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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.

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.

This study explores the control degree in success criteria operationalization. A literature review reveals that control degree relates to two patterns operationalizing success criteria: one directed to measurement and measure selection; the other directed to operationalization through the conceptualization of a relationship between a specific factor and project success. While in both patterns tight control emerges, nevertheless a difference arises which implies that the control degree in these operationalization patterns varies. In the first pattern, control tends to be generic. The second provides opportunities to tailor the control of project success, considering the specific project and its context. Furthermore, this study shows that it is essential to include control suitability for making success criteria operationalization effective, in the sense of supporting project management to achieve project success. The theoretical contribution of this study is to link the field of project success and management control, adding that success criteria operationalization concerns control degree, i.e., tight/loose control.

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.

This study sought to investigate the effect of intrapreneurial behavior on project success dimensions. Although extant literature examines diverse aspects of influence on project success, it is silent on assessing intrapreneurial effects, even though companies target and foster such behavior. We found that the more the intrapreneurial behavior and profile increase, the greater the possibility of project success in a broad sense, regarding clients, project teams, strategies for the company’s future, commercial success, and efficiency. Latent class analysis reached three heterogeneous profiles in terms of intrapreneurship. These findings bring evidence of the importance of fostering intrapreneurial behavior on project teams, considering that members will develop it differently, leading to distinct project success outcomes in the middle and long term. Data from 411 project management participants were analyzed through exploratory factorial analysis, PLS-SEM, and latent class analysis. Finally, theoretical and managerial implications are discussed, along with the study’s limitations, and further proposed studies.

Through the lens of social cognitive theory (SCT), we formulated hypotheses and tested the mediating role of psychological empowerment (PE) in linking transformational leadership (TL) to project success (PS). A structured questionnaire was used to gather responses from 356 team members, project managers, and stakeholders. Our findings demonstrated that PE and TL had a substantial influence on PS. Furthermore, we determined that PE partially mediates the relationship between TL and PS. This study sought to give insights into this relationship and identified PE as a precondition for TL effectiveness. These findings have implications for theorists and practitioners because they assert that the association between TL and PS may be explained by psychological empowerment as the underlying mechanism. By demonstrating how leaders inspire their followers to become leaders themselves, we elucidate how these findings add to the literature on leadership. We also go into further detail about the use of leadership training. [ABSTRACT FROM AUTHOR]

The objective of this research paper is to determine the critical success factors (CSFs) influencing the success of public road construction projects from the perspective of a developing nation. A self-administered questionnaire was used to gather data on the extent to which critical success factors gathered from literature impact the success of public road construction projects from sector practitioners' perspectives in Ghana. The data was then analysed using factor analysis. The study revealed that external environmental factors have the highest influence (46.23%) on public road construction project success, followed by project management factors (12.25%) while procurement-related factors have the least impact (6.97%). Public construction project management organisations and the government will now have a deeper understanding of CSFs that influence the success of public construction projects and use them as a guide to enhance the successful delivery of public road construction projects. Even though numerous studies have been undertaken to enhance the success of construction projects in Ghana, very little attention has been given to procurement-related factors. Thus, the study outcome will add value to sector practitioners and the Government of Ghana in the management of public road construction projects. [ABSTRACT FROM AUTHOR]

The purpose and objective of this research are to analyze project success factors in the Information technology sector in Bosnia and Herzegovina. Methods that were used during the research were conditioned by the problematics that are the subject of the research. The conducted research of critical success factors is quantitative. The research construct of project success influenced by critical success factors is tested. Necessary information about critical success factors was gathered using a questionnaire. During the results analysis phase for reliability and validity testing Confirmatory Factor Analysis was used, and for hypothesis testing the Structural equation modeling. Results of the research showed that the critical factors for IT project success in Bosnia and Herzegovina are competent project managers, technical background, project team, organizational support, and stakeholders. This research represents the first analysis of critical success factors for projects in the IT industry in Bosnia and Herzegovina. The limitation of this research is a smaller sample of examinees. This is the result of insufficient development of the IT industry and project management in Bosnia and Herzegovina. [ABSTRACT FROM AUTHOR]

Now that we are witnessing a decrescendo in the Covid19 cases, and with the Covid protocols being lifted worldwide, life is returning to normalcy, let us take a helicopter view of what all Pandemic Covid19 has taught us that has made us a little wiser. We all have gone through a torrid time during Covid19 clubbed with the recent geopolitical tensions, unprecedented spikes in commodity prices, and supply chain issues which have made our lives a little more difficult affecting the way we work and the way, we live. The impact for some has been very high, some are still reeling under the threats and coping up with the build-up of anxiety levels. Today, the new reality is that crisis and disruption are here to stay, we need to adopt newer ways to survive and thrive in the changing world. Moreover, every crisis/situation/event teaches us something new and imparts us some important life lessons which collectively are termed as our experiences, here too, the challenging times have added a few more tools and techniques to our toolbox. Above all, it is well-known fact that how we use the lessons learned determines the end results which separate the men from the boys. This paper brings out the key lessons and how these have helped us during the execution of the projects. End Result Challenges are only temporary and testing times do not last long. In a dynamic world, conventional ways of working do not yield the same results achieved in past, innovativeness is the key to success. Think, Observe & Manage (TOM) is the mantra for not only surviving in the VUCA world but also a key enabler to thrive in the days to come. [ABSTRACT FROM AUTHOR]

The organizations have spent an increased amount of financial resources in systems and technology without getting all the potential of their investments or collecting the promise business benefits. Organizational success is widely defined as winning in the marketplace, and firms tend to measure this with financial and economic indicators. There is also a general agreement that although schedule and budget performance alone are considered inadequate as measures of project success, they are still important components of the overall construct. An early identification of the critical success factors (CSF) and project success criteria (PSC) during the initial project assessment is a vital start for ensuring successful project completions. This paper combines project management (PM) and benefits management (BM) practices with balanced scorecard (BSC) approach to align the projects with the organizational strategy. The usage of this mix of different management tools led to more effectiveness in project success. [ABSTRACT FROM AUTHOR]

The discipline of project management has been maturing over time, integrating positively with some organizational approaches, such as strategy and sustainable development, to meet current needs without risking future capabilities. In this sense, it is observed that measuring the success of a project only from the classic mechanistic perspective of the triple constraint: scope, time, and budget, is insufficient; this opens a space for a new variable of social progress: the creation of value. Thus, the objective of this study is to identify the degree of relationship between the success of the projects and the sustainable development approach, managing to determine through the results obtained some opportunities for improvement in light of the economic and organizational context. As a starting point for this research, a review of the literature associated with topics, such as sustainable development, value creation, and modern trends in project management, was carried out. The second step was to design and apply a structured survey to 148 Colombian companies that develop projects in different sectors, such as technology, infrastructure, and services. With the information collected, a structural equation modeling—SEM model was applied to determine the relationship between the selected variables. Finally, the results of this research showed that the success of a project that is carried out under a sustainable development approach has a positive tendency toward the creation of value. In conclusion, it is found that the four dimensions studied: impact, relevance, effectiveness, and efficiency, allow us to explain to a greater or lesser extent the success of the projects through their approach to sustainable development and value creation. [ABSTRACT FROM AUTHOR]

The advent of digitalization has brought many benefits to all sectors of the economy, including construction. When fully implemented, various Fourth Industrial Revolution (4IR) tools have the potential not only to improve project planning and execution, but also to enhance project performance. This study therefore investigated the critical factors for the adoption of 4IR technologies in the construction industry, with the aim of promoting sustainable construction project delivery. The study was conducted using a questionnaire sent to experts in the construction industry. The data collected were analyzed using exploratory factor analysis (EFA) and categorized into operational, management, and demographic variables. Partial Least Square Structural Equation Modeling (PLS-SEM) was used for model development using the four groups of data. In this way, variables that were not significant to the model were identified. Judging from the analysis, there is a need for proper user training in engineering tools in the construction industry. This is one of the drivers of the adoption of 4IR in the construction industry. In addition, the professionals, contractors, authorities, and other stakeholders responsible for managing projects in the architecture, engineering, construction, and operations (AECO) industry should ensure effective coordination and collaboration between participants in the construction industry. [ABSTRACT FROM AUTHOR]

The success rate of information systems development projects is very low. Agency theory explains the low level of project success, emphasizing that agency problems and the opportunistic behaviour of designers are the main causes of the low level of project success. The main factors of agency problems are conflict of interest between the owner and the designer, avoiding the execution of tasks, collection of private information and not using tools and techniques for project management. The research was conducted as a case study. The data was collected based on questionnaires filled out by the designers and interviews with the designers and the owner of the company. In the questionnaire, based on a five-point Likert scale, the views of the designers were expressed. Only the designers and the owner of the company took part in the examination of the views on the conflict of interest. The draft research linked the agency problems and the success of the project and the company in a systematic way. The paper claims that the opportunistic behaviour of designers can be solved with an adequate employment contract. The scientific contribution of the work refers to the rejection of new scientific facts, cognitions. In addition, a detailed questionnaire was created to collect the designer's views on agency problems and a model was created for solving agency problems and improving the success of projects and the company. Researchers, designers, and company owners will benefit from the mentioned research. [ABSTRACT FROM AUTHOR]

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Project management is primarily practitioner-oriented and loaded with many critical success factors (CSFs), and although these are well-evidenced in theory, they do not deliver as efficiently as factors of interest to project professionals during execution. The present study explores the perceptions of senior project managers (PMs) about project success, CSFs and complexity in large construction projects. Data from project practitioners were collected through semi-structured interviews and analysed using content analysis. The participants were selected with convenience sampling method given the complex understanding of the domain and included highly experienced PMs from the global community with expertise in project management. PMs perceive a small number of CSFs in contrast to the large exhaustive CSFs listed in the questionnaire surveys. Though important, traditional constraints of the Iron Triangle are considered inadequate in defining project success. Project professionals are seen as relying more on other performance indicators for defining a project as a success. They perceive complex construction projects in terms of a large number of interfaces, complex working systems and uncertainty. The findings of this paper suggest that project practitioners perceive differently about the CSFs and project success. [ABSTRACT FROM AUTHOR]

Poor performance of key stakeholders contributes to project problems such as delays, cost overruns, inferior quality, work accidents, etc. Many studies have evaluated the correlation between stakeholders and project success; however, no research has been conducted to evaluate the interrelationships among their performances, i.e how one stakeholder's performance affects the other(s) and ultimately determines the project's success. This study aims to fill this gap. A conceptual model was developed using the technique of Structural Equation Modeling (SEM) and then was tested upon empirical data from a field survey of 273 experienced practitioners on construction projects in Indonesia representing the owners (27%), the designers (15%), the supervisors (17%), and the contractors (41%). The results show that all key stakeholders have important roles in the project's success, although their contributions vary. The owner has a positive effect on all other stakeholders' performance, the designer only has a significant influence on the supervisor's performance, the supervision consultant only has a significant effect on the contractor's performance and the contractor has the greatest direct influence on the success of the project. This finding enriches the literature on stakeholder management of construction projects, especially in developing countries which is currently still sparse. [ABSTRACT FROM AUTHOR]

This study aims to evaluate the value management (VM) implementation barriers in construction projects. Consequently, information from 126 experts in the building industry was gathered via a questionnaire survey. Subsequently, the data were analyzed by exploratory factor analysis (EFA) and partial least square structural modeling (PLS-SEM). The results of EFA revealed that the VM barriers were grouped into six new constructs: client, knowledge, information, culture, resources, team members, and workshop. The barriers prioritization model was developed using PLS-SEM, and it indicated that team members are critical barriers to VM adoption. Although this study was limited to India's VM context, its findings can be applied to other developing countries yet to implement VM in their construction industries. The study enhances stakeholder awareness and an understanding of the barriers affecting the implementation of VM, including building professionals, in India. It suggests strategies and activities overcome these barriers and facilitate a higher building quality, while maintaining a reasonable price. [ABSTRACT FROM AUTHOR]

Agile practices present one approach for firms to adapt to an increasingly dynamic and competitive environment. Although prior studies have investigated performance outcomes of agile projects, agile practices’ consequences on a project team's collaborative processes have not yet been thoroughly analyzed. It also remains unclear whether practices on a higher organizational level, such as project portfolio management (PPM), support or constrain agile practices’ benefits, especially if a firm simultaneously conducts traditionally managed and agile projects. Therefore, this article investigates the role of agile practices for a project's teamwork quality (TWQ) and project success and examines the influence of organizational contingencies. Specifically, we conceptually and empirically analyze the moderating impact of PPM practices on the relationship between agile practices, TWQ, and project success. A multi-informant analysis of 378 projects nested in 100 portfolios shows that agile practices positively relate to project success through TWQ. We find that traditional PPM practices such as business case existence, strategic clarity, and operational control constrain this relationship. Our article contributes to the literature on project teams and portfolio management by providing empirical insights on the interaction between project and portfolio management practices. [ABSTRACT FROM AUTHOR]

This article assessed the relationship between psychological empowerment and project success through direct and indirect effects of knowledge sharing. The assumptions outlined in this article were built on the self-determination theory (SDT). In this article, two surveys were conducted to test the proposed hypotheses. Data for study 1 were collected from employees (N = 168) working in the Pakistani telecommunication sector, while data for study 2 were gathered from (N = 160) employees working on development sector projects. Time-lagged design was employed to minimize common method bias. As a result, psychological empowerment emerged as a critical factor for the project success both directly and indirectly via knowledge sharing. Hence, this article recommends several theoretical and practical implications for practitioners and academicians. [ABSTRACT FROM AUTHOR]

Leaders' behaviour plays an important role in project's success. This research investigates the impact of leader's dark triad of personality trait on project success. The resserach further explores the mediating role of knowledge hiding among leader's dark triad and project success. Conservation of Resource Theory (COR) is used as a theoretical framework to investigate the impact of leader's dark triad on project success. For this purpose, an online survey based on validated instruments was used to collect data from the employees (n=370) working in the IT sector of Pakistan. The measurement and structural models were thoroughly investigated using partial least square structural equation modelling (PLS-SEM). The result of the analysis indicated that the dark triad has an impact on project success. Further analysis revealed that knowledge-hiding behaviour mediated the project's success and the dark tendencies of the leaders. Considering the results, this study offered theoretical and practical implications for helping an organization to achieve project success. [ABSTRACT FROM AUTHOR]

Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today's businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders' behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager's emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers' emotional intelligence and their team members' trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span. [ABSTRACT FROM AUTHOR]

Stakeholders satisfaction, as well as an effective involvement, is of utmost importance for any mega project, when it comes to the public concerning projects this role becomes more essential. In the case of developing countries where the political, economic and administrative settings are challenging, managing all the key stakeholders satisfaction for prosperous projects becomes extremely intricated, no matter even it is about sustainable and renewable energy projects. Studies have been conducted on project governance and shareholder relationships, nevertheless, the role of power‐interest matrix in maximizing stakeholder satisfaction on renewable energy projects has not been fully explored in the literature. This research was attempted to investigate the direct and indirect influencing mechanisms of the stakeholders satisfaction in conjunction with five critical success factors (CSFs) (namely communication factors, team factors, technical factors, organizational factors and environmental factors) in the renewable energy projects. Alongside a direct link of the CSFs in renewable energy projects, an indirect influence of both the internal and external stakeholders satisfaction has been also checked in this research. A quantitative approach was used to collect the questionnaire survey based data from the professionals working in the renewable energy industry of Pakistan. A snowball sampling technique was used to collect a total of 565 valid responses from the professionals working on medium and large scale renewable energy projects. The structural equation modelling (SEM) technique was used to perform the data analysis and provide inferences between the direct impacts of CSFs and indirect influences of internal and external stakeholders satisfaction in the renewable energy projects. The first stage of the SEM analysis depicts the direct impacts of the CSFs on renewable energy projects. However, in the second stage, though the mediating role of internal stakeholders satisfaction was observed in between all the CSFs and project success, external stakeholders satisfaction was found to be significantly mediating only between the communication factors and environmental factors, and renewable energy project success. Though the findings provide useful guidelines for the professionals, policymakers and administrators that in order to have prosperous renewable energy projects the influence of both the internal and external stakeholders satisfaction is important alongside CSFs, however, the role of internal stakeholders satisfaction is more critical to consider for such sustainable projects. [ABSTRACT FROM AUTHOR]

Effective project management has contributed to successful operations and process management. The goal of this article is to look at the link between a project's success (PS) and the amount of intellectual capital (IC) an organization has. Instead of being reactive to measuring the cost, timeliness, and quality (customer requirements), a more predictive indicator of a project's success is needed. Nearly 300 people who work in the field of digital (information and communication) technology took part in the survey research. The survey contains 88 questions. Several statistical techniques are utilized for the data analysis. Based on the comprehensive surveys, the findings show the strong possibility for IC to be adapted as a predictor of the success of investment projects, especially for digital upgrade and improvement. IC plays a key role in assuring the effective (and successful) project management. The study highlights the impacts of effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether IC contributes to a PS. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), IC should be considered as a prediction for the project management's success. The survey was addressed to selected companies from the ICT industry (IT projects). The sample selection is based on non-probability sampling. The author's method of converting the respondents' answers into binary form was adopted. [ABSTRACT FROM AUTHOR]

We sought to identify and examine the critical success factors (CSFs) necessary for incorporating cyber technology into residential building projects to augment operational performance and sustainability. An iterative two-stage approach was adopted to explore the phenomena under investigation. General CSFs for cyber technology were first identified from the extant literature, and subsequently explored using primary questionnaire survey data accrued from professionals within the Nigerian building industry. The survey results illustrated that the availability of sensors, good communication networks, mobile devices, and device layers and the creation of workable virtual modes are the main critical success factors for adopting cyber technology. Moreover, Gini's mean difference measure of dispersion showed that the success factor in stationary cyber technology adoption is government support. The study's findings guide building industry stakeholders to embrace cyber technology to improve cost and sustainability performance in the Nigerian building industry. Due to the originality of the findings of this study, a strong basis is provided for critically evaluating and analyzing the many vital aspects of cyber technology success. [ABSTRACT FROM AUTHOR]

This study empirically examines the success determinants that instigate or contribute to project success and empirically evaluates the levels of importance at which the ascertained determinants contribute to project success in China. Based on a literature review and interviews, a questionnaire survey used to gather a total of 129 valid responses was gathered from megaproject experts who have worked on at least a billion RMB (approximately USD 0.14 billion) worth of projects in different provinces. Moreover, factor analysis was adopted to explore and identify the underlying relationships among the identified critical success factors. The top three success factors were adequate communication and coordination among related parties, cooperation and strong support from local governments and partnering/relationships with key stakeholders. Six constructs were developed from thirty-five success variables using the Factor Analysis tool, with the topmost-ranked construct being organisational-related factors. This paper can provide valuable insights and a holistic critical success factor framework concerning construction megaproject management. Particularly, it contributes to a deepened understanding of the megaproject's success factors and helps project stakeholders to manage megaprojects more effectively. Additionally, this study could serve as the premise for further empirical research on determining factors of megaproject success in different contexts. [ABSTRACT FROM AUTHOR]

Project-based learning (PBL) is one of most common teaching strategies in design education. With the complexity in design projects, PBL is usually accomplished in groups. The final project success depend on both technical capabilities and individual personalities: personality types and communication styles. Although previous studies have investigated the relationship between personalities and project success, the relationship between the composition of personalities and project success among design students has yet to be examined. Student personalities were studied based on students' response to the personality assessments, Myers-Briggs Type Indicator (MBTI) and the four-type communication model. Project success was recorded in both PBL and individual learning processes for comparisons. Results show that project success is positively correlated with group compositions that have a balanced proportion of Judging (J) and Perceiving (P) members, and negatively correlated with compositions that have an even proportion of Extrovert (E) and Introvert (I) members. Results also show that group compositions that have members with leadership qualities (the Rational temperament and the Director communication style) are more likely achieve success. Comparisons between project success in PBL and individual learning processes indicate that students with specific personalities (the Guardian and the Relator) perform significantly better in individual assignments than group assignments. The purpose of this study is therefore two-fold; first, to study how the different compositions of personalities could explain group dynamics and influence project success and second, to highlight that PBL might be more suitable for some students than others. This study concludes that with an understanding of students' personalities, teachers can create groupings to maximize the potential of PBL and, at the same time, provide individual learning activities to enable equal opportunities for all students to achieve success. [ABSTRACT FROM AUTHOR]

The criteria that define project success change from one project to another, also from organization to organization, making success contextual for both the project organization and its stakeholders. This paper proposes a way to bridge this gap between what project success means to an organization and to its stakeholders in the context of Research and Development (R&D) projects. To achieve this, the available literature on project success has been analyzed to convert the different aspects identified into tangible units, allowing us to define and analyze the success criteria of a project in different dimensions. Subsequently, using Q-Methodology, which allowed us to determine among subjective opinions of Project Managers (PMs) of a project-based organization and their internal stakeholders, we will determine which criteria, within the previously identified dimensions, they consider as the most important for the success of a project, aiming to identify common success criteria that can be measured and controlled in the projects. Achieving the project goal, customer satisfaction regarding the quality of the activities, and knowledge generation turned out to be the most important criteria for PMs and stakeholders. [ABSTRACT FROM AUTHOR]

Computing software plays an essential role in almost every sector of the digital age, but the process of efficient software development still faces several challenges. Effective software development methodology can be the difference between the success and failure of a software project. This research aims to evaluate the overall impact of Agile Software Development (ASD) on the individual, organizational, software development, and project management dimensions. For this purpose, we surveyed several software development professionals from a variety of backgrounds (experience, location, and job ranks) to explore the impact of ASD on the IT industry of Pakistan. Our analysis of the collected information is two folds. First, we summarized the findings from our surveys graphically clearly show the opinions of our survey respondents regarding the effectiveness of the Agile methodology for software development. Secondly, we utilized quantitative measures to analyze the same data statistically. A comparison is drawn between the graphical and statistical analysis to verify the reliability of our findings. Our findings suggest the existence of a strong relationship between effective software development and the use of Agile processes. Our analysis shows that the job fit of software development professionals and ASD are critical factors for software development project success in terms of cost, quality, stakeholders satisfaction, and time. Although the study focuses on the IT industry of Pakistan, the findings can be generalized easily to other developing IT industries worldwide. [ABSTRACT FROM AUTHOR]

Megaprojects have been redefined as dynamic collaboration networks, which are characterized by the strength of the ties between teams. In China, megaprojects have long been criticized for low productivity, poor project implementation processes, and inter-team confrontation. Few studies in the construction domain have explored the relationship between the strength of ties, inter-team conflict, and project success. This research aims to investigate the relationship between the strength of ties, inter-team conflict, and project success in megaprojects. Strong ties and weak ties reflect the strength of ties. Inter-team conflict is measured by task-related conflict and relationship-related conflict. A questionnaire survey was conducted on Chinese megaprojects, and 306 questionnaires were collected. The data were analyzed by a structural equation model. The results indicate that strong ties positively impact task-related conflict while negatively impacting relationship-related conflict. Weak ties positively impact inter-team conflict. Task-related conflict and relationship-related conflict have positive and negative effects on project success, respectively. The effect of the strength of the ties on a project's success is mediated by conflict. This study adds to existing research on the strength of ties and emphasizes the significance of megaproject network governance. The results reveal the constructive effects of the strength of ties and task-related conflict, as well as the non-constructive effects of relationship-related conflict. This provides a reference for megaproject managers to implement project governance. [ABSTRACT FROM AUTHOR]

The construction sector has not been altogether successful in adopting automated systems. Related research on artificial intelligence has mainly been confined to the development of software models for a specific subset of construction work. This study aims to identify whether artificial intelligence is a potential critical success factor for construction project success. Data were collected through semi-structured interviews and analyzed using content analysis. The interviewees were selected on the basis of convenience and included highly experienced project managers from the global community with expertise in project management working on large construction projects. Our research shows that senior project managers perceive artificial intelligence as different from information technology and advanced project management software. Major drawbacks of artificial intelligence were found to be (i) lack of soft skills, (ii) lack of intelligence to interpret things in various ways like human beings, and (iii) lack of human relationship capabilities, including the ways people manage projects. The interviewees believe that artificial intelligence is still years away from becoming self-aware. This study improves the understanding of artificial intelligence as a success factor for construction projects and provides future directions for research in this field.

This study aims to assess whether students at schools implementing Project SUCCESS (PS) have different substance use and mental health outcomes than those at schools not implementing PS. Surveys were administered to 18,151 middle and high school students from 29 school districts and 50 schools. Multivariable logistic and linear regressions controlling for individual- and school-level characteristics were used. Students at schools with PS had lower odds of past month cigarette use, vaping, alcohol use, marijuana use, past year suicide ideation, and had fewer depressive symptoms relative to students at schools without PS. Findings suggest students at schools with PS may be less likely to engage in substance use and less likely to experience mental health challenges than students at schools without PS. [ABSTRACT FROM AUTHOR]

This study examines the impact of project-management practices on high-growth small and medium-sized enterprises (HG SMEs) from a systems perspective, utilizing structural equation modelling (SEM) and data from a diverse SME sample. It investigates the intricate relationships among several factors: project management system support, project-management processes, stakeholder involvement, project management success, project success, and HG SME growth. Our findings highlight the substantial positive influence of project-management processes and stakeholder engagement on project management success. These factors subsequently contribute significantly to both project success and the overall growth of HG SMEs. Notably, project management system support does not exhibit a substantial influence on these success factors. Furthermore, our research uncovers important indirect effects. Project-management processes indirectly impact both project success and HG SME growth, underscoring their central role. Similarly, stakeholder involvement indirectly influences HG SME growth through its impact on project success, emphasizing its significance. This study contributes to the existing body of knowledge by emphasizing the critical roles of project-management processes, stakeholder engagement, and project success as drivers of SME growth. These insights have valuable implications for SME managers, project leaders, and policymakers, highlighting the essential nature of effective project management in shaping the growth trajectory of SMEs.

Projects are undertaken in all science, engineering, and technology fields to achieve strategic and tactical goals. It is evident from the literature that projects are becoming more complex day by day, making project complexity a domain for current research. The objective of this study is to evaluate project complexity using a systematic, comprehensive, and widely accepted definition that can capture the multidimensional nature of project complexity and its impact on project success. Therefore, an integrative systemic framework has been selected to define project complexity considering seven key dimensions: context, size, diversity, autonomy, connectivity, emergence, and belonging. The study employed structural equation modeling to analyze project complexity, its dimensions and their relationship with project success for complex engineering projects. After an extensive literature review, a validated questionnaire was developed and used to obtain responses from different countries (Pakistan, China, UAE, UK, USA, and others) in the engineering fields of aerospace, design, manufacturing, oil and gas, IT, and construction. The work shows that project complexity has a negative impact on project success for complex engineering projects. Further, analyses examined the relationship between project success and the seven dimensions of project complexity. The significance of this study lies in its evaluation of project complexity using a systematic and comprehensive definition which is different from previous studies and brings more clarity and understanding of the underlying mechanisms and causal relationships between project complexity, project success and their related factors. The findings suggest that careful consideration of these dimensions and their factors can help project managers better understand and navigate project complexity and ultimately improve project success rates.

Project manager competencies have been widely discussed in the literature. Although many works present lists of competencies for project managers, specific competencies for smart buildings were not found. This work aimed to identify the main competencies of project managers for the management of smart building projects. The methodology consisted of a two-step approach using the guidelines of preferred reporting items for systematic reviews and meta-analysis (PRISMA) to perform broad and detailed bibliographic research. Initially, a literature review was carried out to identify the main research fields related to the management of smart building projects and the specificities of these fields that can influence the management of this type of project. Next, these specificities were related to the competencies of project managers mentioned in the literature, to identify a set of more relevant competencies for project managers of smart building projects. The results showed that the main research fields are related to scope, risks, costs, schedule, technologies and systems, sustainability, and general characterization, which consider objectives, barriers, challenges, and regulations. They also showed that the most relevant competencies for managing smart buildings projects are technical competencies, leadership, communication, budgeting, attitudes toward risk, strategic management, organization, and specifying real requirements. These findings show the importance of hard and soft skills for managing smart building projects.