Investigation on Project Management Performance Using Knowledge Project Management Performance Assessment Model : A Pilot Study (original) (raw)
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Investigation of Predictor Factors in Project Management Performance
2012
The purpose of this study is to investigate which factors as a predictor of project management performance (PMP) using knowledge project management performance assessment (KPMPA) model. Questionnaires were developed to measure each construct and distributed using simple random sampling technique at Information Communication & Technology (ICT) Company in Klang Valley, Malaysia with 409 respondents. The result of SEM analysis shows that project life cycle (PLC), teamwork task competency and project knowledge were significantly predicts PMP. Test of fitness indices indicated that the model is in a good fit and test of moderating effect of project knowledge on research model indicated that all hypotheses were supported.
Factors That Influencing Project Management Performance: A Review
w. International Journal of Academic Research in Business and Social Sciences, 2021
Optimal project performance is vital to success and avoid delay. Assessing projects improve their performance by providing accurate feedback to team members and managers. To construct an assessment tool that is both valid and reliable, it is necessary to understand what should be measured .The purpose of this paper is to introduce a review on how to measure performance in the project and to determine factors that influenced the project performance. The present paper focuses on the importance of project performance and the factors that influence on project performance. It also offer valuable information to the researchers in the field of project management. The outcome of this study introduces a literature review for project performance according to the previous studies in the field of project management. The analysis of the literature contributes to the body of knowledge on the subject of project management and factors that influenced project performance.
The literature on Project Management (PM) shows that, in spite of advancement in PM processes, tools and systems, project success has not significantly improved. This problem raises questions about the value and effectiveness of PM and PM systems. This paper reports a research study which tests the relationship between PM performance and project success drawing from empirical data on PM professionals working in UAE project-based organisations. Multi-dimensional frameworks are validated and used in this study to measure PM performance and project success. A total of 154 completed questionnaires were analysed. Bi-variate correlation and multiple regression tests found a positive influence of PM performance and its contributing variables on project success. Additionally, new variable relationships that have not previously been identified are explored between individual variables of PM performance and project success.
Significance of project management performance assessment (PMPA) model
International Journal of Project Management, 2009
Bryde (Bryde JD. Modelling project management performance. Int J Quality Reliab Manage 2003;20(2):229-25) has presented project management performance assessment (PMPA) model. The model proposes six criteria for assessing PM performance; based upon the EFQM business excellence model. This paper examines what is the level of impact of these criteria over the project management performance (PMP) in Pakistani listed organizations. This paper also examine the scope of the association within different criteria of project management performance assessment (PMPA) model and with project management performance (PMP) in the Pakistani listed organizations and whether this association is significant, furthermore it investigate that to which extent different characteristics of PM performance, correlate with each other and with project management performance (PMP). It is concluded that the PMPA model have a potential use as framework to assess the project management performance, by conducting empirical study and checking the impact, correlation and association of the criteria of PMPA model and PMP.
Effect of Project Management on Project Success
Australian Journal of Business and Management Research, 2012
This study evaluates the effects of project management on project success in Blackstone Construction Company. The study adopted a survey research design, using a combination of stratified and judgmental sampling techniques, A structured questionnaire was administered on 40 top and middle levels management staff of the company. The scales in the questionnaire were content validated, and has a reliability correlation coefficient of 0.11.The data collected was analyzed using descriptive statistics and Chi−Square distribution. The research findings reveal that there is a relationship between project quality and business success, Project quality and technical success. The study also reveals that there is a significant relationship between Project cost and acceptability by clients. It was therefore recommended among others that total project cost on the side of clients should be minimized by ensuring that the project manager is innovative enough and creative in the apportion of project co...
Introduction to Research Handbook on Project Performance
Edward Elgar Publishing eBooks, 2023
Without exception, an organization typically strives to create value for its shareholders by achieving its strategic objectives, thereby creating a healthy profit. More often than not, projects are the instruments by which an organization pursues accomplishment of its strategic objectives. While achieving strategic objectives or higher profit, projects are driven by project management principles of effective and efficient use of resources. This is where project performance assumes great importance. Project performance also aims to improve the success of a project and project management. Project success is seen from the perspectives of the project sponsor, the client, and the end user, whereas project management success is important for the project manager and the project team who focus on completing the project faster, better, and cheaper while accomplishing all the project objectives and goals. The successful efforts of the project team lead to project success in terms of project deliverables meeting clients' expectations such as cost, time, quality, and value. Both project success and project management success depend on a variety of factors. In spite of recent advances in the project management profession-largely due to efforts led by professional associations such as the Association for Advancement of Cost Engineering International (AACEI), Project Management Institute (PMI), and International Project Management Association (IPMA)-research efforts suggest that many projects fail. One of the main reasons for this failure is the absence of a desired level of project performance. Effective project performance also underlines the important role of a project manager. Specifically, the project manager's leadership role is of great importance in motivating people and creating an effective working environment for the project team to meet emerging challenges in today's global economy. Further, sustainability has become undeniably important; along with ensuring profits, projects need to consider thought-leadership practices for both people management and minimizing the impact on our planet's environment. This research handbook presents a number of chapters written by accomplished researchers and the topics vary widely. We organized them into three parts. The first part, "Backdrop," includes this chapter as an introduction to the book and chapters that deal with project performance concepts and methods. The second part, "Tactics, Strategies, and Risks," presents a series of chapters on the tactics, strategies, and risks associated with project performance. Finally, the third part, "Next Practices," includes chapters that deal with next practices and new trends in project management that can have a major impact on project performance. CHAPTER 2 Ahmed outlines the current understanding of project performance measures and metrics from a project management perspective. Project performance success criteria and its different
Edward Domina Attafuah , 2022
The focus of this treatise is on the relationship that exists between Project Management Practices carried out by Project Management Organizations on project performance. Two organizations tangled in the management of projects were carefully chosen as project management organizations for the treatise. These are 'GET Fund' group and 'Common Fund' body. Three criteria for evaluating project performance were recognized for their extensive application in project management description and general understanding amongst practitioners. These comprise: time, cost and quality criteria. Structured interviews were carried out within the selected organizations for identification of practices undertaken in the management of evaluating projects. Other momentous project management practices were also captured in relevant literature. Structured questionnaire was established to gather information for evaluating of the project performance and determination of project management practices significantly relating to project performance. Performance indices were adopted for the evaluation of the time, cost and quality performance. To test for significant differences between the performances of the categories of projects, each belonging to one organization, the pair-wise analysis, using independent t-tests, was used. Multiple regression Analysis has been used to determine the relationship between the significant project management practices on evaluating performance. Substantially, significant difference between the time performances of the categories of projects was observed. There was significant cost performance difference of the categories of projects across all the organizations whilst there was no significant difference in quality performance across all the three pairs of categories of projects analyzed. It was recognized that as significant difference exists between the performances of a given pair of categories of projects from organization to organization the corresponding significant project management practices also vary from organization to organization and vice versa.
Review of Project Management as a Tool for Project Success
IJEMR, 2017
The majority of the projects we hear of in media are either more thanthe budget, late or are simply not good enough and still different group of people claim that those projects have been successful. Nor the practitioners nor the academicians appear to agree on what constitutes project accomplishment. In spite of all that is acknowledged about project management most excellent practices, they are time and again absent from typical construction projects. This has motivated in developing a tool to assess construction project management practices, focusing on the assessment and evaluation of individual project practices. Project Management is used as a tool in all resources and discipline in project to accomplish the goal of the project.