteria are used for evaluating the success of a project and critical success factors are those factors which in‐ crease the potential for achieving project success. However, the interrelationships among them were rarely analyzed, although researchers highlighted the importance of these interrelationships. The aim of the paper is to identify a leadership style, of which project managers can maximize the potential for achiev‐ ing project success. Project success is analyzed from the point of view of success criteria. This approach manages the shortcoming mentioned above, the lack of analyzing interrelationships among critical success factors and success cri‐ teria. This outcome is drawn from qualitative field research at a subsidiary of a Scandinavian‐based multinational

Impact of Leadership Styles on Project Success – The Case of a Multinational Company

Az informaciotechnologiai projektek 44%-a kihivasokkal kuzd es tovabbi 24%-a egyertelműen megbukott,
mikozben a globalis IT-koltes 2013-ban 3.700 milliard USD korul alakult. Erthető, hogy a nemzetkozi
es a tudomanyos kozvelemeny egyarant erdeklődessel koveti az IT-projektek sikerehez vagy kudarcahoz
kothető tenyezők feltarasara iranyulo kiserleteket. A tema targyalasat e cikkben a projektsiker alapos es
tobbdimenzios fogalmi koruljarasaval kezdik a szerzők, amely biztos alapot jelent a nemzetkozi empirikus
tapasztalatok bemutatasahoz. Kutatasuk soran hazai szakertőket kerdeztek az IT-projektek bukasahoz vezető
okokrol es a sikerhez szukseges projektmenedzseri jellemzőkről. A legfontosabbnak itelt bukasi okok
sorrendben a kovetkezők voltak: nem megfelelő kommunikacio az erintettek kozott, koltsegek/hataridők
alultervezese, es vegul az elegtelen felsővezetői tamogatas. Ezzel parhuzamosan a sikeres IT-projektvezetőknek
a kovetkező főbb kompetenciakkal kell rendelkezniuk: valtozaskezelesi kepesseg, kommunikacios
kepesseg es vezetesi kepesseg. Lathato, hogy a kritikus tenyezők elsősorban nem a technologiahoz kotődnek,
hanem a projektmenedzsment folyamatahoz es emberi tenyezőihez, a vezetői figyelemnek főkent a
tervezesre – es ujratervezesre –, illetve az erintettek kezelesere erdemes iranyulnia.

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Bálint Blaskovics

Papers

The impact of project manager on project success — The case of ICT sector

How universal are IT project success and failure factors? Evidence from Hungary

Aspects of digital project management

Impact of Leadership Styles on Project Success – The Case of a Multinational Company

Információtechnológiai projektek sikere és kudarca. Nemzetközi tapasztalatok és hazai kutatási eredmények