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This literature review emphasizes the importance of stakeholder-responsive success criteria and appropriate evaluation techniques for the construction industry. Traditional evaluation methods can lead to subjective and biased results. Disagreements between industry professionals and researchers on criteria and assessment techniques contribute to ineffective project evaluation. The review aims to identify the most important holistic and stakeholder-responsive success criteria and methods from the literature. The review utilized a systematic approach, downloading 102 references from various databases, including published journal articles, conference proceedings, books, and book sections, using search engines and keywords. The review process involved refining and limiting the number of references using eligibility criteria, with 55 references from 2001 to 2024 being used for review. The review flow chart outlines each step. The findings indicate five main evaluation criteria, such as efficiency, effectiveness, sustainability, environmental impact, and satisfaction. The five evaluation criteria include quality, cost, time, health and safety, environmental impact, stakeholder satisfaction, and lesson learning and development. Furthermore, the quantitative success evaluation method is the best technique due to its reduced subjectivity. The review provides valuable knowledge among industry stakeholders, professionals, academics, and policymakers on the most suitable project success evaluation criteria and methods to evaluate future construction projects.

The construction industry faces challenges in evaluating success due to inconsistent methods and a lack of uniformity. Traditional evaluation methods often result in subjective and biased results. Professionals, stakeholders, and researchers disagree on assessment techniques. The paper aims to identify stakeholder-responsive evaluation criteria, establish an evaluation criteria model, develop a quantitative evaluation algorithm, and provide an evaluation process framework. This method and framework fill traditional evaluation gaps, reduce subjectivity and bias, enhance accuracy, simplify evaluation, and are suitable for project evaluation. Data was gathered from experts and project stakeholders through focus group discussions, interviews, archive documents, and site observations. First, identify criteria and subcriteria and develop a criteria-relation model that achieves fitness indices and passes validity and reliability tests. Next, quantitative evaluation weighted coefficients were determined, and an algorithm was developed. A quantitative evaluation of a case study revealed that project seven has very high success; projects three, six, eight, and nine have high success; project two has medium success; projects one, four, and five have low success; and there is no project with a very low success. Projects achieved average success rates of 86.42, 79.6, 66.5, 71.17, 83.63, 81.27, and 89.14% in quality, cost, time, safety, impact, satisfaction, and lesson learning, respectively. This study is novel and original due to its criteria structural equation model, quantitative evaluation algorithm with inclusive criteria index, and unique evaluation processes framework. This enhances evaluation science, providing new insights for stakeholders, professionals, academics, and policymakers, and enhancing stakeholder communication in future project success evaluations.

AbstractDrawing on the Resource Based View and Social Learning Theory, this study aims to explore the influence of Entrepreneurial Leadership (EL) on Project Success (PS) via the mediating pathways of Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP). Data were gathered from 422 senior-level employees in IT firms. The analysis employed SMART-PLS 4 structural equation modeling to assess the proposed relationships. The findings underscore the significant impact of EL on PS. EL was observed to exert a noteworthy influence on TR, TIC, and TEP. Moreover, the proposed mediators, TR and TIC, exhibited substantial effects on PS, while TEP demonstrated a partially significant impact. Through the mediating roles of TR, TEP, and TIC, EL indirectly influenced PS.

Political corruption is especially relevant for large-scale projects because of their popularity among politicians and citizens alike, as well as their inherent qualities. The goal of this study is to find out about the causes, methods, occurrences, and effects of political corruption in large-scale infrastructure projects in Nigeria. The investigation uses a case analysis of Lagos-Ibadan Highway and was divided into two stages: the 1999–2009 political era and the 2010–2019 political era. The information was gathered through document and report analysis. The symptomatic investigation of the political corruption of the Lagos-Ibadan Highway was guided by a conceptual model based on symptoms. Within-case and cross-case comparative theme analysis were performed on the dataset. The investigation indicated how the occurrence of patronage, influence peddling, embezzlement, and biased law enforcement can explain political corruption in the highway project. The investigation resulted in a better understanding of the reasons for the project's failure and abandonment. The knowledge can be used to prevent political corruption in public projects and to lay the groundwork for long-term infrastructure development. This study was limited because it was unable to provide unambiguous evidence to prove that political corruption occurred in the case study.

The importance of IT projects and their impact on critical business processes has increased in recent years. A successful project is therefore an important goal in the client-consultant relationship. Current research shows that the fitness of a project management approach determines the overall success of a project, which makes the evaluation in the beginning of a project even more crucial. Consultancies and companies alike face the challenge of finding the right project management approach to guide IT transformation projects at an early stage. This research aims to bring transparency to the decision-making process of evaluating a project management approach based on an explorative study. Experienced experts from the consulting side were interviewed to facilitate an understanding of which factors are the most important to consider in this process. Our findings suggest that the decisive factors are client characteristics in terms of Agility Expertise, Flexibility or Security Need, Openness to Change and Governance Structure , in combination with project settings, like the rigidity of scope, budgeting model or project lifecycle status. [ABSTRACT FROM AUTHOR]

Over and above technical skills, software development graduates need to also poses team-based skills, such as, leadership, oral communication and project management by the time they graduate from tertiary institutions. In order to fulfil this requirement, institutions introduced a project-based module, generally referred to as capstone, to be undertaken by students on the their final year. The essence of this module, amongst other things, is to expose students to the real-world professional experience through partnership with industry. Much research has been conducted on students software projects, but very little investigation has gone into understanding how students evaluate the success of their projects. In is in this light that this study was conducted. A systematic literature review (SLR) was performed on empirical studies published between 2000 and 2022, to establish criteria used by students in evaluating software project success. The investigation led to the discovery of one (1) paper, which identified three most important success criteria used by students. However, this study identified some short-comings (eg students had to pretend to be employed graduates when evaluating the imaginary projects) with the approach used by the abovementioned research paper in determining the students' success criteria. Beside the fact that there is only one study that was found that addresses the study's phenomenon, the identified short-comings on the paper indicate that there is a need for empirical research studies on this matter. [ABSTRACT FROM AUTHOR]

The aim of the paper is to enhance the effectiveness of critical success factor models by proposing an analytical-synthetic methodological framework that uses a holistic approach to understanding critical success factors. The paper outlines four steps to identify individual critical success factors, their interrelationships and finally utilizing systems thinking to develop a model of critical success factors for software projects. The study's findings emphasize the significance of utilizing a system thinking approach to comprehend the interconnected critical success factors that contribute to a project system's behavior and, consequently, its success. This research is pertinent to scholars investigating system thinking theory in project management and professionals seeking to create tools by integrating holistic approach into modern project management methodologies. [ABSTRACT FROM AUTHOR]

Collaborative Research and Development and Innovation (R&D&I) projects provide special challenges in understanding and expressing the value of project management (PM) practices to deliver stakeholders' expected benefits. This study aimed to contribute to understanding the relevance of PM practices on collaborative R&D&I projects' success from the perspective of firms, higher education institutions, and other research-performing organizations. It used exploratory factor analysis (EFA) to categorize the surveyed key PM practices initially grouped according to the typical project lifecycle (initiation, planning, execution, monitoring/controlling & replanning, and closure). EFA resulted in the identification of four underlying factors, designated by 'must have' practices that cover the whole PM lifecycle: 'initiation' practices; 'planning' practices; and 'execution, monitoring/controlling & replanning' practices. Significant variance in using key PM practices by respondents from different activity sectors is observed. For example, respondents from Interface Centers use more 'must have' practices than those from firms and use more 'planning' practices than those from firms and higher education institutions. This might be influenced by the reported existence of project management offices, beyond their administrative roles, in the vast majority of Interface Centers, as opposed to other activity sectors. The results suggest that this specific type of project would benefit from team capacity-building programs in PM practices tailored to the identified sector-specific needs of firms and research-performing organizations. [ABSTRACT FROM AUTHOR]

This study examines the direct, mediating, and moderating effects of Transformational Leadership (TL), Work Engagement (WE), and Project Complexity (PC) on Project Success (PS). Using survey methods and multivariate data analysis through structural equation modeling with 326 project managers in Vietnam, the results show that TL scientifically predicts PS; TL positively impacts WE; WE strongly influences PS; and the link between TL and PS is moderated by PC and mediated by WE. The results indicate that project-oriented businesses should consider TL when hiring for project management roles and offer transformational leadership training to assist project managers in becoming more exceptional. Future studies could use longitudinal research to understand better how the impact of these antecedents on project success changes over time. [ABSTRACT FROM AUTHOR]

This study aims to investigate the impact of spiritual leadership on project outcomes and to explore the possible mediating effect of project goal clarity, as well as the moderating role of perceived organizational support. Grounded in social exchange theory, this study contributes to the literature by investigating the mechanisms--specifically project goal clarity--that connect spiritual leadership with project success and by examining the role of employees' perceptions within the organization, such as perceived organizational support. The quantitative analysis involved data from 258 employees in the IT sector, specifically from private software firms. Data analysis was performed using the Preacher and Hayes process method with SPSS version 21.0 and Amos. The results indicate that spiritual leadership has a positive effect on project success. Furthermore, the study shows that project goal clarity partially mediates the relationship between spiritual leadership and project success, while perceived organizational supportmoderates the association between project goal clarity and project success. [ABSTRACT FROM AUTHOR]

Lean has been widely practiced in construction in the last decade. Aiming to maximize value while minimizing waste, Lean tools and techniques are of utmost importance in terms of promoting construction project performance. However, the use of tools and techniques without a change in culture does not ensure the lasting change. At this point, Lean Leadership plays a crucial role for ensuring the cultural change through the integration of Lean principles with the leadership behavior. Lean leadership is a system enabling to develop leaders as well as adopting Lean principles. In the construction industry, Lean Leadership studies are scarce. Hence, this study develops novel components for Lean Leadership revealing the impact of effective leadership on the construction project success. In this respect, a conceptual framework was developed to investigate the relationship between these two factors. An online survey was designed and administered to the lean construction practitioners operating in the U.S. construction industry. Structural Equation Modeling (SEM) was used to verify the relation between Lean Leadership and construction project success. The analysis of data indicated that there is a direct and positive association between Lean Leadership and construction project success. [ABSTRACT FROM AUTHOR]

This study set out to determine how Emotional Intelligence (EI) impacts the success of construction projects. This study showed that organisational culture has a role in moderating the relationship between team cohesion and project success, and its significance in this regard was also examined. Workers on several construction projects in Pakistan were contacted and provided information for this study. The data was analysed utilising the regression analysis in SPSS and partial least squares in SMART PLS, and it has been found that emotional intelligence significantly influences project success. Relationships between emotional intelligence and project success are both favourable and statistically significant. Emotionally astute colleagues can help teams to build stronger bonds with one another. Furthermore, the organisational culture positively and significantly impacts the relationship between a successful project and a cohesive team. [ABSTRACT FROM AUTHOR]

The main purpose of this study is to examine the impact of the Project Manager’s emotional Intelligence on HVAC project success in Pakistan settings along with the mediating effect of job satisfaction and organizational commitment to bring clarity to the assessment of the relationship between the Project Manager’s emotional intelligence and project success in Pakistan settings. A quantitative research strategy is applied to collect realistic data from 210 Project Managers (from all the entities involved in the execution phase of the project the important ones being Sub-Contractors, Equipment Distributors as well as Product Manufacturers) of the HVAC industry of Pakistan. The collected data was analyzed and examined by using Structured Equation Modeling through the Partial Least Square method. To analyze the collected data SPSS and Smart PLS software were used. The findings of this study showed that the Project Manager’s emotional intelligence is positively related to project success and suggest the most evident result that there is a healthy and positive effect of Job Satisfaction and organizational commitment towards the success of a project. These suggestions amplify the need of the upper management to understand the significance of the mediating roles and its willingness to take care of necessary steps for letting and giving room to the Intelligence of the Project Manager having a positive outcome on the project success. Originality: This is first study in project management in Pakistan settings and delivers an advanced knowledge of emotional intelligence along with its importance to Project Success. [ABSTRACT FROM AUTHOR]

This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. [ABSTRACT FROM AUTHOR]

While there are numerous studies on factors affecting the project and business performance in the literature, no research published on the concurrent roles played by formal (FPM) and informal (IPM) project management on project success. The study's three main objectives are: first, give a conceptual framework for evaluating the individual and concurrent contributions of FPM and IPM to project success. Second, the project management methods' mediation effects on the link between senior management support and project success are evaluated. Third, the effects of using multiple environmental control variables are investigated. A sample of 103 small to medium-sized enterprises was used to collect managerial and business operational data. Using structural equation modelling and correlational relationships, ten different models are examined. The findings revealed that IPM has a partial mediation effect, whereas FPM has no effect. Furthermore, the analysis revealed that IPM has the greatest impact on project success. Integration of FPM and IPM with environmental factors is considered. These findings are explained in terms of business, economic, and commercial diversities. [ABSTRACT FROM AUTHOR]

This study sets out to examine how the effects of ignorance and the unknown in project settings can be overcome through project manager (practitioner) improvisation. Data are obtained from 389 project management practitioners drawn from a range of public, private, and semi-government entities/organizations within the emirate of Sharjah (United Arab Emirates). Sampling is undertaking using an 11 factor 'ignorance–unknown–improvisation'-focused questionnaire developed from the literature. The variables considered as moderators include 'self-efficacy', 'behavioral integration', 'experience', 'teamwork quality', 'real-time information', 'communication', 'memory', 'knowledge creation', 'knowledge sharing', 'utilization of documented knowledge', and 'age'. Analysis of the data is via Adaptive Neuro-Fuzzy Inference Systems (ANFIS). The findings of the study suggest the existence of four variables ('experience', 'teamwork quality', 'memory', and 'age') that serve to influence the improvisation-based practices that project management practitioners/managers are likely to employ when seeking to overcome the effects of ignorance and the unknown in projects. The findings from the study do facilitate the development of an improvisation-awareness typology that is leaning towards facilitating project management practitioner efficacy as relates to improvisation. [ABSTRACT FROM AUTHOR]

This article explores the application of construction management in the context of superflat concrete floor projects in Karawang, Indonesia. The study examines the impact of construction management on project success and uses Importance Performance Analysis (IPA) to assess the effectiveness of various indicators. The research reveals that knowledge management plays a crucial role in the success of these projects. The findings offer valuable insights for stakeholders involved in industrial development and underscore the significance of implementing effective construction management strategies for optimal outcomes. The article also discusses the methodology used, including the distribution of a questionnaire and the analysis of the data using PLS-SEM. The results indicate that the implementation of construction management has a positive influence on project success. The study further examines the impact of different variables, such as knowledge management, technology management, administration, and quality management, on project success. The findings demonstrate that knowledge management has a significant positive effect, while the other variables do not. The article concludes by emphasizing the importance of effective knowledge management practices and the need for strong construction management implementation to achieve project success. [Extracted from the article]

Success evaluation using stakeholder-responsive criteria is crucial. Evaluation is vital for achieving project goals as it improves ongoing projects and plans for the future. Effective evaluation requires appropriate criteria and subcriteria. However, choosing narrow, biased, and unrealistic evaluation criteria can lead to subjective results. Moreover, the construction sector often uses inconsistent criteria, causing ineffective project evaluation. This study aims to identify stakeholders' responsive success criteria to improve the management of project success evaluation, addressing the lack of uniformity in industry professionals and researchers' opinions. The draft evaluation criteria and subcriteria were developed after reviewing the literature. The first phase of data was collected from various expert stakeholders through a questionnaire, focus group discussions, and interviews. The second phase of data was collected from 102 respondents, including clients, consultants, contractors, and end users, through a questionnaire and interviews. The data was analyzed using Excel, SPSS, and AMOS software. The success criteria and subcriteria rank were determined using the RII method. A successful evaluation of structural equation models was developed, which passed composite reliability, convergent validity, and discriminate validity tests. The study identifies stakeholder-responsive evaluation seven criteria and twenty-nine subcriteria, ranking them based on industry use. The IRR ranking results show quality, cost, time, stakeholder satisfaction, health and safety, learning and development, and environmental impact as the most frequently used criteria. However, environmental impact and learning and development are less frequently used. The study also creates scientific criteria and subcriteria relations in the SEM model, demonstrating that project success depends on each criterion and subcriterion's success. The model diagram illustrates the hypothesized relationships among variables and establishes the empirical relationship between evaluation criteria and subcriteria. The study introduces stakeholder-responsive criteria for successful project evaluation in the construction industry, addressing the gap in success evaluation. These criteria are effective and holistic, promoting continuous improvement, project success, and future planning. The findings encourage collaboration and contribute to project management knowledge among stakeholders, professionals, academics, and policymakers.

Objective: Despite the great academic and practical interest in intrapreneurship, there are few studies that relate it to project success. The objective of this study is to determine the moderating influence of intrapreneurial organizational culture on intrapreneurial behavior and its relationships with project success. The study also aims to establish the heterogeneous profiles of intrapreneurship, and their different effects on the success of projects. Method: a survey approach was used, with data analysis by structural equation modeling, linear regression for moderation tests, and latent class analysis for the heterogeneous classification of the sample of 284 project participants in terms of intrapreneurship. Theoretical contributions: the results show that there is influence of intrapreneurship of professionals on project success. On the other hand, a weak or average intrapreneurial organizational culture reduces the strength of the relationship between intrapreneurship and project success. The study also identifies three heterogeneous profiles of intrapreneurs, and that organizational culture increases the possibility of project success, even for individuals with a low profile for intrapreneurship. Originality: this study pioneerly analyzes the relationship between individual and organizational intrapreneurship, as culture, for project success, directly and indirectly, with a diversified methodology. Contributions to management: the study suggests for practice the importance of intrapreneurial behavior for the success of projects, and the relevance of stimulating an intrapreneurial organizational culture, capable of mobilizing even less entrepreneurial individuals, to the extent that naturally intrapreneurial individuals are scarce.

Cost management represents a fundamental element of successful project management in the modern business environment. With increasing demands for resource optimization within a limited budget, effective cost management becomes crucial for project success across various industries. This paper explores interaction between cost management and critical success factors of projects, focusing on identifying key aspects that directly or indirectly influence project success through efficient cost management. Through analysis of relevant literature and the application of appropriate research methodology, the aim of this paper is to provide a better understanding of how cost management approaches can impact various aspects of project success, as well as to identify effective practices that organizations can implement to enhance the performance of their projects.

The presented work introduces a maturity model for evaluating Machine Learning implementations, with a primary focus on Production Planning and Control processes, as well as broader organizational and technical aspects in companies. This model emerges as a response to the research gap identified in the analysis of 14 existing maturity models, which served as foundational bases for the development of this novel approach. By examining success factors and obstacles at different maturity levels, categorized according to defined dimensions and overarching design fields, this model can serve as a catalyst for bridging the research gap between models demanded in practice and the scholary exploration of topics related to Machine Learning in corporate processes. Notably, the structured design of this maturity model ensures accessibility for small and medium-sized enterprises (SMEs).

This article delves into the intricate dynamics between organisational agility, project resilience, and project success, casting a new light on the evaluation of project success beyond traditional constraint-based assessments. Through a systematic narrative review, it addresses the critical literature gap by proposing an integrated theoretical framework that encompasses these key constructs. By transcending conventional metrics, the study emphasises a holistic approach to understanding project success, grounded in both classical organisational and complexity theory. This comprehensive framework elucidates the mechanisms through which organisational agility and project resilience directly contribute to project success, advocating for a strategic reorientation towards value creation and adaptability in project management. This exploration seeks to enrich the theoretical foundations of project management and stimulate further empirical research, thereby offering novel insights and practical guidelines for managing projects in the volatile, uncertain, complex, and ambiguous (VUCA) environments of today.

Project became an adequate solution for achieving different goals of a company, thus its successful realization is of great importance. On the other side, quality is a phenomenon wanted to be acquired in order to achieve customer satisfaction and profitability. Although these two fields of research were developing parallely, they rest on the same principles. The goal of this research was to determine the link between quality management and project management in companies on Serbian market, meaning the influence of quality management principles on project success and level of usage of quality management tools. The results of this empirical research suggest that the quality management principles of continuous process improvement, fact based management, leadership, continuous improvement of employee performance and customer satisfaction have a significant positive impact on project success, while simpler quality management tools are in use more than the more complex ones. Project success should not be measured solely on the old success criteria of time, cost and quality, yet more important criteria are alignment of the project's goals with the company's goals and the fulfillment of user requirements.

Failures in information technology (IT) projects continue to concern executives and organisations. Individuals are realising that to remain competitive in the workplace, they must develop skills to become successful project team members and project managers.

This paper aims to examine the use of project management practices in small and midsize enterprises (SME) and to identify which project success factors (SF) and project success criteria (SC) contribute to project success. The research studies project success factors (SF) and project success criteria (SC) in SMEs such as: a causal relationship between project SF and project SC; perception of SC under full time and non-full time project managers and the use of project management tools within projects in SMEs. The survey includes a sample of 70 Slovenian and 54 Serbian SMEs. Methodologically, the t-test has been used to identify differences in key characteristics between the two countries. The Man-Whitney test was also used for group comparison. The research shows how certain project SF correlate to project SC and project success. The results strongly indicate that client consultation is a key project SF. Project manager role and soft skills as key project SC directly influence on project success. Organizations employing full-time project managers achieve better appreciation among their users than those who do not. Project goal setting was detected as the most important project SC in both countries. Results also strongly confirms that early feedback and continuous engagement to be key principles of agile methodology, which emphasizes “customer collaboration over contract negotiation”. We find that agile principles most highly correspond to contemporary approaches, particularly for stakeholder engagement, iterations and operating through a feedback culture. The findings contribute to the development of existing literature on project management and its practices and show key project SF and key project SC in SMEs. Results in this research have special meaning for researchers and managers in the field of strategic and project management, project selection and implementation, as well as performance of SMEs. This study contributes to the advancement of research in project management considering project SF and key project SC for better project success.

In the quest of exploring specific developments in contemporary management research, this study highlights the prevalence of narcissistic leadership in IT firms. We employed the upper-echelon framework to analyze the impact of narcissistic leadership on project success. This study considered the dark side of a leader’s narcissism while analyzing how narcissistic leadership affects a project’s success through knowledge sharing and collectivism.

The engineering projects sector has presented numerous challenges in achieving success. The need arises to understand the reasons for these challenges and determine the best way to address the issues and achieve success using the best approach. This study aims to gain a good understanding of the factors impacting project success in the engineering sector. The literature review revealed variables that influence project success. These variables are company culture, effective management, employee engagement, and effective planning. The study presents a statistical analysis of the data. This analysis shows that each independent variable studied has a distinct impact on the dependent variable, project success. The South African engineering projects industry has shown a relationship between identified factors and project success. This study recommends laying a solid foundation to apply and improve the identified factors that have an impact on project success in the industry.

The construction sector is known for its dynamic nature, and numerous construction projects have failed to reach completion due to inadequate development of leadership. As a widely recognized leadership, transformational leadership has shown the positive relationship with project success. However, the mechanisms driving this relationship remain unclear in the context of construction projects. In response to this topic, by adopting the Input-Mediator-Outcome model, this study seeks to investigate the mediating effect of team flexibility and team agility between transformational leadership and project success in the context of construction projects. Data were collected through a survey from 306 construction project members. The Structural Equation Modeling method was employed to test the proposed model. The findings demonstrate that (1) transformational leadership positively impacts team flexibility and team agility; (2) team flexibility and team agility positively impact project success; (3) team flexibility shows a positive mediating effect between transformational leadership and project success; (4) team agility shows no mediating effect between transformational leadership and project success; and (5) team flexibility and team agility play serial mediating roles between transformational leadership and project success. [ABSTRACT FROM AUTHOR]

The development of industrial cities in Indonesia has shown a significant increase to support equitable and sustainable development in the country. In efforts to support the development of industrial cities, such as in Karawang, various construction projects, including factories, warehouses, workshops, and the like, have been undertaken. Effective planning methods in terms of cost, time, and quality are essential for such developments. One crucial aspect under consideration is the construction of concrete floor slabs in factory constructions and similar structures. These floor slabs play a vital role in supporting loads such as heavy vehicle loads for material removal, storage racks, or static loads from high-loaded machines. To optimize the construction of concrete floor slabs, a technology advancement known as the superflat floor method has emerged. This method boasts advantages such as high productivity and a surface elevation uniformity with a maximum deviation of 3 mm over a distance of 3 meters. In an effort to optimize such construction, the implementation of construction management is crucial for project success. The objective of this research is to determine the level of implementation of construction management, particularly in administration, and to identify the variables that significantly influence project success. This study utilizes a qualitative method that is quantified through the distribution of questionnaires using a Likert scale assessment on indicators to 30 respondents, including contractors, owners, and design planners. The results of this research indicate that three variables—administration, total quality management, and knowledge management—positively influence the success of superflat floor projects in the Karawang industrial area. [ABSTRACT FROM AUTHOR]

This study is grounded in the theoretical frameworks of the Resource Base View and Social-Identity Theories and intents to evaluate how the adoption of transformational leadership practices influences project success by considering facilitating function of team-identity, team-communication, and teamempowerment. The study was conducted among 350 Software project professionals in Pakistan. The study utilized PLS-SEM to analyze both direct and mediating effects. The findings revealed a notable affiliation between TL and PS. Besides, the study confirmed that team identity, communication, and empowerment act as mediator in the connection amid TL and PS. This research addresses a gap in empirical studies within developing countries, notably Pakistan by shedding light on how TL impacts PS through the lens of team-dynamics. This study stands as an early exploration into the interplay among proposed association. [ABSTRACT FROM AUTHOR]

The construction industry faces challenges in evaluating success due to inconsistent methods and a lack of uniformity. Traditional evaluation methods often result in subjective and biased results. Professionals, stakeholders, and researchers disagree on assessment techniques. The paper aims to identify stakeholder-responsive evaluation criteria, establish an evaluation criteria model, develop a quantitative evaluation algorithm, and provide an evaluation process framework. This method and framework fill traditional evaluation gaps, reduce subjectivity and bias, enhance accuracy, simplify evaluation, and are suitable for project evaluation. Data was gathered from experts and project stakeholders through focus group discussions, interviews, archive documents, and site observations. First, identify criteria and subcriteria and develop a criteria-relation model that achieves fitness indices and passes validity and reliability tests. Next, quantitative evaluation weighted coefficients were determined, and an algorithm was developed. A quantitative evaluation of a case study revealed that project seven has very high success; projects three, six, eight, and nine have high success; project two has medium success; projects one, four, and five have low success; and there is no project with a very low success. Projects achieved average success rates of 86.42, 79.6, 66.5, 71.17, 83.63, 81.27, and 89.14% in quality, cost, time, safety, impact, satisfaction, and lesson learning, respectively. This study is novel and original due to its criteria structural equation model, quantitative evaluation algorithm with inclusive criteria index, and unique evaluation processes framework. This enhances evaluation science, providing new insights for stakeholders, professionals, academics, and policymakers, and enhancing stakeholder communication in future project success evaluations. [ABSTRACT FROM AUTHOR]

This literature review emphasizes the importance of stakeholder-responsive success criteria and appropriate evaluation techniques for the construction industry. Traditional evaluation methods can lead to subjective and biased results. Disagreements between industry professionals and researchers on criteria and assessment techniques contribute to ineffective project evaluation. The review aims to identify the most important holistic and stakeholder-responsive success criteria and methods from the literature. The review utilized a systematic approach, downloading 102 references from various databases, including published journal articles, conference proceedings, books, and book sections, using search engines and keywords. The review process involved refining and limiting the number of references using eligibility criteria, with 55 references from 2001 to 2024 being used for review. The review flow chart outlines each step. The findings indicate five main evaluation criteria, such as efficiency, effectiveness, sustainability, environmental impact, and satisfaction. The five evaluation criteria include quality, cost, time, health and safety, environmental impact, stakeholder satisfaction, and lesson learning and development. Furthermore, the quantitative success evaluation method is the best technique due to its reduced subjectivity. The review provides valuable knowledge among industry stakeholders, professionals, academics, and policymakers on the most suitable project success evaluation criteria and methods to evaluate future construction projects. [ABSTRACT FROM AUTHOR]

Project management represents an essential area of research with a significant impact on society and the economy. This paper aims to critically analyze the scientific literature on team cohesion and its influence on project outcomes. We employ a qualitative approach based on secondary sources to identify and evaluate critical factors such as knowledge exchange, trust, and team cohesion and to examine how these contribute to project success. The novelty of our work lies in its interdisciplinary approach, integrating perspectives from organizational psychology and project management to investigate the dynamics of team cohesion and its impact on project performance. Within this article, we critically analyzed team cohesion through the lens of individual team member competencies first, leadership styles second, and the relationship between them third. Our results indicate that integrating team cohesion into project dynamics maximizes operational efficiency and enhances resilience and adaptability against unexpected challenges. Managers who adopt specific leadership approaches (e.g., transformational and transactional) are identified as crucial factors in creating and maintaining project team cohesion. Furthermore, the article emphasizes that integrating team cohesion into management practices contributes not only to project success but also to its sustainability. Managers can develop effective strategies and interventions to enhance collaboration and outcomes within project teams by profoundly understanding the relationship between team cohesion and project performance. [ABSTRACT FROM AUTHOR]

Purpose--This study evaluated how effectively key stakeholders (project managers, team members, and clients) could predict I.T. project success. Every stakeholder had an independent perspective on the project's success, which made it possible to evaluate the project's success by considering all the stakeholders' points of view. Study Design/Methodology/Approach--Two focus groups studied how project managers, teams, and clients could determine I.T. project success. The study focused on assessing I.T. project success from various perspectives. Five to six stakeholders from different sectors with personal experience in I.T. projects participated in that study. Findings -- The results suggested that successful I.T. projects that met business goals, improved operational efficiency, and produced significant returns on investments depended upon communication and teamwork, and equal participation by all stakeholders, the project success would be improved. Practical Implications -- The research implications for project management strategies are that organizations could enhance their capacity to work together and achieve project goals by incorporating multiple stakeholder perspectives. This approach promoted creativity and encouraged IT solutions that aligned with business objectives. Originality/Novelty -- Project managers monitored I.T. project execution to balance corporate goals with technology demands. Project teams produced high-quality deliverables and communicated well to overcome difficulties. Clients preferred I.T. solutions that met their company objectives, improved operational efficiency, and provided significant ROI. [ABSTRACT FROM AUTHOR]

Transformational leaders must constantly monitor their environments to identify and develop significant internal and external exposure to multiple points of view. Transformational leaders serve as role models for bridging organizational boundaries and proactive outreach to external stakeholders to communicate information, develop inter-organizational cooperation, establish coalitions, and harness resources. The major goal of this article is to examine the dynamics that drive organizational project success, specifically the impact of transformational leadership on external and internal social capital in management teams. This research analyzed transformational leadership and project success relationships in Pakistan's construction industry setting along with the moderating role of the project manager subordinate's social capital and the mediating role of the project manager subordinate's self-efficacy. The data were collected from196 subordinates of project managers of different private organizations. Data were examined through correlation, regression, and the Hayes model through SPSS. According to the results, transformational leadership is positively associated with project success and substantially associated with social capital. Additionally, self-efficacy is positively associated with transformational leadership and project success, and it mediates the relationship between transformational leadership and project success. Social capital moderates the relationship between transformational leadership and project success, according to additional findings. This study sheds light on the relationship between transformational leadership and self-efficacy in the context of project success. [ABSTRACT FROM AUTHOR]

The efficacy of electronic government (E-Government) initiatives relies significantly on requirements engineering (RE). Every government wants sustainable solutions in the implementation of E-Government projects. The current research has adopted a mix of research methods. After conducting a comprehensive systematic literature review (SLR), the author conducted a case study to evaluate the proposed model. This research conducts an SLR of the contemporary literature on the success and failure factors of E-Government projects. Additionally, there is an association between the failure factors and the utilization of RE practices. A comprehensive search of electronic databases yielded a total of 71 pertinent articles. After meticulous screening and quality assessment, the data were extracted for analysis. A total of 62 papers were eventually selected. The SLR addressed the distinct hurdles encountered by government bodies. The findings indicated a positive relationship between the utilization of RE practices and the attainment of project success. Various aspects, such as project management practices, stakeholder engagement, and effective communication, were identified as factors that can reduce failures in E-Government projects. The deficiencies observed in E-Government initiatives were linked to inadequacies in implementing RE practices. The other issues identified were insufficient requirement elicitation, limited stakeholder involvement, and inadequate validation and verification of requirements. This study also presented a conceptual framework illustrating the difficulties in E-Government and the practices of RE. Statistical data analysis techniques were employed to examine this conceptual framework. This study suggests that managers examine and evaluate their E-Government project failure reasons and factors on a periodic basis to sustain and continuously enhance E-Government project success. [ABSTRACT FROM AUTHOR]

This study investigates the impact of multi-dimensional senior management support on the relationship between clusters of leadership competencies and the success of public sector projects. Survey data were collected from 197 project managers/directors of public sector projects in Pakistan. The findings reveal a positive relationship between task-oriented, relationship-oriented, and innovation-oriented competencies, project success, and all five dimensions of senior management support. Furthermore, the relationships between clusters of leadership competencies and project success are not strengthened in the presence of providing resources, communication, expertise, and power, whereas structural arrangements strengthen the relationship between innovation-oriented leadership competencies and project success. [ABSTRACT FROM AUTHOR]

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Purpose: The purpose of this paper is to evaluate the impact of the implementation of an ERP system on the success of projects in a selected company operating in the mechanical engineering industry. Here, project success is referred to both the fulfilment of the constraint triangle criteria and the satisfaction of stakeholders - customers and project team members. Design/methodology/approach: The research was carried out using desk research and 2 survey questionnaires addressed to different groups of respondents: project team members and clients. The desk research study analysed 96 projects carried out by the company, while 34 clients and 32 project team members took part in the survey. Findings: According to the research, the implementation of the ERP system significantly influenced the triangle of constraints and the fulfilment of the two success criteria considered most important in the analysed entity, i.e. compliance with the budget and the project schedule. Moreover, it was found that customer satisfaction with the products and services offered by the selected company increased under the implementation of the system, and project team members themselves considered that the system allowed them to improve their work in projects. Originality/value: The paper presents an assessment of project success from the perspective of the implementation of an ERP system into company operations, including project activities. [ABSTRACT FROM AUTHOR]

The exploration and production (E&P) projects of the oil and gas (O&G) industry are typically considered hazardous and complex due to tight timeframes, environmental issues, and geological uncertainty. No substantial research has been carried out to deal with these issues previously. The current study emphasized the empirical investigation of numerous success factors that affect both the project success and financial performance of E&P projects. Critical success factors for the project performance have been identified from the literature and pilot survey conducted in the O&G sector of Pakistan. A framework has been developed using identified factors including project team, production planning and control, performance success and financial overview. For the validation of the developed model, confirmatory factor analysis has been used with a sample of 247 industry experts. The results of this study offer substantial empirical evidence that the project team, production planning and control, quality and reliability, and project success have a significant impact on the financial performance of E&P projects in the oil and gas industry. Project team has been observed as the most significant factor influencing project success among other factors. The research findings of this study can be advantageous for project managers to address aspects intended to cope with uncertainty at the early stages of E&P projects using an empirically validated framework. [ABSTRACT FROM AUTHOR]

This paper aims to examine the use of project management practices in small and midsize enterprises (SME) and to identify which project success factors (SF) and project success criteria (SC) contribute to project success. The research studies project success factors (SF) and project success criteria (SC) in SMEs such as: a causal relationship between project SF and project SC; perception of SC under full time and non-full time project managers and the use of project management tools within projects in SMEs. The survey includes a sample of 70 Slovenian and 54 Serbian SMEs. Methodologically, the t-test has been used to identify differences in key characteristics between the two countries. The Man-Whitney test was also used for group comparison. The research shows how certain project SF correlate to project SC and project success. The results strongly indicate that client consultation is a key project SF. Project manager role and soft skills as key project SC directly influence on project success. Organizations employing full-time project managers achieve better appreciation among their users than those who do not. Project goal setting was detected as the most important project SC in both countries. Results also strongly confirms that early feedback and continuous engagement to be key principles of agile methodology, which emphasizes “customer collaboration over contract negotiation”. We find that agile principles most highly correspond to contemporary approaches, particularly for stakeholder engagement, iterations and operating through a feedback culture. The findings contribute to the development of existing literature on project management and its practices and show key project SF and key project SC in SMEs. Results in this research have special meaning for researchers and managers in the field of strategic and project management, project selection and implementation, as well as performance of SMEs. This study contributes to the advancement of research in project management considering project SF and key project SC for better project success. [ABSTRACT FROM AUTHOR]

The project manager has a great responsibility to their subordinates and achieves the organizational objective and allocates resources to meet the project objective and motivate the project team by providing a vision of an ideal outcome. Project management skills are very crucial to the success of a project. Many projects have failed due to the ineffective leadership style of the project managers in such a way that insufficient planning, lack of authority, and poor communication forest the lack of transparency. This study aims to analyze the impact of democratic leadership style of a project manager on project success by analyzing the mediating role of innovative work behavior. The research strategy for this study is quantitative. 300 questionnaires were distributed to established project-based organizations to collect data. Statistical software for social science research, SPSS, and PLS, was used to analyze the data. The findings show that democratic leaders have a positive impact on project success. Innovative work behavior can help to boost project success in a complex situation within an organization. [ABSTRACT FROM AUTHOR]

Based on the Resource Based View and Social Identity Theory, this endeavor intends to determine the influence of agile project management methodology on project success by applying the mediating role of team-level outcomes (team communication and team empowerment) on the relationship between agile project management and project success. The data gathered from 226 project team professionals working in the Information Technology sector of Pakistan. This endeavour utilized Partial Least Squares - Structural Equation Modeling to substantiate the direct and mediating effects. The result indicated that agile project management methodology significantly influences project success. Moreover, the result further validated that team communication and team empowerment mediate this relationship. There is a deficiency of an empirical investigation on the relationship between agile project management and project success in evolving republics context. This study makes a significant contribution to the field of IT project management by demonstrating that agile project management impacts project success while team communication and team empowerment mediate this relation. This is one of the earliest study that explores the inter-relationship among agile project management, project success and team outcomes. [ABSTRACT FROM AUTHOR]

In the last two decades, there have been many calls to integrate sustainability into projects. However, there are conflicting views about the relationship between sustainability and project success. Some contend that project sustainability could adversely affect project success, while others maintain the contrary. Yet, the exploration of this relationship has been insufficient thus far. Notably, no existing work specifically investigates this relationship within the software domain. Therefore, this paper aims to contribute significantly by introducing a conceptual framework that assists in inspecting the relationships between software project sustainability (SPS) and project success. The proposed framework was developed based on well-defined aspects of both concepts. The findings show that most of the relationships between the two concepts are expected to be significant and positive. Our propositions were built after analysing the best of relevant contributions. However, an empirical examination is needed, especially with the presence of control variables such as country, company size, and project complexity. This work could be an initial motion for future empirical studies and provide a significant theoretical foundation for researchers and practitioners in this domain. [ABSTRACT FROM AUTHOR]