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Construction project complexity can be daunting, so both academics and practitioners have been looking for guidance. Previous studies have attempted to reconcile the inconsistencies and complexities in the relationships among project complexity, project success, and project management success. However, such research has failed to establish these clear relationships. Accordingly, the approach of systematic review and meta-analysis is applied in this study to investigate and compare how different project complexity affects project success and project management success by selecting 22 articles and 77 effect sizes. The results indicate that integrational complexity significantly positively affects project success, whereas it is not significantly negatively associated with project management success. Within a technical-organizational-environmental (TOE) framework, effects of organizational, environmental, and technical complexity on project success and project management success are also discussed here. A possible moderator (the national/regional income level) is tested and verified. The findings contribute to the system of knowledge on project complexity and provide guidelines for decision-makers to achieve a balance between project success and project management success in routine operation of construction projects.

This study investigates the relationship between communication factors, stakeholders' engagement, and project success (P.S.) of renewable energy in Pakistan. The aim of this study is to identify the communication factors that impact the success of renewable energy projects. The research investigates multiple dimensions of communication factors such as internal communication, external communication, leadership, relationship, and corporation. Moreover, we also tested the indirect relationship using the stakeholder's engagement (S.E.) as a mediating variable. We used a quantitative approach using the questionnaire survey. The random and snowball sampling technique was used to collect data from the project managers, project engineers, and team leaders associated with renewable projects in Pakistan. We collected data in two phases. In the first phase, between August 2023 and December 2022, we distributed 400 complete research questionnaires. In return, we received 337 questionnaires, 84% of the distributed questionnaires. Similarly, between January 2023 and February 2023, we distributed 350 research questionnaires; in return, we received 255 questionnaires, which is 73% of the distributed questionnaires. However, we collected data from the 592 respondents engaged with renewable energy projects. Further, the structural equation modeling technique (SEM) was performed to analyze the study data through SmartPLS 4.1. The outcomes confirmed that communication factors significantly and positively impact the project's success. The results guaranteed that communication factors have a positive and significant relationship with the stakeholder's engagement. Furthermore, the results demonstrated that stakeholders' engagement mediates communication factors and project success, enhancing the project's success. [ABSTRACT FROM AUTHOR]

Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability. [ABSTRACT FROM AUTHOR]

This study aims to examine the impact of employee resilience and job engagement on project success, and the mediating role of innovative work behavior. The study draws on a sample of 170 from the population of 304 information technology (IT) companies in Lahore Pakistan to test the proposed hypotheses. Smart PLS statistical software has been used to calculate the structural modelling equation results for the subject study. The results indicate that both employee resilience and job engagement have a positive impact on project success. Furthermore, innovative work behavior partially mediates the relationship between employee resilience and project success, as well as between job engagement and project success. These findings highlight the importance of fostering employee resilience and job engagement to promote project success and the role of innovative work behavior in facilitating this relationship. Organizations can benefit from implementing strategies that enhance employee resilience and job engagement while promoting a culture of innovation to achieve project success. [ABSTRACT FROM AUTHOR]

The dynamic, challenging, and complex nature of the construction projects environment often cause adversarial culture, disputed claims, and deteriorating relationships between project participants. This paper aims to study the correlation between Relationship Management (RM) and construction project success and to develop a framework that includes practical actions, tools, and strategies for managing relationships in construction projects. Literature review and interviews were used to explore and validate the RM’s relevant associated traits. Subsequently, a piloted questionnaire was used to collect the data from 264 construction experts and assess the effect of RM on the overall project success. The data were analyzed using Partial-Least Squares Structural Equation Modeling (PLS-SEM), where the structural and measurement models of the higher and lower order constructed were assessed. The study findings categorized the RM-associated traits into three main pillars: Contractual Measures, Team Interactions, and Top Management Actions. The findings also confirmed that RM has a significant positive effect on the overall success of construction projects. In addition, this paper proposed an integrated framework for managing relationships in construction projects, allowing construction firms to monitor the relationships in their projects and identify key areas for strengthening the relationships throughout their projects to foster their projects’ success rates. [ABSTRACT FROM AUTHOR]

Great attention has been paid to the projects' success, which is the core of project management. It is not surprising that much research is being done in this area, as several factors contribute to the project's success. However, the moderating effect of top management support (TMS) on the relationship between transformational leadership (TL) and project success (PS) has not been investigated before. This study aims to examine whether the relationship between a project manager's transformational leadership and project success is moderated by top management support. This study uses a post-positivism philosophical objective to investigate the theoretical model. A cross-sectional time-lagged survey design was used to collect quantitative data. Data was collected using a structured questionnaire from 273 team members, project managers, and stakeholders working in Pakistan's public sector. The factor and hierarchical regression analysis were used for analysis. Our results showed that TL and TMS significantly impacted project success. Moreover, we found that TMS moderates the relationship between TL and PS. [ABSTRACT FROM AUTHOR]

The evaluation of risk and uncertainty in the context of software project management is the subject of this paper. This paper discusses the difficulties faced by project managers in handling uncertainty brought on by the complex nature of software projects and the ever evolving requirements of technology. A review of the literature, data production, visualization, statistical analysis, and mathematical modeling are included in this study. The goal of this study is to create a methodical approach to assist project managers in making decisions by considering the inherent uncertainty in software development and to find approaches and procedures that may successfully reduce risks, improve decision-making, and eventually result in the implementation of successful projects. The following tasks were carried out: to evaluate risk and uncertainty by examining the state-of-theart in decision theory and its applications in software project management; to develop an integrated strategy that blends Monte Carlo Simulation with Decision Trees to assess risk and uncertainty in software project management; to generate data, visualize it, and perform statistical analysis to comprehend how project outcomes, costs, and time are affected; to identify important variables affecting project results and decisionmaking using decision trees; to use Monte Carlo simulation to create project scenarios and weigh the likelihood of each; and to supply project managers with knowledge and suggestions to help them make informed decisions and successfully manage risks. Methods. To evaluate risk and uncertainty in software project management, this paper analyzes the decision theory approaches currently used as well as Decision Trees and Monte Carlo Simulation techniques. Results. This study offers thorough insights into how project results, costs, and duration vary among various techniques. The critical factors that have a substantial influence on project success are shown through decision trees. According to the study’s findings, combining decision theory and statistical analysis equips project managers to make wise decisions despite uncertainty. Conclusions. Project managers may improve decision making, risk reduction, and overall project success by applying these cutting-edge approaches. To adapt these techniques to unique software project management contexts and real-world situations, further study and implementation in practice are necessary. With the use of such techniques, the software development sector would be better able to manage the complexity of projects and provide good results within set financial and time parameters. [ABSTRACT FROM AUTHOR]

Today, the world is experiencing a major cycle of investment in infrastructure, which is essential for the development and prosperity of countries and societies. Management failures in infrastructure projects are widely known, and some of them involve the weak engagement of project stakeholders. The importance of stakeholder involvement as a key factor in the success of infrastructure projects is widely recognized. However, the literature provides few answers to the question of how this process manifests itself in projects. Some scholars have concluded that it is a complex and under-researched management process. The research questions aim to find out how practitioners perceive stakeholder engagement, who conducts activities and processes related to stakeholder engagement and in what ways, what organizational aspects influence the process, and how success is achieved in infrastructure projects. Initially, eight experienced experts involved in a whole range of (complex) infrastructure projects were interviewed, and later, four additional interviews were conducted for verification purposes. During the interviews, all aspects of stakeholder engagement were discussed in detail and a thematic analysis was conducted. Based on the analysis, success and failure factors related to the stakeholder engagement process were defined. As a result, a framework model for stakeholder engagement and infrastructure project success is presented based on three levels of management and three levels of project success. [ABSTRACT FROM AUTHOR]

Successful people utilize their time judiciously. The challenge of completing construction projects within the estimated time frame is the biggest concern among practitioners. In this research two aspects have been highlighted, first; the most significant factor of time overrun in construction projects performed by Erbil Municipality during road construction. The second aspect is the time management methods held by the project team. A random sampling technique was used to administer 126 questionnaires to professionals such as Project managers, Engineers, and contractors working on road construction projects for Erbil municipality. On the other hand, a case study has been conducted for 70 constructed projects during 2018-2022 for the evaluation of time management techniques in road construction projects by identifying the process of monitoring, software packages that are used for that, the progress of work, and investigating how progress records are kept in Erbil City municipality projects. The results revealed that the most significant factor for time overrun was the economic crisis which led to the failure to pay contractors' dues in a timely manner, followed by the unreasonable time frame for the completion of projects. Used techniques and software packages for time management were identified It is revealed that there is no specific method for managing time. Multiple methods are used depending on the situation. [ABSTRACT FROM AUTHOR]

Purpose of the study: It has been established that successful delivery of projects contributes to effective strategy accomplishment, whereas unsuccessful project delivery leads to failure in realising strategy. While studies have explored and discovered factors which contribute to successful project execution, and with Top Management Support consistently ranking high amongst the list of such factors, projects still fail. One possible reason for this failure is the poor understanding of what constitutes Top Management Support. This study seeks to fill the gap in understanding the constituents of Top Management Support by proposing Top Management Support Practices within the realm of project execution. Design/methodology/approach: The study used a qualitative design. Purposeful selective sampling was used to identify research-relevant respondents from the identified organisational structures in the selected cases. Data collection was done through face-to-face, open-ended interviews with ten Project Managers from the selected organisations. Findings: The study revealed 30 Top Management Support Practices across 3 managerial role groupings. These 30 practices are considered essential for the successful delivery of projects. Furthermore, the study revealed that out of the 30 Top Management Support Practices, only 12 were frequently applied, whilst 18 were less frequently applied. Recommendations/value: The study produces activities based on what managers frequently do. The study recommends that these practices be incorporated into Top Management profiles to guide them in their work towards effective project delivery as well as being used to close identified gaps through personal development plans in the respective identified areas of concern. The practices can also be used as indicators by Project Managers to ensure that they get maximum support from Top Management. Managerial implications: By employing these Top Management Support Practices, Top Management may achieve more success in the delivery of organisational strategy through project execution. [ABSTRACT FROM AUTHOR]

Project success is crucial for businesses, but the impact of virtual teams on it is still not fully understood. The global outbreak of the COVID-19 pandemic in 2020 has led to the widespread adoption of virtual environment solutions to support geographically dispersed project teams. The growth in the use of virtual or hybrid teams in projects is expected to continue, as it presents an irreversible trend. Furthermore, there has been a significant increase in interest in sustainability in project management in recent years, emphasizing the long-term perspective for project success. To address this gap and contribute to the project success theory, a quantitative study was conducted to examine the impact of stakeholder engagement, knowledge management, and sustainable practices in project management on project success in virtual work environments using structural equation modeling. Experienced Portuguese-speaking project management professionals were surveyed. No evidence was found to support the moderating role of virtual teams, concluding that the virtual nature of a team does not diminish stakeholder engagement, knowledge-sharing, or sustainability in project management and its influence on project success. This study provides valuable insights for enhancing project success in virtual work environments, as it is the first of its kind to quantitatively address the sustainable long-term approach of project success in virtual environments. [ABSTRACT FROM AUTHOR]

This study aims to: (1) find out the variables that influence people's trust in the virtual team in a project, (2) find out the relationship of these variables with people trust in the virtual team in a project, and (3) the relationship between the presence of experienced members on a virtual team in leading an organization to determine the success of a project. The experiment was conducted using online Werewolf game and collected questionnaires from 30 respondents that divided into 3 groups, i.e., (1) having experience of being leaders, (2) a combination of having and having no experience of being leaders, and (3) having no experience of being leaders. A correlation test and a comparative test were used to analyze the result. The results found four variables that could influence people's trust, i.e., (1) ability, (2) benevolence, (3) integrity, and (4) task faithfulness. All variables had a positive effect, except for task faithfulness. There is a relationship between the presence of leaders in a virtual team to the success of the project. [ABSTRACT FROM AUTHOR]

Project management has incorporated sustainability concepts, but their relationship is still widely discussed. In this article, we research key practices for incorporating sustainability in project management from the perspective of 919 Brazilian professionals with experience in the field. We used factor analysis to explore the relationship between 37 sustainability practices. The results showed that these sustainability practices can be grouped into five key practices: environmental efficiency, compliance, social responsibility, continuous improvement and lessons learned, and project success. We also used word clouds to highlight the main themes in the practices encompassed by each key practice. The results contribute to project leaders and other project management professionals directing their efforts toward improving sustainability actions related to these practices in project management processes. [ABSTRACT FROM AUTHOR]

Due to the ever-changing work environment in the age of digital transformation, project managers need to adapt to an environment which is volatile, uncertain, complex, and ambiguous (VUCA). Many organizations adopt management methods based on strict project management planning, assuming that they are the best way to succeed in any situation. However, projects may depend on flexibility to achieve success. This study aims to analyze the impact of adverse project environments on project success and the effect of the management method choice. A PLS-SEM model is tested on a survey of 332 project professionals. Findings showed that choosing a method that best fits the project's environment can help catch up on project success only when it undergoes frequent changes throughout its life cycle. [ABSTRACT FROM AUTHOR]

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Project success is dependent on multiple stakeholders' perceptions; however, current theories on project success are not translating into practice. Previous studies have duly captured or highlighted the need for the identification of critical success factors (CSFs) from multiple stakeholders' perspectives. However, most of the previous research on CSFs has been carried out in developed countries. Therefore, their applicability in developing economies needs to be explored. This study reviews the existing literature on multiple stakeholders' CSFs models for project success and investigates the existing gaps in the Indian context for project success on construction projects located in India. The findings of this paper suggest that there are few previous references in the CSFs area for project success from multiple stakeholders' perspectives in the Indian context. Very few previous studies have proposed a CSF model that is developed taking into account multiple stakeholders' perspectives, multiple project types, and multiple project procurement methods. Further, none of the models reviewed has evaluated the effects on all four performance criteria of time, cost, quality, and client satisfaction. This reveals an important existing research gap, that is, the need for the development of such a model for developing economies like India. [ABSTRACT FROM AUTHOR]

Due to the ever-changing work environment in the age of digital transformation, project managers need to adapt to an environment which is volatile, uncertain, complex, and ambiguous (VUCA). Many organizations adopt management methods based on strict project management planning , assuming that they are the best way to succeed in any situation. However, projects may depend on flexibility to achieve success. This study aims to analyze the impact of adverse project environments on project success and the effect of the management method choice. A PLS-SEM model is tested on a survey of 332 project professionals. Findings showed that choosing a method that best fits the project's environment can help catch up on project success only when it undergoes frequent changes throughout its life cycle.

Competent project managers are expected to be able to achieve project success in terms of time, quality, and costs specified in the contract. This study aims to determine the competence of project managers that has the most significant influence on the success of a construction project. The data used were questionnaires distributed to 43 respondents employed at contractor companies located in Aceh Province, Indonesia. The samples were selected using Stovin’s formula; data were analyzed using descriptive statistical methods. The results of the study showed that of ten project managers’ competence factors, the top five rankings were obtained by knowledge factor (X1) with a mean value of 4.773, problem-solving (X8) with a mean value of 4.659, technical skills (X5) with a mean value of 4.587, general skills factor (X2) with a mean value of 4.531, and attitude and behavior factor (X3) with a mean value of 4.521. The findings show that the knowledge factor was dominant among all project manager competencies necessary to implement construction projects in Aceh Province. This shows that the knowledge possessed by a project manager significantly affects the successful implementation of such projects.

The discussion of project success has expanded beyond project management and success criteria. The main cause of the failure to evaluate project performance in construction projects is the absence of a shared definition and a common set of criteria for project success. The aim of this paper is to develop a framework which includes certain success criteria to assess construction projects and allows for the calculation of a Project Success Score (PSS). The Rapid Impact Assessment Matrix (RIAM) approach is adopted and modified appropriately, providing a framework that combines primary and secondary success criteria to compute a comprehensive Project Success Score (PSS). Seventeen (17) success criteria are included in the framework, and their corresponding thresholds are formulated to determine the limits of failure of a project. The final PSS consists of five distinct classes, which range from the level of absolute success (PSS in the range of 9361 to 13,500) to the level of absolute failure (13 to 384). Finally, a web application that simulates the PSS framework is developed. The web application was tested by an end-user, in order to assess its applicability and ease of use, and the facilitation of the whole computation process of PSS was ensured. This paper provides a rational framework through which construction projects can be rapidly assessed, with the aim of highlighting the potential unsuccessful criteria in each project and increasing the probability of more effective project outcomes.

Drawing on conservation of resources theory, our study investigates whether a project manager’s despotic leadership style influences project success directly and indirectly through the underlying mechanism of project team members’ emotional exhaustion. Additionally, the moderating role of project team members’ emotional intelligence (EI) between despotic leadership and emotional exhaustion is also examined. Data were collected from the project-based employees working in telecommunications organizations (n = 250) using a time-lagged survey in three waves. The result indicates that despotic leadership has a significant negative influence on project success, and emotional exhaustion partially mediates this relationship. Moreover, conforming to a rare line of inquiry that there is a dark side to being emotionally intelligent, our findings show that the effect of despotic leadership style on emotional exhaustion is stronger when a project team member is highly emotionally intelligent. We discuss the theoretical and practical implications of these findings. [ABSTRACT FROM AUTHOR]

To reap the most advantages while maintaining the functioning of residential building projects, sustainability concepts should be included at all stages of the construction decision-making process. This research identified and investigated the barriers to the employment of cyber technology in residential construction projects in order to ensure their long-term viability. Prior research identified cyber technology barriers, which were then contextually explored using a questionnaire survey in the Nigerian construction business. An exploratory factor analysis (EFA) revealed that cyber technology hurdles may be classified into five constructs: knowledge, government, culture, project nature, and regulations. The barriers model was also built using partial least square structural equation modelling (PLS-SEM). According to the findings, project-related constraints were key impediments to the implementation of cyber technology. The findings of this study might serve as a guide for decision-makers in Nigeria's construction industry looking to decrease costs and boost sustainability via the use of cyber technology. [ABSTRACT FROM AUTHOR]

This study explores the impact of shared leadership on project success through the role of organisational innovativeness (OI) as mediator and knowledge sharing as moderator. Data were collected from a sample of 202 project directors, engineers and managers working in project-based organisations across Pakistan through a structured questionnaire. The target sample was approached through LinkedIn. Partial least structure equation modelling technique was used for the data analysis. The study finds a significant positive association between shared leadership and project success. The mediating role of OI between shared leadership and project success was also supported by the results. However, knowledge sharing did not mediate the relationship between shared leadership and project success. The findings of this study imply that shared leadership shows an imperative role in dealing with complex situations and critical decision-making circumstances that arise during the project execution directly as well as through the intervening mechanism of OI towards project success. This study significantly contributes to facilitating academician and researchers to further investigate the role of human factors toward project success. In addition, this study has significant implications for practitioners in facilitating them to increase the chances of project success in an efficient manner. [ABSTRACT FROM AUTHOR]

In the armed forces, successful digitalization is crucial to ensure effective operations. Much of the existing literature on project factors during the planning and execution phases of public IT projects do not focus specifically on military sector projects. Therefore, the paper aims to provide empirical insights into the characteristics of successful military IT projects. Data from such projects in NATO countries and agencies were collected through interviews and project documents. The findings relating to the main variable of interest, "delivery of client benefit," supported previous findings on IT project performance. Medium-sized projects performed better than small and large projects, and the agile development method delivered more client benefit than traditional methods. Client involvement apparently had a positive effect on project success. Clearly specified objectives had a statistically significant effect on project success in terms of clients' benefits. The paper contributes to the gap in research on military IT projects and broadens the project management literature's focus on time and cost to include delivery of client benefit as a success variable. The use of cross-country data provided unique insights for academics and practitioners regarding which project characteristics affect the successful development and adoption of new software by the armed forces. [ABSTRACT FROM AUTHOR]

This research investigated the crucial correlation between stakeholder engagement and knowledge management, and their role in enhancing sustainability in project management, with a specific focus on the virtual environment. With the shift towards virtual solutions due to the COVID-19 pandemic, as well as the rise of remote work, it has become increasingly important to understand how these constructs interact in this new context. Through a web-based survey questionnaire and Structural Equation Modeling analysis, we found that both stakeholder engagement and knowledge management have a significant positive effect on sustainability practices in project management. Even more interestingly, these relationships remain consistent regardless of whether the project is conducted in a virtual or traditional environment. These findings have important implications for organizations across industries, as they can use these insights to improve sustainability practices in project management by focusing on the integration of stakeholder engagement and knowledge management in the virtual or presential environment. This study is the first of its kind to quantitatively investigate this connection, making it a valuable contribution to the field. [ABSTRACT FROM AUTHOR]

One of the important debates in the world of project management is whether "Project Management" is a science or an art. A group of scientists or project management practitioners who emphasize the scientific tools and techniques used in project management claim that project management is more of a science, while another group believes that project management requires more managerial knowledge and skills and communication techniques, and therefore considers it as an art. In our opinion, the answer to this question varies from project to project, depending on the characteristics of the team and managers implementing the project, and even depending on the institution, environment and country where the project is implemented. In fact, it is possible to see both the scientific aspect of project management and the artistic aspect at the same time, although the proportion varies from project to project. In this article, our aim is not to join this discussion and state our side and present our own opinion. The purpose of this article, indeed, is to review the scientific tools and techniques used in each knowledge area of the project management, as well as presenting a summary of project management to the readers by including the artistic aspects that require more communication and leadership skills. Thus, in this article, it is aimed to quickly deal with the different aspects of project management knowledge areas that include the managerial skills. [ABSTRACT FROM AUTHOR]

Implementing a safety program is an essential step toward improving safety performance. This research aims to develop an overall project success (OPS) model for building projects through investigating the direct and indirect impact of safety critical success factors (CSFs) on OPS mediated by safety program elements. First, interviews were carried out with experts in the Iraqi construction industry, and then a questionnaire survey was utilized to obtain feedback from construction professionals. The results revealed that 20 elements are needed to confirm and improve effectiveness. These elements were categorized into four constructs: management commitment and employee involvement, worksite analysis, hazard and prevention control, and health and safety training. The analysis confirms that the relationship between safety CSFs and OPS are mediated by safety program elements. These findings offer a glimmer of hope for implementing safety programs in the Iraqi construction sector, and can also be used to enhance safety performance. [ABSTRACT FROM AUTHOR]

Effective and efficient project management is becoming a critical factor in building the value of modern organizations. This is especially true in the case of projects with huge budgets or crucial importance in the implementation of the company’s strategy or even the economy of a region or country. Project success is one of the most common research topics, but the results of these studies do not provide clear answers as to the determinants of success or failure of project activities. This article is devoted to research conducted on nearly 300 respondents, mainly from the ICT (Information and Communication Technologies) industry. The study assessed the relationship between implementing a project task and a company’s organizational culture. Given the growing importance of knowledge-based organizations in the modern economy, studying this relationship proved to be of great interest. The results confirmed a strong relationship between the organizational culture of a company and the success of ICT projects implemented by the surveyed companies. [ABSTRACT FROM AUTHOR]

Drawing on affective event theory, the current research intends to examine the link amongst despotic leadership, project success, psychological empowerment and psychological safety. A total of 706 supervisors and their staff of three project-based information technology (IT) companies located in Lahore took part in a time-lagged survey. The subjects of the study were selected through convenience sampling procedure. The theorized relationships were analyzed utilizing structural equation modeling. Findings uncovered that despotic leadership significantly affected project success. Furthermore, psychological empowerment mediated the association of despotic leadership and project success. However, the mediation of psychological safety was not significant. The research implications are deliberated. [ABSTRACT FROM AUTHOR]

The fourth industrial revolution (4IR) era also known as digital age is central to the advancement of the construction industry as the industry is currently facing a myriad of challenges, including poor productivity and project failure. Therefore, there is an urgent need for industry to adopt 4IR innovations to increase the building business's performance. The study explored the relationship between the critical barriers to 4IR innovations to foster sustainable development. The study embraced a numerical exploration approach which employed a questionnaire to obtain information from building industry experts. The questionnaire data were used to classify the 4IR barriers into policy and structure, readiness, and acquisition, using Exploratory Factor Analysis (EFA). Likewise, a predictive model was developed using Structural Equation Modelling-Partial Least Square (SEM-PLS). It explained the relationship between the barrier categories and the barriers to 4IR innovation adoption for sustainable development. The results showed that policy and structure were critical components of 4IR adoption that the stakeholders of the construction industry must pay close attention to. The study also provided valuable areas for future research to enhance 4IR innovation adoption for sustainable development. [ABSTRACT FROM AUTHOR]

The objective of this study is to analyze the effect of project team trust in project manager on project success and team job satisfaction. The survey method was used to collect data from 101 project team professionals. Data analysis was performed using R software. The results reveal that team trust in a project manager positively influences project success as well as job satisfaction. Organizations can take project manager trustworthiness into account when recruiting and training project managers and throughout the project planning and execution life span. [ABSTRACT FROM AUTHOR]

As diverse as software project stakeholders are, so are their project needs and interests. Furthermore, the criteria to measure project success are based on the stakeholder groups' various needs. It is on the basis of these diverse measurement criteria that project success has become an elusive moving target. Despite this, the measurement and achievement of project success remains a critical milestone in project management for the satisfaction of stakeholders, including software project teams (SPTs). Several research studies have reported project success or failure from various stakeholders' perspective. However, recent studies have projected SPTs as the most neglected key stakeholder group by software project managers and researchers in the project management field. Given this backdrop, conducting a systematic literature review (SLR) research study to determine if there are empirical studies that have evaluated software project success from SPTs' perspective would be of interest to many in the field. According to the study's authors there is no study that has been conducted to determine this. The study found one (1) paper, which evaluated a project based on the SPTs' success criteria, thus showing a research gap and indicating the neglect of this group of stakeholders when it comes to establishing whether software projects meet their needs or not. This study recommends that empirical studies be conducted to close this research gap. [ABSTRACT FROM AUTHOR]

Infrastructure megaprojects are increasing in size and number worldwide. Widespread shortcomings such as cost overruns, delays, litigious threats, and community opposition are now so pervasive there is a clear mandate to rethink the way we plan, deliver, and operate our infrastructure. In this context, we situate this research to understand how megaprojects can be set up for success. Data were collected from responses to a questionnaire survey, interviews, and case studies. The questionnaire was fielded by multiple agencies involved in infrastructure projects, such as engineers, construction organizations, and government delivery agencies. For qualitative insights, we conducted 30 interviews with participants from these agencies and studied cases that successfully implemented the themes identified. The results highlight the three themes with the highest impact in delivering projects successfully: (1) Improved integrated planning, business cases, and front-end engineering design; (2) efficient use of contracts; and (3) strengthening government and political engagement. This research contrasts the literature on megaproject success with data collected from questionnaires, case studies, and interviews. Collecting solutions that have solved issues effectively is an innovative aspect of our methodology, with these findings holding considerable value for ecosystem practitioners. Thus, we contribute by highlighting eight cost-effective, relevant, and efficient ways for reimagining infrastructure megaproject delivery. [ABSTRACT FROM AUTHOR]

Improving the environmental impact of the construction industry is a very significant way to achieve sustainability. The combination of building information modeling and life cycle assessment leads to improve the environmental performance of buildings. However, preliminary measures to achieve sustainability require complete knowledge and classification of building information modeling uses and environmental indicators. For this purpose, it is necessary to identify and prioritize building information modeling capabilities and environmental indicators in the early stages of design. A questionnaire was designed to survey experts in this field. By evaluating the building information modeling criteria and life cycle evaluation, using the Structural equation modeling method, it was found that 3D coordination, Phase planning, and Design reviews are the most important in the success of the project. In terms of life cycle assessment, control, and reduction indicators of Global Warming Potential, Land use impact, and Total Primary Energy, it has the greatest impact on improving the sustainable performance of a construction project. We also examined the interaction between the most effective building information modeling criteria and life cycle evaluation using the Delphi method. This approach improved project sustainability performance by reducing time, cost, resource consumption, and environmental impacts. [ABSTRACT FROM AUTHOR]

The festival and events sector comprises a wide range of stakeholders across the private, public, and not-for-profit sectors. In order to achieve stakeholder satisfaction, it is necessary to understand what is important to stakeholders, what they consider constitutes project success, and what the factors and measures of that success may be. Once identified and effectively managed, meaningful evaluation can then be undertaken to assess success on stakeholder's terms. This approach also provides an opportunity to consider value creation for stakeholders in relation to their measures of success. The purpose of this research is to develop a robust framework that enables success factors and measures to be identified and effectively measured as part of a holistic evaluation process that contributes to the identification of stakeholder value. Although research is regularly undertaken to assess impacts of festivals and their benefits to stakeholders, there can be competing agendas, project success can be interpreted in different ways with tensions and disagreements in relation to expected outcomes. Therefore, it is necessary to clearly understand stakeholder expectations, community dynamics, and visitors and residents' perceptions of impacts of festivals. A multimethod inductive approach was used to capture the motivations and influences of the stakeholders as social actors during the Tour de Yorkshire (TdY) event. Using this event as a longitudinal case study over an 18-month period, the methodology comprised of qualitative questionnaires and interviews to engage a wide range of stakeholders and used the conceptual Stakeholder Sandwich as the core model to produce a framework and methodology to generate richer data. Results indicated that this model, framework, and methodology proved to be effective for the understanding of stakeholder success factors and contributes towards the understanding of value cocreation for stakeholders in events and festivals. With the immense challenges currently facing the sector, such a framework could prove to be of significant value for practitioners and researchers alike. [ABSTRACT FROM AUTHOR]

This paper aims to compare and analyze construction practitioners' perceptions concerning the influence of project delivery methods (PDMs) and procurement methods (PMs) on various project outcomes, including team chemistry, construction quality, construction productivity, change orders, and overall project success. Using a convenience sampling survey, the research team received 94 responses from industry practitioners. Findings indicated that industry practitioners consider both PDM and PM to contribute significantly to overall construction success, indicating the need for further research regarding the interplay relationship between them. Few studies have examined the combined effects of PDMs and PMs, instead opting to keep one of the variables constant. The findings suggest that the industry lacks precise knowledge of contributions and limitations of the various PDMs and PMs, which warrants further research and highlights the need to develop and disseminate educational materials on the topic. [ABSTRACT FROM AUTHOR]

The popularity and potential of FinTech for generating business value has been highlighted in an evolving number of studies. Nevertheless, there is still ambiguity on the success of such disruptive technologies. To address this gap, this paper draws on a case study of an IT vendor in Japan. We interview key stakeholders involved in the case project to (i) explore the success factors of FinTech applications adopted by non-financial organisations, (ii) illustrate the applicability of the multi-dimensional project success framework in FinTech projects, and (iii) highlight the importance of the FinTech Project Management field that warrants further investigation. We contribute to the IT Project Management field, where we extend the theoretical background with aspects of FinTech adoption and success. We also inform practice in terms of lessons for managers to improve the existing processes and assist their organisations in business transformational initiatives using FinTech. [ABSTRACT FROM AUTHOR]