1.

IMPROVING PROJECT SUCCESS: A CASE STUDY USING BENEFITS AND

PROJECT MANAGEMENT
Jorge Gomes, Mario Romaov
This case study sought to answer on how can they improve the success of their projects
using the nemefit and project management approach. It was stated in here that project success is
an important matter when talking about project management. However, a sound criteria is
needed in order to attain best results in determining the success of a certain project. Businesses
or organizations can never determine or attain absolute project success since success can only be
determined depending on the views or prespectives of the people or employees inside that
organization.
They used two criteria two determine project success which are the project success
criteria and the critical success factors. Project Success Criteria is used to measure project
success while the Critical Success Factors are the factors or components that are present and
therefore affects the results of achieving success criteria. There were five components for the
Project Success Criteria which are the time, cost, technical requirements, customer satisfaction,
and objectives achievemnet. While the components presented under Critical Success Factors
includes Scope Control, Team Engagement, Risk Management, Market Impact, Financial
Resources, Top Management Support, Resource Availability, and Business Opportunity.
It was concluded in this study that project management is neither a necessary
measurement, nor a satisfactory condition to detrmine project success of a business or an
organization. they stated that it is more important to consider the downstream effect of the
project and the final outcome of the product or any service. Using the criteria of time, cost, and
quality is already outdated and must look more for a more standardized criteria.

2. PROJECT MANAGEMENT MATURITY MODELS – A CRITICAL REVIEW A

CASE STUDY WITHIN SWEDISH ENGINEERING AND CONSTRUCTION
ORGANIZATIONS
Backlund F., Chroneer D., Sundqvist E.
In this case study, the significance or contribution to organizational improvement of
Project Management was questioned by saying that it was unclear. Researchers in here tried to
answer that theory by conducting their study within the Swedish engineering and construction
organizations. They did an interview with seven respondents wherein the respondents are
actually project managers of an intensive projects. Howeveer, they found out that the there are
limited enginnering and construction organizations that uses the concept of project management
that is why they suggested to conduct further research.
The results have shown that construction companies that they have interviewed are
actually not utilizing the concept of Project Management since they they did not know its
concept in the first place and for some, the use of this concept is too demanding when it comes to
resources. They also found out that some companies does not use the concept of Project
Management because their organization is too slim to utilize it.
Also according to the survey, some companies may have use Project Management but the
system or the model was not standardized and for some reason the plan and processes were not
accomplished based on the model or the plan. They had failures when it comes to carrying out
their plans because for some reason it is too confusing for them and the members does not have
enough access to the plans wherein only project leaders are the only ones who are informed of
the overall plan needed to carry out.

3. PROJECT MANAGEMENT IN SMALL TO MEDIUM-SIZED ENTERPRISES

J. Rodney Turner, Ann Ledwith, John Kelly
It is undeniable that projects and project management creates a significant contribution in
a country’s economy and from the analysis of the reserachers in this study, they conlcude that
SMEs do require lite types of project management and also that requires different versions
depending to their sizes of course.
It was determined ithat for the firms that they have interviewed, factors such as client
consultation, planning, monitoring and control, and resource allocation are very important
determinants of project success. Specifically for the service industry, senior amangement support
and risk management are also an important factor.
They further emhasized that firms or companies must use lite versions or types of project
management techniques since it will greatly dtermine or affect succes for their projects. Lite
versions that fits their type of service and their size will help them compliment and achieve more
project success. Adiition to that, they must also only receive or take enough projects that they
can take depending to their company size.

4. PROJECT MANAGEMENT: A CASE STUDY OF A SUCCESFULL ERP

IMPLEMENTATION
Fegal Carton, Frederic Adam, David Sammon
The argued in this paper that success rates of enterprise resource planning
implementations is not considered as high or any great. This is because there is not enough or
preparational activities and the use of inappropriate peoject management. So, in here, they
presented a case study of a successful enterprise resource planning implementation.
They conducted a case study in the Pharma Inc. through the lens of PMBOK framework.
It was thereofre found out that the project governance and the need for multi-level structure
spanning is an important thing. They also stated that dual cycle of exploration or negotiation
leading to a stable corporate template can greatly boost the success rate of ERP projects. There
must also be a balance when it comes to local specificties and the need for standardizing business
processes.

5. EXPLORING THE SUCCESS FACTORS OF PROJECT MANAGEMENT

Dr. Md. Mahfuzul Islam Shanim
In this research, Shanim stated that the key determinants to success will always be
debatable it is because they used only one criteria in determining project success that will most
likely fit the project type that was implemented. Sometimes some projects requires a different set
of indicators to determine its achievement of success.
The author discussed that the it is a significant thing to have project techniques so that an
organization or a team can achieve proeject success. It was also further emphasized that it is not
the performance that actually we should focus on but on how did the project met the criteria that
was set. The more that the project management strategies were used, the more we can determine
or achieve the project’s success.
According to their discussions, there are important factors that must be noted to most
likely ensure proeject success. This includes the integrative role of the team and the project
manager. Ideally, the customer or consumer should never have any interaction with the process
of making the project and the team leader must be the key person who should always monitor the
progress of the project. It was further explained that the project leader are linked to almost all the
elements needed for project success such as the expertise, the requirements needed to evaluate
the success of the proejct, delegation of authority, trade ability, and competence.

6. IDENTIFYING THE KEY PROCESS FACTORS AFFECTING PROJECT

PERFORMANCE
Soren Lindhard, Jesper Kranker Larsen
They stated that firms or organizations mostly use the concept of performance output
regarding cost, time, and quality to dtermine or measure success. However, attaining success is
still difficult although some research showed mapping or success and failures of other projects
already. That drove them to identify some factors that affect performance and project success in
construction processes.
In this study, respondents were divided into three from owners, consultants , and
contractors. The respondents were given survey questionnaires containing 25 factors that wered
divided into five sub-areas which are project coordination, communication, trust and shared
objectives, alternatives forms of cooperation, and sharing of experience. They ranked all these
factors with the most important ones topping the list.
The list revealed that knowledge sharing and communication to improve cost, time, and
quality performance is where project managers should focused on. The three groups of
respondents, however, find identifying knowledge sharing and communication as the most
important areas since they believe that this will reduce the risk of project failure and increase the
success of their project. While owners ranked consistent and correct project documents as top
one while external accumulation and sharing experience, procedure for experience gathering,
adequate use of knowledge sharing, and well-functioning communication followed their list.

7. KEY PROJECT PLANNING PROCESSES AFFECTING PROJECT SUCCESS

Eshetie Berhan, Birhanu Beshah
This study examined the correlation first between the planning input factors which
includes human factors, managerial factors, technical factors, and organizational factors with the
planning process including time, cost, risk, scope, quality, human resource, integration, and
communication. They also correlated the planning processess with project success which
involves cost, time, and quality.
This mainly identified the project planning activities that is more likely to affect the
success of the project. It was found out that human factors does not have anything to do with the
project activities which means that the project manger and team experiences does not affect vita
activities as well. It was concluded that the project leader or manager must focus more on input
factors such as the technical factor, management factor, and organizational factor.
Among the nine different activities, the researchers dictate dthat only three of them can
be considered significant for the success of proejects. These three includes the time, cost, and
risk. However, they say that it may vary depending on the specific industry implementing the
project.

8. A PRACTICAL USE OF KEY SUCCESS FACTORS TI IMPROVE THE

EFFECTIVENESS OF PROJECT MANAGEMENT
Angela Clarke
In this study, it was stated that more companies are considering the effectiveness of using
project management tools and techniques already. May have been satisified with its benefits and
advantages. However, it was emhasized that they must avoid being too much occupied of using
those tools and instead, use it correcly to shift their focus on more critical issues.
They identified the key factors to project success in this study which includes
communication throughout the project, clear objectives and scope, breaking the project into “bite
sized chunks” and using project plans as working documents. These are the key factirs to success
that if handled with a great practicality and appropriate tools, it will surely achieve project
success.
By using good versions of approaches, methods, and activities, these identified key
factors will surely lead to successful project management. There is just a need to adopt a method
that will fit every considering element in their firm and the project itself. They further suggested
that the use of holistic approach when it comes to project management and then trying to apply it
with the Pareto pronciple for the key success factors will provide more soultions and bring
success for their projects.
9. CRITICAL SUCCESS FACTORS OF THE PROJECT MANAGEMENT IN
RELATION TO INDUSTRY 4.0 FOR SUSTAINABILITY OF PROJECTS
Jaroslav Vrchota, Petr Rehor, Monika Marikova, Martin Pech
In this study, they tried to identify the critical success factors of the project management
in relation to Industry 4 for sustainability of projects. They aimed to analyze the relationship of
of the identified success factors to Industry 4, human resources, and sustainability. Also, they
tried to determine the possible interconnections of these variables.
They presented indicators of project performance that can be used to determine project
success. this includes quality of construction, construction costs, time needed for contrsuction,
and prediction of construction, failures, and ime pressue. Results of their study shows that soft
factors are significant to the success of the implemented projects. Businessess must always
consider human resource management, and management to be a key area. The best critical
factors as rated were Leaership and Experiences and Employees and Flexibility.
They also showed that companies that uses project management tools believes more to
Industry 4 in achieving sustainability. However, these findings that they got must not be
generealized for large enterprises and SMEs too. They also showed that the benefits of Industry 4
were clearly seen by these companies.

10. CRITICAL SUCCESS FACTORS AFFECTING PROJECT PERFORMANCE – AN

ANALYSIS OF TOOLS, PRACTICES, AND MANAGERIAL SUPPORT
Thawatchai Jitpaiboon, Sheila M. Smith, Qiannong Gu
This study examined some success factors for a team project. They tried to test the effect
of these three factors which includes project management tools, project management best
practices, and managerial support on the performnance of the individuals, teams, and projects.
In their analysis, it was revealed that the mentioned success factors responds more to
each individual in every team member’s performance and project performance. They find that
project management tools, project management best practices, and managerial support are with
uqual importance for a project’s success.
Moreover, they find that harmonious relationship between members or the team players
will drive them to be more inspired and have better work motivation that will help enhance their
porject performance. However, they emphasized that most of the time, it is not the indiidual
players who causes project failure but the system so they suggested that project manager or
leaders must always create a clear plan of action an clear agenda by using sound project
management tools.