scholarly journals Applying Social Network Analysis to Identify Project Critical Success Factors

2020 ◽  
Vol 12 (4) ◽  
pp. 1503 ◽  
Author(s):  
Marco Nunes ◽  
António Abreu
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Critical Success Factors ◽  
Success Factors ◽  
Dynamic Interactions ◽  
Critical Success ◽  
Project Lifecycle ◽  
Collaboration Types

A key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factors regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) teamwork efficiency) by analyzing delivered projects, and second, using those identified critical success factors to provide guidance in upcoming projects regarding the five project collaboration types.

scholarly journals Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships

2021 ◽  
Vol 13 (11) ◽  
pp. 6347
Author(s):  
Marco Nunes ◽  
António Abreu ◽  
Célia Saraiva
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Research Literature ◽  
Management Tools ◽  
Dynamic Interactions ◽  
Major Factors

Projects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application.

Identify project corporate behavioral risks to support long-term sustainable cooperative partnerships.

2021 ◽  
Author(s):  
marco nunes ◽  
Antônio José de Abreu Pina
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Two Dimensions ◽  
Corporate Behavior ◽  
Proposed Model ◽  
Project Lifecycle

Projects can be seen as the crucial building blocks whereby organizations execute and implement their short, and long-term strategic vision. Projects are thought to solve problems, drive change, satisfy unique needs, add value, or exploit opportunities, just to name a few. In order to successful deliver projects, project management tools and techniques are applied throughout a project´s lifecycle, essentially to efficiently and in a timely manner, identify and manage project risks. However, according to latest reviewed literature, projects keep failing at an impressive rate. Although research in the project management field argues that such failure rate is due to a huge variety of reasons, it highlights particular importance to a still underexplored and not quite well understood (regarding how it emerges and evolves) risk type, that may lead projects to failure. This risk type, called as corporate behavioral risks, usually emerge, and evolve as organizations work together across a finite period of time (for example, across a project lifecycle) to deliver projects, and is characterized by the mix of countless formal and informal dynamic interactions between the different elements that constitute the different organizations. Understanding the extent to which such corporate behavior influences project´s outcomes, is a breakthrough of high importance that positively impacts two dimensions; first, enables organizations that deliver projects (but not only), to increase the chances of project success, which in turn is a driver of sustainable business, because it allows the development and implementation of effective, and timely corrective measures to project´s tasks and activities, and second, it contributes to the scientific community (on the organizations field), to generate valuable and actionable new knowledge regarding the emergence and evolution of such cooperative risks, which can lead to the development of new theories and approaches on how to manage them. In this work, we propose a heuristic model to efficiently identify and analyze how corporate behavioral risks may influence project´s outcomes. The proposed model in this work, lays its foundations on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), and will quantitatively measure four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust) that usually emerge as projects are being delivered, by applying the theory of social network analysis (SNA), more concretely, SNA centrality metrics. The proposed model in this work is supported with a case study to illustrate its implementation across a project lifecycle, and how organizations can benefit from its application.

scholarly journals Identify project corporate behavioral risks to support long-term sustainable cooperative partnerships.

2021 ◽  
Author(s):  
marco nunes ◽  
Antônio José de Abreu Pina
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Two Dimensions ◽  
Corporate Behavior ◽  
Proposed Model ◽  
Project Lifecycle

Projects can be seen as the crucial building blocks whereby organizations execute and implement their short, and long-term strategic vision. Projects are thought to solve problems, drive change, satisfy unique needs, add value, or exploit opportunities, just to name a few. In order to successful deliver projects, project management tools and techniques are applied throughout a project´s lifecycle, essentially to efficiently and in a timely manner, identify and manage project risks. However, according to latest reviewed literature, projects keep failing at an impressive rate. Although research in the project management field argues that such failure rate is due to a huge variety of reasons, it highlights particular importance to a still underexplored and not quite well understood (regarding how it emerges and evolves) risk type, that may lead projects to failure. This risk type, called as corporate behavioral risks, usually emerge, and evolve as organizations work together across a finite period of time (for example, across a project lifecycle) to deliver projects, and is characterized by the mix of countless formal and informal dynamic interactions between the different elements that constitute the different organizations. Understanding the extent to which such corporate behavior influences project´s outcomes, is a breakthrough of high importance that positively impacts two dimensions; first, enables organizations that deliver projects (but not only), to increase the chances of project success, which in turn is a driver of sustainable business, because it allows the development and implementation of effective, and timely corrective measures to project´s tasks and activities, and second, it contributes to the scientific community (on the organizations field), to generate valuable and actionable new knowledge regarding the emergence and evolution of such cooperative risks, which can lead to the development of new theories and approaches on how to manage them. In this work, we propose a heuristic model to efficiently identify and analyze how corporate behavioral risks may influence project´s outcomes. The proposed model in this work, lays its foundations on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), and will quantitatively measure four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust) that usually emerge as projects are being delivered, by applying the theory of social network analysis (SNA), more concretely, SNA centrality metrics. The proposed model in this work is supported with a case study to illustrate its implementation across a project lifecycle, and how organizations can benefit from its application.

scholarly journals EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals EARLY WARNING SYSTEM IN MANAGING WATER INFRASTRUCTRE PROJECTS

2019 ◽  
Vol 25 (6) ◽  
pp. 531-550
Author(s):  
Mariela Sjekavica Klepo ◽  
Mladen Radujković
Keyword(s):  
Project Management ◽  
Early Warning ◽  
Final Stage ◽  
Early Warning System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Warning System ◽  
Infrastructure Projects ◽  
Critical Success

There is a continuous need to improve existing project management decision-making support models, particularly those for monitoring and control are needed to increase chances for success. In this paper, potential of early warning in project management was focused, along with its connection to project success via project success factors. First, a systematic literature review was conducted, along with the focus group method, in order to identify project success factors. The selected success factors were also collected on 93 water infrastructure projects through a survey. By the means of linear regression analysis, critical success factors were finally determined. The results were integrated in the early warning system algorithm, composed by three modules – detection, validation and response module. The response module is composed by three dimensions: 1) risk, constraint and change management, 2) incorporation of project management competences and 3) application of project management methods, tools and techniques. The proposed early warning system was tested on three infrastructure projects. The results confirmed that improved early warning system can contribute in increase of project management success. As original database is composed by projects from only one country (Croatia), in the final stage of the research proposed approach was checked in five countries from the Central or South East Europe (Czech Republic, Slovenia, Serbia, North Macedonia, Bosnia and Herzegovina). The results from the final stage confirmed potential of the proposed approach as declared originally, so it is reasonable to expect success in early warning system’s implementation due to similarities of critical success factors on projects as well as project management problems in general, that countries in regions share. This research presents new and creative way in linking early warning and project success, as well as interpretation of early response through different dimensions in project management. Also, based on the results of this research, it is possible to create a useful practical tool for managing other types of projects.

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

2016 ◽  
Vol 38 (2) ◽  
pp. 261-281
Author(s):  
Bálint Blaskovics
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Personal Characteristics ◽  
Critical Success ◽  
Success Criteria ◽  
The Impact ◽  
Management Attitude

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

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