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ADDIS ABABA UNIVERSITY SCHOOL OF COMMERCE PROJECT MANAGEMENT Practices of Project Manager Selection in Ethio Telecom

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Nur Hanim Abd Ghani

11th International Conference on Management of Technology and Information System

Cíntia Araújo, Ph.D

Information technology (IT) project success is a research topic that has received attention of academics and practitioners, at least, in the lasted two decades (Atkinson, 1999; Delone & Mclean, 2002). Organizations have been making increasing investments on IT to improve productivity and quality of processes (Assis, 2011). Despite all research and investments on IT, the rate of failures on this kind of projects is high (The Standish Group, 2013). Two research questions drive this paper: (1) Do project manager competencies influence team commitment to the IT project success? (2) How can the project team’s commitment affect the success (or failure) of an IT project? In order to answer these questions, we did twelve in-depth interviews with IT project managers of different companies. The main findings show that IT professionals believe that soft skills are indeed more important to guarantee project success than technical skills. The research indicated that project managers who developed soft skills can coordinate their teams better and build commitment within team members.

Hassan H Bodicha

Problem background: The problem of this research paper is centered on project risk management process and its relation to the success of construction projects. Organizations, project managers and all other stakeholders have been complaining of myriads of challenges on how to identify critical factors that can lead to project success. This issue has made these scholars and practitioners to concern themselves with the issue of project success and try to establish some other appropriate factors that measure project success from early as 1960s.These scholars have identified different critical success factors of construction project but how it is impacted on by risk management process is a research gap that this study will try to fill. Purpose: The purpose of this research paper is to establish the effect of project risk management process on the success of construction project. Methodology: The study empirically review literatures on the theoretical framework of project risk management process and its relation to project success in construction industry Conclusions: The study found out that risk factors have significant impact on the success of constructions project success regardless of the type or complexity of the project. This means that the traditional success factors of cost, scope, time and quality are universally inherent in all construction projects and should always be considered as a base for all other forms of critical success factors however this is not a guarantee of project success since the main weakness of project success is not from the traditional success factors but rather the society that is pressurizing project managers to succeed in all tasks. Therefore, critical success factors are necessities aimed at supporting projects managers in tracking various risk factors associated with projects and make an informed decision. Recommendations: Therefore, project managers need to develop a more appropriate critical success factor identification technique in order to avoid the problem of over planning or under planning at the start of the project. When the construction project is being planned, an appropriate measuring tool for critical success factor analysis may need to be identified and defined; this is a gap that needs further research. Also, the literature review on was limited to construction projects only and it is not exhaustive thus confirmation of this work may be done in other sectors. Keywords: Project, risk, risk factors, risk management, project management, project success, success criteria and critical success factors.

IBIMA Business Review Journal

Bogdan Lent

Roberto Sbragia

Project managers can play a key role in implementing organizational strategy by using entrepreneurial approaches when responding to new needs and opportunities. Nevertheless, the operational responsibilities of a project manager – planning and control – are in stark contrast to the characteristics of an entrepreneur. In light of these contradictory viewpoints, it is important to assess whether managers showing entrepreneurial characteristics are associated with more successful projects. A field survey was conducted, involving 164 project managers most of whom were male and had graduate-level education and broad practical business experience. Non-parametric statistics was used and showed that enterprising tendency on the part of project managers is correlated with more successful projects, and creativity, in particular, was one of the most relevant variables.

San Gajadhar

Journal of Project, Program & Portfolio Management

Rosária F S M Russo

The study sought to identify and assess the quality of project management practices as well as the critical success factors for projects in Ghana. The study adopted an exploratory approach and utilized a survey method to collect data on project management practices of Ghanaian organizations. Purposive sampling was used in selecting the sample which comprised 200 managers from different economic sectors. Results from the study indicated that the critical factors that contribute to the success of a project include top management support, effective communication, clarity of project purpose and goals, and stakeholder involvement. Documentation and dissemination of critical success factors and best practices in project management will improve the quality of project management in Ghana. The absence of a structured system of documentation of project management practices among Ghanaian project managers has resulted in a dearth of empirical data. The inability of the researchers to sample organisations across Ghana is considered as one of the study's limitations, an example of a geographical constraint. This research focused on the key factors and best practices that lead to the success of projects in Ghana.

OJSSR 2013, 1(9):238-249

Han Ping Fung

The purpose of this mixed methods sequential explanatory study was to evaluate what are the team outcome factor(s) that can contribute to project performance in Malaysia by surveying 52 project managers. Later, the study continued by following up with six selected participants to investigate those positive results in more detail via an online interview. In the first phase, only one team outcome factor i.e. team satisfaction was tested significantly influencing project performance. In the second phase, multiple case studies were conducted to investigate how and why team satisfaction influences project performance whereby four major themes emerged from the “how” question and one major theme emerged from the “why” question. The findings of both phases were discussed. Limitations and future recommendation were also provided.

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