BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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The document examines the relationship between project management best practices, risk management, and project success, highlighting the crucial role of planning in mitigating risks to achieve project goals. It reviews various studies and methodologies on project success factors, emphasizing the importance of effective project management techniques and the human dimensions associated with these practices. Ultimately, the research suggests that a structured approach incorporating best practices can significantly enhance project performance and outcomes.
BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
- 1. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 1 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad ABSTRACT In this paper project planning relation between two variables of Risk and Project Success. There are planning consider with best practices of PM along with two other variables of Risk and Project Success. This study based on more than thirty five topic based in project success and impact the most important variables of Planning, Risk and others mediator of Best Practice of PM. In the past history we know that if Project Manager not interested with project and they don’t meet the goals of project success with the help of two important variable of Planning and Risk. In this time increasing the competition of organization, project success is the most important factors of good business performance. Our analysis showing the using the different PM practices and different methods to be used for project success with the help of good planning and reduce the risk of failure. 1 INTRODUCTION In this papers focused on use the good planning and reduce the risk for project failure with the help of risk management practices and focus the all others factors impact on project success. Our past history Papke-Shields. Beise and Quan (2009). In this research best practices of the project managers is the first priority for factor of PM. Project manager follow the critical successes factors and implementing on project practices, planning and performance. Atkinson, R (1999). Few years ago define for a project management included the success criteria for PM, namely the Iron Triangle, cost, time, and quality, These criteria, its suggested, are no more than two best guesses and a phenomenon. Baccarini, D (1999). LFM assist in the understanding of the tow component of project success both of Project Management success and product success. These two concepts must be articulated and differentiate in the project plan in order the project team clearly known its objectives. The benefits of LFM (Logical Frame Work) articulated project success are provided two common clear understanding for project objective and project success. Belassi and Tukel (1996). One of the explanations we offer is the way the success factors are introduced to the respondents. The new scheme we developed in this paper presents the factors in a more systematic way. Factor groups are formed which helped respondents under- stand the overlooked dimensions of project success such as project attributes and project environment. Cicmil and Hodgson (2006). We would like to make two final notes regarding sponsor behaviors. First, two of the behavior factors were associated with all of the success factors. Defining project performance and success, and mentoring the project manager, might be especially important since each is correlated with all of the success factors.Cooke-Davies (2002). Firstly, the research on which this paper is largely based has focused on what people and teams do, rather than on the quality of their human Interactions or motivation and decision making practices. Secondly, there are human dimensions to nearly every one of the all factors that have been identified. Crawford and Pollack (2007). This tension between project uniqueness and the assumption of fundamental similarity underpinning standards development can be explained through three avenues: what it means to be unique; changes to the field; and the needs of the field. Dvir. Raz and Shenhar (2003). Although there are some
- 2. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 2 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad that claim that too much planning can curtail the creativity of the project workers and others that propose to do milestone planning instead of activity planning, In fact, planning is considered a central element of modern project management. Commonly accepted professional standards. Ibbs and Kwak (2000). Assessment Methodology can be applied to other industries and companies to further our understanding of PM in the future. It could also be reapplied to the companies that participated in the first phase of this study at a later time. This would allow them to determine the impacts of changes that have occurred since their first benchmarking. By collecting and sharing this information, PM organizations can benefit and continuously improve their PM practices. Kwak and Ibbs (2000). The PM Maturity Process Benchmarking Model was shown to be successful, and should be applied to other industries and companies to improve our understanding of PM. Furthermore, an “Excellence in Project Management Practices Award” should be established and awarded on an annual basis. 2 LITERATURE REVIEW 2.1 PLANNING Most of researcher agree on the planning task of project is most important for the project success. In the past history some of project don not meet the requirement of project success in the planning of project so project goes to the failure and not to be done the goals. Lee and Xia (2005). ISDP team flexibility construct drawing for scio-techmologyical projects on the conceptualization and Operationalization projects. They need to be used good standard for project success. Poon, and Wagner (2001). In our study, we were able to confirm the applicability of all of Rockart and DeLong’s original eight CSFs, as well as two additional factors. Yet based on our findings, we suggest that organizations may Aget it right simply by managing three factors, championing _at the executive and operational levels., resources, and linking the system to business objectives. Pinto and Slevin (1988). In this case study define the process of project implementation through exposing the manager to a set of empirically derived factors found to be critical to project success. Fortune, White, Jugdev and Walker (2011). In this papers they are conducted survey on different three countries every countries has different result of planning project management methodologies and used the tools of practices. Dvir and Lechler (2004). “Changing plans is everything” planning is impact on project success if some difficulties so changing some planning to meet the project success goals. It’s very hard or even impossible to know that what requirements in planning for the completing the project, some author says that the planning is not enough and impotent for the [project success but in this future we need to be good planning for controlling the time, scope and quality for the project success. 2.2 RISK MANAGEMENT In this global history on risk management practices, Pich, Loch and Meyer (2002). In this theory payoff effect on project we cannot be analyzed because too many parameters interact in the transition or payoff function (complexity). Freedman and Katz (2007). Best practices risk on project and also include partner selection practices that weigh legal, political, security, economic, infrastructure, and cultural factors. Doolen, Hacker and
- 3. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 3 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad Aken (2003). Team survey items used to assess the various aspects of organizational context, would provide additional insight into this complex set of relationships. Müller and Jugdev, (2012). In this publication help us to to understand the complexities of project success and determine the all project success factors. Maltz, Shenhar, and Reilly (2003). DMP model reduce the time, reflecting the organizational performance in this research. Todorović, Bjelica and Mitrović (2013). We need to create accountabilities environment and create culture of environment consist on leadership and continuity Project success become to be business good performance, in the past history many of projects still suffer delay, overruns and even failure. RELATIONSHIP WITH PROJECT PLANNING → RISK MANAGEMENT In this paper we relate the project planning with risk management so we are facing many of risk factors in our planning so project goes to the failure. See fig 1.1 HYPOTHESIS PROJECT PLANNING → RISK MANAGEMENT Project Planning initiation process of project so we need to assure all risk factors they are impact on our project. Planning factors positively associated with Risk Management If risk come in our project so our project is failure or overrun. Fig 1.1, Link with Project Planning → Risk Management 2.3 PROJECT SUCCESS Openly, Project success define with the “triple constraint” or “iron triangle” three factors cost, time and quality/performance impact on project success or failure. Zwikael. Shimizu and Globerson (2005). The project of Taipei 101, owner decision add more contractor for the exceed the resources capacity of single contractor, so theory says that project success need to be decision making of owner. Shenhar. Tishler Dvir and LIPOVETSKY (2002). In this paper we need to find study employ on multivariate analysis and the multidimensional measure use for the project success. Shrnhur, Levy and Dvir (1997). There are four success factor impact on project success meeting tile, budget and performance goals. Yang, Huang and Wu (2011). Leadership styles and teams work of project manager’s effect on project success. Gemunden, Salomo, and Krieger. (2005). autonomy dimensions are used for the project success. Several significant positive effects which increase with project innovativeness. Our research based on planning without risk and the best practices of project manager they are doing good skills and most important factors are impact on project behavior.
- 4. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 4 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad RELATIONSHIP WITH RISK MANAGEMENT → PROJECT SUCCESS Project success is not to be fulfill the requirement of projects so we use the best practices on risk management for gain the goals and our objectives. See fig 1.2 HYPOTHESIS RISK MANAGEMENT → PROJECT SUCCESS Fig 1.2, Link with Risk Management → Project Success RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS Project planning is great tools of project success we see the past history and many of researchers says the project failure, delay and overruns factors impact on failure of projects. Other words we use to be good planning for our projects performance if we use the strategic planning for our project and reduce the risk factors in imitation plan make good strategy for risk management in any time impact on our project. Some of factors like internal and external, we have good planning the solve the all risk factors for project success and meet the all requirements of our project. See fig 1.3 HYPOTHESIS PROJECT PLANNING → PROJECT SUCCESS Fig 1.3, Link with Project Planning→ Project Success MEDIATING ROLE OF RISK MANAGEMENT RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS We already discuss this Project Planning variables are independent and the other words how much risk impact on Planning of the project? Many of researchers gives some theory and practical examples in research papers and find some risk management factors effect on project planning and project success. HYPOTHESIS RISK MANAGEMENT MEDIATE PROJECT PLANNING → PROJECT SUCCESS Fig 1.4, Link Risk Management Mediating Role of Project Planning → Project Success Risk Management Project SuccessProject Planning
- 5. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 5 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad 2.4 BEST PRACTICES FOR PM Over the past several decades, organizations have increased their use of team-based projects to achieve business objectives. Thomas and Mullaly (2007). In this literature on performance measurement, the nature of value, and competitive advantage. Everyone need to think the value of project. Shenhar, Dvir, Levy and Maltz (2001). To assess the project success we need to understand the multi-faceted and multi-dimensional concept to reduce or vary long time frame. Munns and Bjeirmi (1996). In this paper project management team totally responsible for project success. Objectives of a project achieving target of project and interest of client for completing the project. Milosevic and Patanakul (2005). SPM factors on the OPM level are impact on project success there are seven factor of SPM include standardized PM tools, leadership, and process; and standardized PM organization, information management system, metrics and culture on OPM level. Ling, Low, Wang and Lim (2005). AEC professionals higher quality performance was found in projects managed by Singaporean firms in China had achieved success in budget and quality performance, and owner and public satisfaction but not in schedule performance. Imran and Zaki (2016). In this literature indicates some critical factors of effective human capital practices for critical success factors identified were technological, project management and communication factors, necessary for the project success. RAG Khan, FA Khan and MA Khan (2011). Training is best practices for project success and Training & development positive effect on organizational performance. Blomquist, Hällgren, Nilsson and Söderholm (2010). In this research project management discussed on best practices for doing great job and met the requirements of project. However, along with the increased use of projects, the complexity and cost of projects have also increased. See fig 1.4 Fig 1.4, Main Model of Best Practices impact on Project Success MODERATING ROLE OF BEST PRACTICES RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS The definition of project management suggests a shorter term and more specific context for success. The outcomes of project management success are many. They would include the obvious indicators of completion to budget, satisfying the project schedule, adequate quality standards, and meeting the project goal. The factors which may cause the project management to fail to achieve these would include • Inadequate basis for project • Wrong person as project manager • Top management unsupportive • Inadequately defined tasks • Lack of project management techniques • Management techniques mis-used Risk Management Project SuccessProject Planning Best Practices
- 6. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 6 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad • Project closedown not planned • Lack of commitment to project These factors we use for the good planning for success project and good practices use for Project Manager. It’s also define Triple constraint triangle Scope, Cost and Quality to be appointed for these factors to be used for good practices for project success see fig 1.5 A range of variables and factors will affect the ability to achieve these goals, which have been identified by various factors (a) objectives; (b) project administration; (c) third parties; (d) relations with client; (e) human parties; (f) contracting; (g) legal agreements; (h) politics; (i) efficiency; (j) conflicts and (k) profit. These factors would suggest that successful project management requires planning with a commitment to complete the project; careful appointment of a skilled project manager; spending time to define the project adequately; correct planning the activities in the project; ensuring correct and adequate information flows; changing activities to accommodate frequent changes on dynamic; accommodating employees' personal goals with performance and rewards; and making a fresh start. Fig 1.5, Model of Best Practices impact on Risk Management HYPOTHESIS BEST PRACTICES OF PM MODERATE THE RELATIONSHIP RISK MANAGEMENT→ PROJECT SUCCESS Fig 1.6, Model of Best Practices Moderate with Risk Management on Project Success Risk ManagementProject Planning Best Practices Project SuccessProject Planning Best Practices
- 7. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 7 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad 3 METHODOLOGY 3.1 DATA COLLECTION: Our data for this research, all nice and collated in a database – from 50 different members we use the leaker scale for help of the questionnaire of different author from different site. In this scale 1 to 5 points 1 (Strongly Disagree), 2 (Disagree), 3 (Neutral), 4 (Agree), 5 (Strongly Agree).We are collecting data from different sources Facebook Groups of Researchers and different organization workers. We are distributed 100 questionnaire papers and we get result of and answer from 50 members so we use this data collecting from 50 members for analysis our research study. We use pilot testing methods for our results. 4 RESULTS Table 1 Reliability Analysis Variable Cronbach’s Alpha 1. Project Planning .827 2. Risk Management .413 3. Best Practices of PM .528 4. Project Success .713 Table 2 Correlation Analysis Variable 1 2 3 4 1. Project Planning 1 2. Risk Management .143 1 3. Best Practices of PM .175 .098 1 4. Project Success .955** .028 .130 1 **. Correlation is significant at the 0.01 level (2-tailed). In this table 2 we use the correlation analysis of Project Planning (Independent), Project Success (Dependendent), Risk Management (Mediator) and Best Practices of PM (Moderator). Analysis says that if we control the project planning variable then find the risk management as dependent variables then check
- 8. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 8 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad the Impact on Project Planning (Pearson Correlation Value: .143) Second is we are using the next methods and control the Best Practices of PM and see the Pearson correlation value of Project Planning (.175) and Risk Management is mediator role value (.098). Third steps is project success impact on others variables Correlation of Project Planning (Independent), Risk Management (Mediator) and Best Practices of PM (Moderator) so the Pearson Correlation value is given Table No.2. 4.1 REGRESSION ANALYSIS Table 3 Regression For Outcome Predictor Outcome Risk Management Project Success B R Square R Square Change B R Square R Square Change 1. Control Variable .143 .020 .020 -.100 .032 .032 2. Project Planning .955 .912 .912 .804 .922 .879 3. Risk Management .098 .010 .010 Table 4 Mediated Regression Predictor Outcome Project Success B R Square R Square Change 1. Control Variable .032 2. Risk Management .042 .010 3. Project Planning .953 .922 .879
- 9. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 9 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad Table 5 Moderated Regression Predictor Outcome B R Square R Square Change 1. Control Variable -.035 .014 2. Project Planning & Best Practices of PM .136 .034 .020 3. Project Planning x Best Practices of PM .010 .034 .000 5 DISCUSSION In this paper we relate the impact of project planning on project success with mediating role of risk management and moderating role of best practices of PM. Result suggests that both Best Practices of PM and Risk Management are important variable and significant impacts on project success. 5.1 SUMMARY OF HYPOTHESIS H1 There is a positive relationship between Project Planning and Risk Management. The assumption behind this position is that planning reduces uncertainty and increases the likelihood of project success. Encourages project managers to believe that although planning does not guarantee project success, lack of planning will probably guarantee failure. Dvir, Raz, Shenhar (2003) As shown in Table 2 impact of project planning has significant role on risk management project planning is correlated and significant of Risk. The more you share with followers the more you gain in reward of success. H2 There is a Negative relationship between Risk Management and Project success. In this paper summery Its seem that risk management is still at its infancy, we need to use some tools for reduce the risk for project success.Raz, Shenhar, Dvir (2002) As shown in Table 2 and Table 4 Risk Management has insignificant role on project success and role is correlated with success factors. If we have good planning and strategy so we reduce the risk of failure less chances of occurrence of error. H3 There is a positive relationship between Best Practices of PM and Project success. In this paper both in terms of practice and research. In practice, a number of standards have been developed that incorporate critical success factors and capture “best practices” in PM. Papke-Shields, Beise, Quan (2010) Shown in Table 2 and Table 5 Best practices of PM has significant role on project success and role is correlated with project related success factors. Best practices of pm more transparent in front of its followers that is built trust among followers and helps in achieving desire goal.
- 10. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS 10 MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad 5.2 LIMITATIONS We collected data from 100 project managers due to limited time and I got only 50 project managers result. We try to consult with managers are expert in their domain and know the importance of variable in project success that nearly assure our results. 5.3 SUMMARY The study suggest the importance of Project Planning in different domain to actives the desire success or goal of organization/Projects. The finding suggest that how followers could be involved through project planning with qualities of best practices of project managers and reduce the risk of project that help in project. We try to find the views of project managers from public as well as private sectors to illustrate and the result shows positive impact on projects success. Managers agree the value of project planning and best practices by marking different questions that were filled. Finding in this study shows that impact of long term that is reliable in favor of good project managers, followers and firm.