Construction managers aim to deliver successful construction projects; however it is unclear how they perceive construction project success and how they influence that success. Focusing on the construction phase of the project, a Systems Conceptual Framework is induced from the literature review. In-depth interviews undertaken by 10 construction managers, whose experience accounts for over 130 construction projects, provide data to derive categories which populate the Systems Conceptual Framework initially developed. By adopting an unstructured approach to the data collection, a holistic view of how construction managers impact the success of construction projects is acquired. The construction managers' influence on success is identified through the skills, competencies and characteristics which enable success of the construction phase (enablers). This inductive-deductive methodological approach allows the identification of categories and relations between them which, along with the Systems Conceptual Framework, form the Empirical Model. A Pareto analysis was carried out in order to determine the relative relevance categories have against each others. Overall, 56 relations were identified between the 37 categories derived from the data analysis. The results of the research show that the influence of construction managers on project success is determined by twenty enablers. According to the Pareto analysis, 6 enablers were most relevant; they are separated into two interrelated sets: Communication, Leadership and People Management, and Ability to Pull Back, Experience and Technical Skill. This suggests that construction managers consider mastering 'hard' and 'soft' aspects of the job are both equally relevant to the success of the project. The high interconnectivity between the categories is what allows the Empirical Model to be developed; making it the most important finding of this research. Evidence indicates that construction managers work with both a subjective (qualitative) and an objective (quantitative) concept of success. The quantitative concept of success can have between two and four success factors, which are prioritised according to the needs of the client; there is always one critical success factors that leads the project. The subjective concept of success incorporates aspects of the end user and personal satisfaction, and specific characteristics of the project. The results also show that the outcomes of construction projects can be three: success, failure, and a third outcome which is neither, an outcome between success and failure. Participants have identified this last outcome as being the most frequent.

This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects.

This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects.

This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects. / Business, Sauder School of / Graduate

Today, organisations are increasingly using project-based activities, as projects can aid organisations to deal with unique and complicated assignments, as well as achieving strategic and operational goals. Two extensive project management methodologies exist, those being Traditional Project Management and Agile Project Management. Agile methods trademark change, adaptability, and flexibility, and are today used across industries and business, as the characteristics of the methodology make it suitable in today’s dynamic business environment. Even though projects are increasingly being used, it is inconsistent with the remarkably low project success rates found. It has been found that only 30 per cent of projects are successful within the technology field. Consequently, this stress the need to understand the inconsistencies found as well as generating suggestions for how to improve them. It is arguable that the inconsistencies may be caused by the difficulty to define project success. Researchers argue that the definition of project success is difficult to pinpoint as it varies depending on both individual perspectives and situational factors such as the organisation and the project type. It is also questionable whether or not appropriate methods have been used to evaluate the success of a project, and that the use of inappropriate methods may have contributed to the low success rates. Researchers argue that the traditional way of evaluating project success, by adhering to schedule, cost, and scope, is outdated and incomplete, and some have therefore developed new models that they consider more accurate for evaluating project success. One of these researchers is Highsmith, one of the founders of the Agile Manifesto. Highsmith has developed the Agile Triangle to better correspond to the agile trademarks of change, adaptability, and flexibility when evaluating success on agile projects. This study aimed to contribute with new insights into theoretical and practical aspects of agile project success by studying agile project success from a project manager perspective. This thesis also aimed to generate an understanding of project managers’ perception of the Agile Triangle as a success criterion. We interviewed seven Swedish project managers who have all worked with agile projects. After thoroughly analysing the results we could create a definition of agile project success as well as develop an Agile Project Success Criteria Model, representing the view of Swedish project managers. Agile project success was defined as a project that generates value in a sustainable manner. The agile project success criteria found important within this study are: Value, Team Success, Quality, Business Benefits, and Constraints. It was also found that Flexibility, even though it should not be included as a success criterion itself, is still a key ingredient when using Agile Project Management methodologies, as it affects all important success criteria. These findings highlight the insufficiency of the Agile Triangle as a success criterion, as Team Success and Business Benefits, criteria additional to those within the Agile Triangle, were found important. It was also found that the project managers question the practical applicability of the Agile Triangle and consider it to be similar to the Iron Triangle.

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.

A atuação de empresas internacionais no setor da construção civil no Brasil tem se tornado cada vez maior e essa atuação exige uma articulação eficiente na gestão dos projetos para seu sucesso. Diante dos desafios do processo de internacionalização, as empresas precisam adaptar-se ao ambiente local, por meio da integração dos conhecimentos, estratégias e processos bem definidos, uma vez que, se as empresas concentrarem-se apenas em um aspecto e negligenciarem o outro, a eficácia dos projetos pode reduzir. O objetivo deste trabalho foi analisar como a gestão de projetos influencia o sucesso dos empreendimentos de infraestrutura executados por empresas brasileiras e empresas estrangeiras, atuantes no mercado de construção civil brasileiro. Essa análise foi elaborada por meio de pesquisa bibliográfica e de seis estudos de caso, nos quais foram entrevistados gerentes dos empreendimentos e coordenadores de projetos de quatro empresas, uma de origem espanhola, uma de origem argentina e duas de origem brasileira. Por meio de um comparativo entre os processos adotados por essas empresas, foi possível identificar os pontos críticos e as dificuldades nos processos de gestão de riscos, gestão do processo de projeto (design), gestão da informação e do conhecimento e gestão da comunicação para execução de empreendimentos. Como resultado, foram propostas diretrizes aos agentes envolvidos, visando à melhoria contínua dos processos adotados. Pretende-se que o resultado desta pesquisa seja útil à definição de referências sobre a internacionalização no mercado da construção civil e as características que devem ser consideradas na gestão de projetos. / The performance of international companies in the civil construction sector in Brazil has grown significantly and this requires an efficient articulation in the project management for its success. The companies need to adapt to the local environment by integrating knowledge, strategies and well-defined processes due to the challenges of this process, since, if the companies focus only on one of these aspects and neglect others, their projects performance may reduce. The aim of this paper is to analyze how project management impacts on the success of infrastructure projects executed by Brazilian and foreign companies operating in the Brazilian civil construction. This analysis has been developed through literature review and case studies, in which, project managers and project coordinators of four companies, one of Spanish origin, one of Argentine origin and two of Brazilian origin were interviewed. Through a comparison of the processes adopted by these companies, it was possible to identify the critical points and difficulties in the processes regarding risk management, design process management, information and knowledge management, and communication management for the project execution. As a result, guidelines were proposed to the agents involved, aiming the continuous improvement of the processes adopted. The research results shall be useful to the definition of references on internationalization in the construction sector and the characteristics that should be considered in project management.

Background: Working in a project setting has been common since the nineteenth-century and has been developed in numerous industries until today. Nevertheless, we have found a gap in research, to separately study managers’ and leaders’ way to influence the success in projects. We believe that to study how the functions of managers and leaders affect the outcome of a project, will bring new knowledge for how the people involved in a project can create a successful project. This is important and interesting to be aware of due to the increasing working method nowadays, which is to work in projects. With more knowledge for what act that affect a successful project, the easier it will be for the manager and/or leader involved in a project to reach the set of objectives for the project and then create a successful outcome.   Problem: Since working in the form of projects is a common method today, it is interesting to see which functions of the project manager that is most important to develop, to be able to reach the objectives of a project. This can be measured by using The Iron Triangle, and by that evaluate how the functions of managers and leaders, explained by Kotter, influence project success. Kotter’s functions of managers and leaders are until today only applied in the context of organizations; therefore we want to see how these might influence in a project situation.   Purpose: The purpose of this thesis is to see how Kotter’s functions of managers and leaders influence the objectives for a project, using the criteria in The Iron Triangle for measuring project success. Method: The thesis is based on face-to-face interviews with three project managers. The interviews were divided into two parts; the first part with opened questions and the second part with closed questions. The empirical findings have been analyzed with the theories from the frame of reference as a foundation. By doing so, the theories have been challenged to as well as strengthened to the findings based on the interview material. Conclusion: Based on the findings from the interviews with the projects managers, we can conclude that the theory presented in the frame of reference; Kotter’s functions of managers and leaders in combination with the The Iron Triangle, are not completely relevant in all situations when measuring the success of a project. All functions of Kotter are not required and all criteria in The Iron Triangle are not important for measuring the success. Additional finding was that one essential part for the project success was that the objective for a project should be set and clearly spelled out in advance to the people involved in order to create a successful outcome.

With industry expanding and new technologies booming, more and more, IS Department use team approach to increase their competitiveness and to reach their targets. Project is a special formation with clear mission, target and timeline. Within nine major knowledge territories of Project Management, communication management is the most time consuming for Project Managers. Besides, Projects rely heavily on team members' cooperation to proceed; thus, how to provide a good and effective communication channel is a major factor for successful projects. This research use Jürgen Habermas's Theory of Communicative Action as main approch thourgh out Project Management and Communication Management. The main purpose of this research is to: 1: Finding Project's validity basis thematize and the mode of communication. 2: Finding the rational communication method, which allows both parties to identify themselves toward the goal, and increases the success of Project Manager's leading effort. This research showed the Project Manager use communication management to thematize the truth claim to gain the trust of team members to move along with the project. And also Project Manager will use communication management to emphasize the truthfulness claim of him or herself to get them heard. This will gain the recognition from team members to get the project to reach its goal. Moreover, this research also use the basic conversation for action to find the successfully communication method in IS project and to provide the Project Managers ways to establish effective communication methods.