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Effective Factors on Project Success in Malaysian Construction Industry

-87. Olawumi, T. O. and Chan, D. W. (2019). Building information modelling and project information management framework for construction projects. Journal of Civil Engineering Management, 25(1), 53-75. Pace, M. (2019). A Correlational Study on Project Management Methodology and Project Success. Journal of Engineering, Project, Production Management . Peduzzi, P., Concato, J., Kemper, E., Holford, T. R., and Feinstein, A. R. (1996). A simulation study of the number of events per variable in logistic regression analysis. Journal of clinical epidemiology, 49

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A Correlational Study on Project Management Methodology and Project Success

Abstract

This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

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The Impact of Project Management Methodologies on Project Success: A Case Study of the Oil and Gas Industry

Abstract

Oil and gas industry is complex and competitive and its projects are characterized by their importance and complexity. To achieve sustainability, oil and gas firms have to initiate and complete projects to scope, schedule, cost and quality. Hence, efficient Project Management Methodologies (PMMs) play a crucial role in successful project delivery. A conceptual model, adopted from the literature, was used to assess the influence of PMMs on project success. Based on a questionnaire data from 95 project management practitioners within the oil and gas industry in the Kingdom of Bahrain, correlational and regression analyses were used to test the research hypotheses. The quantitative study was backed with 17 semi-structured interviews to obtain in-depth understanding about the organizational PMMs. The major finding of the study revealed that applied PMMs have higher influence on project success in comparison with comprehensive PMMs. The companies in the oil and gas industry in Bahrain need to pay sharper attention to their methodologies and get them evolved with time to achieve higher success rates.

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Identification of Importance Levels of Market Risks in the Construction Sector

Abstract

Due to the economic crisis, the Brazilian construction companies faced the challenge of remaining competitive in the market, therefore they need to be restructured. Construction projects are intrinsically risky because it changes the environment both physically and socially. Given this complexity and the great exposure to risk, this research aims to evaluate the market risks in construction projects through a field research, analyzing the perception and judgment of professionals in the area. The data analysis was performed by a multivariate index based on the statistical technique Factor Analysis that can be ordered by risk factors by degree of importance. It was possible to confirm the degree of correlation between the subgroups of risk factors and to establish a ranking of the degree of their importance, and the first one considered more relevant was the risk of reducing the quality of the workforce. It was also identified the low maturity in risk management in organizations, even though in civil works a thorough risk analysis is required.

Open access
The Influence of Project Manager’s Age on Project Success

.proeng.2016.11.630. Sava Jr, D. C. (2016). The relationship between project managers’ age, gender, and professional experience on career success: A correlation study . Doctoral dissertation, Capella University. Schreiber, S. (2015). Leadership and aging workforces: Effects of leader’s relative age on team’s and leader’s effectiveness . Doctoral dissertation, Heidelberg University, Heidelberg, Germany. Retrieved from Retrieved from http://www.ub.uniheidelberg.de/archiv/19867 . Seboni, L. and Tutesigensi, A. (2015). Project managerto-project allocations

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