Methodologies in Project Management

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Methodologies
in
Project Management
Soumya De

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Table of Content
Introduction 4
Sequential Methodologies
Waterfall 6
Agile methodology 13
SCRUM methodology 25
Critical Path Methods (CPM) 28
Critical Chain Project Management (CCPM) 23
Event Chain Methodology (ECM) 32
Extreme Project Management (EPM) 34
Six Sigma 36
Lean Methodology 48
KANBAN Methodology 55
The Project Management Institute "PMI" (PMBOK) 61
Critical Success Factors in PM: A comparative study between the GCC and UK 63

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Introduction
One common and essential characteristic of a project, is that it is a temporary endeavor, to
achieve certain outcomes (deliverables) and to help achieve organizational/stakeholders’
objectives, with defined beginning and end. Methodologies applied in projects, tends to directly
influence the efficiency and effectiveness of project outcomes. Consequently, affecting the cost,
quality, scope, time and outcomes. Mistakes happens regardless of the methodology applied.
The first rule in project management is that “Nothing goes as you plan”
Methodology is defined as “strictly defined combination of logically related practices, methods,
and processes that determine how best to plan, develop, control and deliver a project throughout
the continuous implementation processes until successful completion and termination.”
(MyManagementGuide). There are numerous definitions of methodology in project
management. However, there is a shared fundamental principle across all definitions. That is,
methodology in project management helps project managers direct the project, and keep it in
track. Methodology help organizations to achieve outcomes that aligned with strategic
objectives. This is especially true when considering that projects are expensive, changing and
time consuming in nature.
All projects have three main components that a Project Manager (PM) constantly struggle with;
cost, time, and quality. Various approaches to project methodology are the means of organizing
and directing projects. These components are limitations that shape projects in the form of
outcomes, deadlines and resources. As such, choosing the right methodology help achieve
desired objectives and set outcomes in a most efficient and effective manner. There are six
common types of project management methodologies. Each part will be discussed with
explanation of its sub-parts.
This body of work is written while working in California’s Silicon Valley as project manager, and
teaching project management to MBA students. The intent of this work is to clarify the various

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methodologies applied in project management and simply these concepts to those learning
project management, and to those studying it. A study on critical success factors has been
included at the end of this book to illustrate the importance of culture and the role cultural values
play in defining project successes and failures for the benefit of the reader.

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Sequential Methodologies
Waterfall
Waterfall methodology is a system of Project management where each phase depends on
the deliverables on the prior event. “Similar to the direction water flows over the edge of
a cliff, distinct end points or goals are set for each phase of development and cannot be
revised after completion.” This method is based on five non-overlapping stages.
The first type of project management methodology is the traditional, sequential. The
most common type method is waterfall.

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Waterfall help achieve objectives of a project through sequential steps. It is the simplest
type. The logic of application and understanding of requirements in waterfall
methodology is easy. The order of tasks is crucial, since the first task should come before
the second. This method is best applied in projects that are related to physical result. For
example, multistory house construction. It is important to note that any changes in the
stakeholders’ requirements, can lead to essential changes throughout the projects.
Stakeholders cannot change requirements once the project has started. Example of
successful project that used waterfall method is the US department of defense software
systems.
Requirement: During this stage, requests for the project are analyzed and written down,
such as deadline and guideline. This is where the project is defined and everything is
planed out.
Analysis: In this stage, the financial and technical resources are tested for feasibility
before the start of the project completely
Design: In this stage the focus is on technical implementation – to design technical
necessities such as data and programming language.
Implementation: This stage is about using the prior stages’ results to try and implement
the logic to make the project work
Verification: This is where testing of the project comes to place and analyze if there are
any possible issues that may face the project. If the project is verified, then it continues
forward.
Maintenance: This is where the project has been completed and is ready to live I the real
world, this is where maintenance is needed to let it work for as long as necessary.

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Advantages of Waterfall methodology:
• Simple and straightforward that allows everyone in the team to be aware and
move forward toward the aim.
• It is easy to follow and organize even with big groups of people
• Allows for managerial control based on the deadline that is provided
• It clearly defines the objectives and deliverables.
Disadvantages of Waterfall methodology:
• If there is a mistake the entire project needed to start over no make it right.
• Testing is at the end of the cycle
• Reducing efficiency by not allowing stages to overlap
• Not recommended for complex projects.
Applications of Waterfall Methodology in Software Development
The waterfall process is widely used in the software developing industry, which was
introduced in 1970 by Dr. Windon W. Royce. The waterfall model shows the importance
of steps to be taken throughout the software development life cycle (SDLC). It is also
known as the linear-sequential life cycle model. It is sequential; each phase has to be
completed in order to move onto the next stage without overlapping, the waterfall
management does not allow you to return to a previous stage. The only way to revisit a
phase is to return to stage one and start again. This has its advantages and disadvantages
in my point of view and will be elaborated more in this report. Many years ago, this
methodology was used to develop enterprise applications such as HRMS (Human
Resource Management System), Supply chain, Inventory, and others. Even though
nowadays some organizations prefer the Agile methodology, but the Waterfall is still

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highly used in the military and aircraft programs as they have strict standard and
requirement that they have to follow. In these industries, the conditions are known well
in advance and are very specific about the deliverables. This model is also preferred in
the banking industry and healthcare sectors.
The six stages
("What the Waterfall Project Management Methodology Can (and Can’t) Do for You",
2022
1. Requirement – this is the initial phase where all the requirement is analyzed and
documented for future use. In this stage, it has to be documented what the
application should do but not how it should be done. At the end of this phase, the
requirement should be clear and communicated to the members, ensuring each
one is clear on what is expected of them.

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2. Design – in this phase, the team members starts with designing the specification
such as hardware and program language, without coding as of yet.
3. Implementation – this is when the information from the specification above is
used, and the programmers start with coding to create a functional product. This
is usually done in small pieces and integrated at the end of this phase.
4. Testing – in the testing phase, the trial of the product takes place, and if any issues
arise should be reported. For severe problems, the project will have to return to
phase one.
5. Delivery/ Deployment – this is when the team submits the deliverables, and the
product is complete and ready to be released.
6. Maintenance – this is when the clients may report any issues, and if the problems
are significant, they may need to go back to phase one, otherwise provide
maintenance to the product.
Advantages of Waterfall Methodology
This is a strict system; it is highly used in manufacturing and construction industries
because in these projects, the phases have to be in a sequence. The first step in a project is
planning and setting an explicit requirement. All of this information needs to be
documented and communicated to everyone that is involved in the project.
Documentation is a priority in the waterfall project management methodology; this has
to be done in each phase. A 2017 report from LiquidPlanner showed that 25.5% of
manufacturing companies currently use waterfall, according to ("What the Waterfall
Project Management Methodology Can (and Can’t) Do for You," 2019). One of the most

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significant benefits of waterfall project management is it only functions through
documentations in each phase; therefore even if there are changes in the team members
during the project cycle, they can continue and pick up from where they had left from.
Another benefit is that it clearly shows the progress of the project, and makes a project
easy to manage. You can track where the project is at any given time and where it should
be. As Patrick Rockwell, who is the subject expert, correctly says:
"Though less common these days, when your end product's requirements are fixed yet time and
money are variable, choose the waterfall method. I like to imagine a scientist doing research for a
big company—through trial and error, he'll likely restart his whole process many times and at
different stages to get the coveted final result. Through waterfall project management this behavior
is anticipated and even preferred! This enables members to adjust and re-think their approach time
and time again" from: ("What the Waterfall Project Management Methodology Can (and Can’t)
Do for You", 2019).
Disadvantages of Waterfall Methodology
The waterfall project management can be problematic if the requirement is not clear,
whereby the user has an idea of what they want but is not absolute. In this case, they will
face the issue of returning back to phase one several time during the cycle as the waterfall
methodology is strict and the outcome of one phase acts as the input for the next step
sequentially (Householder & Firend, 2006).
This methodology is not adaptable to change, therefore its best suited for the project
which is well defined in the beginning. Without this in mind, the project will face more
cost and will need more time as it keeps going back to phase one which will cause a
delay in execution stage this can negatively impact both the user and the project.
Another disadvantage is risk and uncertainty; therefore, it’s not suitable for complex
and object-oriented projects.

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Conclusion
In conclusion, I would recommend waterfall methodology for industries that have a
detailed requirement, with a few changes in the course of development (Firend, 2006).
This project needs to have a defined outline and already know what they want in their
outcome. Such industries include military, banking, or healthcare. It is also used in
construction industries when they have the same logic of going according to the plan.
Each project is different, and the industry must identify what their aims and objectives
are, and then choose a methodology that will make their project successful.
Success Case: Waterfall Methodology
Waterfall Helps manage a Drought
Case: State of emergency was announced in San Joaquin Valley, California because of
shortage in rain, that affected farmers, residents, and businesses harmfully in the area.
Project Manager: Mike Carbajal, Capital project planning manager launched a $500
million to diversify its water system. The city planner needed to make a better
environment for the people, so he brought construction engineers and made Gino
Rapagna a senior manager for the project to fix the issue. Rapgna chose to use waterfall
approach to solve this problem. As a result of their technique and decision, they managed
to fix the issue and their effort succeeded in the project in 2013 and managed to make
more projects with more benefits. “You could use agile methods to problem solve day-
to-day issues, but you need a phased approach to manage a project of this scale and to
keep it all on track.” Said Mr. Rapagna, the senior project manager. He mentions that in
construction fields, mangers use waterfall methodology to have a successful outcome
on a bigger scale.

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References
What the Waterfall Project Management Methodology Can (and Can’t) Do for You.
(2019). Retrieved 28 September 2019, from
https://www.lucidchart.com/blog/waterfall-project-management-methodology
Apahe, Okeke, P., Brillianbt, Chirwa, Arsalan, Withanage, I. M., … CS Student. (n.d.).
Home. Retrieved from http://tryqa.com/what-is-waterfall-model-advantages-
disadvantages-and-when-to-use-it/.
Firend, Al. R. (2019) Lafarge and ISIS Case study in Profits vs. Ethics Case Studies in Ethics.
1, 4-228. ASIN: B07YR5CK4H
Firend, Al. R. (2007) Examination of the IT Projects Failure Within the Public Sector: State of
Qatar. Annual Conference of The Academy for Global Business Advancement, 2007
S. Householder, Firend, Al. R. (2006) Post-Implementation Assessment of Knowledge
Management Programs at Government Organizations: The GSA Case. Abstract. The
International Journal of Applied Management and Technology
Rouse, M., Lewis, S., Rouse, M., & Rouse, M. (n.d.). What is waterfall model? -
Definition from WhatIs.com. Retrieved from
https://searchsoftwarequality.techtarget.com/definition/waterfall-model.
Chi, C. (n.d.). Everything You Need to Know About Using the Waterfall
Methodology. Retrieved from https://blog.hubspot.com/marketing/waterfall-
methodology.

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Apahe, Okeke, P., Brillianbt, Chirwa, Arsalan, Withanage, I. M., … CS Student. (n.d.).
Home. Retrieved from http://tryqa.com/what-is-waterfall-model-advantages-
disadvantages-and-when-to-use-it/.
Methodology The Waterfall Model Information Technology Essay. (n.d.). Retrieved
from https://www.ukessays.com/essays/information-technology/methodology-
the-waterfall-model-information-technology-essay.php.
Carbajal, Mike, et al. “Home.” PMI, https://www.pmi.org/agile-pmbok/stories/waterfall-case-
study.
“Comparing Traditional Systems Analysis and Design with Agile Methodologies.” The
Traditional Waterfall Approach, http://umsl.edu/~hugheyd/is6840/waterfall.html.
Rouse, Margaret, et al. “What Is Waterfall Model? - Definition from WhatIs.com.”
SearchSoftwareQuality,
https://searchsoftwarequality.techtarget.com/definition/waterfall-model.
Powell-Morse, Andrew. “Waterfall Model: What Is It and When Should You Use
It?” Airbrake Blog, 2 Nov. 2017, https://airbrake.io/blog/sdlc/waterfall-model.

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Agile Methodology
Agile is one of the most popular methods in project management. This method was
developed in 2001. Its groundbreaking ability to transfers value from projects to
stakeholders helped its implementation popularity. Agile approach emphasizes
adequate and continuous decisions making, continuous testing and continues integration
of phases.
What is Agile
Agile originated in the world of IT projects but is now used in both IT and none IT
environments; it can be applied both to projects and to business operations.
Underpinning agile is the well-documented observation that most organizations are
wasteful in how they invest their resources, especially of time money and people. Agile
is all about the elimination of this waste, and by the waste, we mean anything that is not
important to the organization.

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• Delivering work late
• Projects whose scope includes items of dubious value
• Business processes that add little or no value
• And rework
Now obviously no organization sets out to be inefficient, and yet research shows that
time and time again current management methods often lead to waste just like these
examples, and it's precisely these management methods that agile seeks to transform to
the benefit of both the organization and to the individuals working there.
The Core Elements of Agile
The agile approach, whether applied to projects or to business operations include the
following essential elements:
Prioritization
The first and most crucial element of agile is to prioritize those things that are important
to the organization. Now this sounds obvious, but it has some less obvious consequences
it means:
• Challenging existing activities to eliminate those that add little value
• And to include new activities that do add value: This can be a difficult discipline
to learn but very powerful when your organization is truly able to focus on what's
valuable, if in doubt about what's valuable to your organization put yourself in
your customers shoes, what's important to them is probably essential to your
organization to. Using this thinking, it's possible to create a hierarchy of
importance from crucial right down to unimportant.
• Focusing efforts where they'll add most benefit or eliminate most waste: now again
this sounds obvious but it can have some profound implications, for example let's
think about how this might impact project work, compared to a traditional project
which says what do we want and now let's estimate how long it will take, an agile
project says how long have we got now let's deliver what we can the most
important stuff first.And it's this last point that leads on to the second essential
element of agile.
This broad definition of waste taken by agile means that all of the following are wasteful

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Time-boxing
Time-boxing means we agreed on a fixed amount of time that we'd spend on the things
that an organization needs.
• Agile projects are a fixed duration
• spend a fixed amount of time doing each process
Time-boxing coupled with the ability to prioritize what's necessary; it is a pragmatic
solution to the problems of overrunning projects or process improvement initiatives that
deliver diminishing returns.
Time-boxing means we deliver the biggest bang for our buck, which is what most
organizations want; however, there are a couple of other essential elements of agile is to
work well.
Collaboration
Working in an agile way requires close collaboration between people who have a need
"let's call them customers" and people who build what's needed or suppliers. Successful
agile working requires customers and suppliers need to form a highly collaborative team:
this is important because experience shows that only with high levels of collaboration is
communication effective enough to deliver beneficial solutions.
Team Empowerment
The final essential ingredient is that agile expects team members to be empowered to
make decisions without always having to refer to others, this is important because agile
is fast-moving and it can only make rapid progress if team members are empowered,
skilled, and willing to take accurate decisions within their teams.
Now clearly there's more to agile than just these four elements but learn to do these four
elements effectively, and your organization will be well on its way.

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The Four Barriers to Progress
As such, what are the common roadblocks to agile progress? Here are four common
barriers, being aware of these now can help us think about how we might avoid them;
The first barrier is fear of change: every leader knows that there are significant
shortcomings with traditional management methods, but there is a reluctance to change
because organizations have grown used to accepting their flaws or being able to work
around them, for example, organizations have grown used to adding contingency to
project estimates because they have learned that project usually cost significantly more
and takes substantially longer than expected initially, but having the courage to change
to an agile approach can completely eliminate this problem.
The second common barrier is fear of loss of control: traditional managers are taught to
exercise control over their responsibilities through the detailed delegation of tasks and
reporting of progress, but agile managers learn to delegate high-level objectives only and
let the team work out the best way to meet them. Traditional managers often perceive
this as a loss of control, but in reality, the controls are merely different not lost.
The third barrier is the reluctance to implement a top-to-bottom culture change: for agile
to work well an organization needs to be ready to embrace the approach from the most
senior level downwards, in this respect agile is no different from any other management
approach, everyone in the organization must be prepared to walk the walk not just talk
the talk.
The final common barrier is where reward structures run counter to the agile approach:
we've seen that agile values core components such as close collaboration in teams and yet
many reward structures run counter to this by rewarding individual contribution over
teamwork. For agile to work well, all these factors need to be aligned, or you risk sending
mixed messages.

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New Habits to Acquire
From a management perspective, what are the behaviours that you'll need to acquire and
share in your teams to lead in an agile way, here are three keys ones to be starting with:
The first habit is to learn to prioritize according to business need to recognize that not
everything is of equal importance to the organization, for example when leading an agile
project to accept that delivering the important stuff on time is usually better than
providing a vast wish list but delivering it late.
Secondly to learn to truly empower your teams: this means getting comfortable with
setting high-level objectives and then being ready to step back and let your team get on
with it, so long as your team is delivering results then that's fine, they don't need detailed
control from you, of course, you may still need to step in, but that should only be to
remove a roadblock to their progress or to clarify objectives.
Finally, to promote innovation and learning: this means listening to the ideas that your
team comes up with and being prepared to act on them, and possibly being prepared to
accept the occasional failure as team members learn and innovate, your team will become
stronger as a result.
The four main value this method offers are; being customer oriented, quick response to
changes, contract negation and individuals and interactions over processes and tools. The
common theme between different elements that shape agile method is that the goals or
deliverables are totally clear, prevents obscurity from happening, and that it is customer
driven since it allows for changes throughout the lifetime of the project. Agile
methodology has the following frameworks; Scrum, Kanban, Extreme Programming, and
Adaptive Project Framework. The change management process focuses on changes and
alteration within the project phases, with emphases on risk and control of changes.

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Agile refers to a set of values and principles that govern a style of software development
that encourages iterative, collaborative and results-focused development. Agile is the
umbrella for several popular methods such as Scrum, XP and others. It’s a
kind of venture administration prepare, primarily utilized for computer
program advancement, where requests and arrangements advance through
The collaborative exertion of self-organizing and cross-functional groups and
their clients.
Many graceful ideas emerged in the 1970s. Studies and reviews were conducted on an
agile way to show their reactions against the traditional approach or progress of the
project.

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History of Agile method:
In 1970, Dr. William Royce published a paper discussing the management and
development of large software systems. The paper outlined his specific ideas on
successive development. His presentation stated that a project could be developed much
like a product on the assembly line. Each stage of development must be completed before
the other phase begins. The idea of developers first needs to assemble all the requirements
of the project. The next step was to complete all the designs and architecture. Then comes
the code. The sequence continues in full increments. Upon completion of these phases,
there is little or no communication between the specialized groups that complete each
step of the project.
There are many benefits of the Agile project management:
1. Methodology Agile ways can have the difference in managing work more efficiently
and doing the work more effectively while delivering the highest quality products within
budget constraints.
2. While Agile teams work as a unit and can better interact with the inevitable changes
that come with most projects, there is one aspect of project management that is often
overlooked by Agile teams: visual management.
3.Utilizing visual administration, Dexterous groups can improve their capacity to
work successfully by displaying information in a visual instead of in a spreadsheet or
wiki arrange. This way, it is less demanding to get it venture points of
interest and alter administration.

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Major benefits of visual project management for Agile include:
• Ability to scale
• Increase team efficiency
• Clarity of project details
• Ability to adapt to changes
Agile Team Structure:
Multifunctional teams are the heart of your organization and must contain all the
essential skills required to meet the requirements of their customers. When your teams
determine that additional skills are required to submit new requirements, you must have
the power to recruit or transfer staff with the skills to their team. New teams can be easily
established by allowing the team to self-organize from existing teams (or direct
recruitment) around a new set of customer requirements.
Temporary teams can also be dynamically created outside traditional hierarchies and
departments. This is extremely important for delivering project-based results, or for
developing typical R&D products. After you submit their requirements, you can either
convert the temporary teams to a new partition or move them to an existing partition

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This differs from traditional hierarchy or matrix management structures, where one team
will begin the process, and in the predetermined stages, requesting input or delivery from
another team. By passing work between silos, the strict matrix organizational structures
lack firm ownership of the work, causing poor interdepartmental communication, and
increasing delays in the overall process.

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Case study on Agile Methodology:
LEGO began its journey to agility by introducing changes at the team level. There
were 20 product teams working at the organization at the time. At first, just 5 teams
were transformed into self-organizing Scrum teams. Then, bit by bit, the remaining
15 teams followed in their footsteps.
The result of that initial change was that although individual teams had become
Agile, they still couldn’t cooperate effectively together. To make that happen,
LEGO followed the Safe. At the program level, you’ve got a team of teams (also
known as Agile Release Train, or ART for short).
At LEGO, the team of was meeting every 8 weeks for a big room planning session,
which lasted for one and a half days. During this meeting, teams showcased their
work, worked out the dependencies, estimated risks, and planned for the next
release period.
There’s also the portfolio level, which is the top layer of the system. This is where
you’ve got long-term business plans, stakeholders, and top management. Such
division into organizational levels is typical for the SAFe framework.
The result:
• Once you’ve enabled engineers to oversee their claim work, say farewell to
the armed force of “managers with spreadsheets.” You'll be
able halt doing over the top documentation and other ineffective hones.
Developers now give more accurate estimates, and the outcomes have
become more predictable. Previously, the person who shouted the loudest
could get their work done faster. Now, with visibility taken to the extreme,
decisions are based on real necessity.

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• Nothing beat face-to-face communication and the positive effect it has
on group morale. • Especially the communication
that happens amid LEGO’s enormous room events
• Especially the communication that occurs during LEGO’s big room events.
Case in Agile at IBM
IBM is one of the biggest technology companies in the world known for creating
computer hardware and intelligent systems. Agile Scrum played a crucial role in
improving IBM's business operations so much so, that it offers its own management
software that incorporates agile development environment called IBM Rational Team
Concert.
IBM began by identifying three areas of change:
• Process
• People
• Tools
The end result was that IBM witnessed improvements across the board, in metrics such
as on-time delivery, defect backlog, beta defects fixed before GA, maintenance, and
innovation.

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References
How Agile Scrum Training Transformed These 5 Companies. (2018, May 4). Retrieved from
https://www.quickstart.com/blog/how-agile-scrum-training-transformed-these-5-
companies/?ranMID=42440&ranEAID=a1LgFw09t88&ranSiteID=a1LgFw09t88-
dwVll83O3uJN0PXE3fdi0A&LSNSUBSITE=Omitted_a1LgFw09t88.
Evan Leybourn on 29 Aug 2014 Directing the Agile Organisation" - published by ITGP.
Dinnie Muslihat https://zenkit.com
Chief Evangelist, Lean-Agile Strategy for Planview https://www.planview.com/resources/articles/benefits-of-agile-
development/
by Team Linchpin published by marketing guide /linchpinseo

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SCRUM Methodology
Scrum approach in project management proposes that projects development should
follow a series of sprints. As in the case of agile methodology, sprints are defined as
timeboxed amounting to a maximum of one month long each. Generally, time boxes
tend to last about two weeks. During which, an agile Scrum-Sprint, whereby
the Scrum team deal with small set of characteristics of an idea to test functionality.
Difference Between Agile and Scrum
Agile describes a set of directed values and principles that applies dull method and
approach to software development. Scrum in the other hand, is more of a specific set of
guidelines that must be followed when involved in Agile software development for
instance.

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Application in software development
The Scrum Product Owner is assigned a task of developing a new software project. He
first starts by collecting engineering requirement, then moving on to architect cases,
customer representative and finally other important stakeholders. The product owner
prioritizes each of the task and writes them down in the backlog to have an estimation of
the completion of each task and the break-down of each level. As per Scrum’s
methodology, the event are sectioned into sprints.
Sprint 1: Day 0
The Scrum product owner present the product backlog during the sprint meeting, where
they decide with the team the most important task and prioritize from one to eight and
the feasibility of completing each of them. Now, the scrum master writes down each task
on a card at the task board for the teams to pick which one they want to work on.
Sprint 1: Day 1
Early in the morning the entire team meet up to discuss the update on their task, what
has been done so far, an estimated timeline for completion of the task, they put it on the
sprint task board and what every person is planning to do. A problem arises with a
licenses of a software tool. They put the problem on the board and they carry on with the
rest of the work until this issue is solved.
Sprint 1: Day 2
The entire team is having their daily meeting discuss their project. An issue occurs, they
call the Scrum product owner to discuss and solve points and how to get back on track.
Sprint 1: Day 28
For the final day of the project, the entire team get together with the Scrum Product
Owner for a sprint review meeting. The team prepare the software implementation and

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the Scrum Product Owner checked each of the requirement to see if features falls within
the expectations. Six out of the eight task were completed. Two had to re-done or re-
factored, the team re-grouped the next morning to talk about the issues during the first
sprint and the feedback they got from the scrum product owner in order to fix it.
Sprint 2: Day 1
Because two tasks had to be re-done, the Scrum Product Owner adds it to his backlog and
a second sprint commence.
References
https://www.scrum-institute.org/Introduction_to_Scrum_A_Real_World_Example.php
https://zenkit.com/en/blog/7-popular-project-management-methodologies-and-what-theyre-best-suited-for/

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Critical Path Methods (CPM)
Critical Path Methods (CPM), which is a subcategory in the traditional,
sequential methodologies was developed around 1950s and based on the
idea that in order to achieve a task, the previous (proceeding) task should
have been done already. Any postponement in a given task in the critical path,
will results in parallel delay in the project. Any project can have one or more
critical path ways.
CPM has four fundamental elements. They are; critical path analysis, float
determination, early start and finish calculations, and late start and late
finish calculation. Within this process, the critical paths will be determined.
Knowing the critical paths, allow managers to set priorities and allocate
resources more efficiently. This process helps determine the most important
tasks to perform and prioritize them accordingly. Such methodology
supports rescheduling, in favor of optimizing performance of the team, with
the objective of getting the jobs done on time. Example of critical path method
is bright hub project.
References
Yamin, R. A., & Harmelink, D. J. (2001). Comparison of linear scheduling model (LSM) and critical path
method (CPM). Journal of Construction Engineering and Management, 127(5), 374-381.
Horowitz, J. (1980). Critical path scheduling: management control through CPM and PERT. Huntington,
New York: RE Krieger.
Shaaban, D. I. A. M. (2009). Using Critical Path Method CPM in Project Management-A Case Study in the
construction of Najaf International Airport. MBA, Faculty of Management and Economics, University of
Kufa–Iraq.

29
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA, 26.
Kelley Jr, J. E., & Walker, M. R. (1959, December). Critical-path planning and scheduling. In Papers
presented at the December 1-3, 1959, eastern joint IRE-AIEE-ACM computer conference (pp. 160-173).
ACM.
Lu, M., & Li, H. (2003). Resource-activity critical-path method for construction planning. Journal of
construction engineering and management, 129(4), 412-420.
Simmons, L. F. (2002, December). CEPM 5: project management-critical path method (CPM) and PERT
simulated with processmodel. In Proceedings of the 34th conference on Winter simulation: exploring new
frontiers (pp. 1786-1788). Winter Simulation Conference.

30
Critical Chain Project Management (CCPM)
Critical chain project management is another subcategory in the traditional,
sequential methodologies. This method emphasizes the input resources that
are needed for project’s performance. This method starts with identification
of the most important tasks be done in a project. The crucial tasks to be
conducted are determined first, so that enough resources allocated to ensure
that those tasks have priorities for meeting better defined deadlines.
This method developed as a result of numerous projects that faced over
budgets, and inaccurate-deliverables.
For example, Harris Semiconductors business is to produce semiconductor
Wafers. By using CCPM, Harris Semiconductors can reduce the time
required for finishing each stage and manage the problem of going over
budget.

31
References
Leach, L. P. (2014). Critical chain project management. Artech House.
Leach, L. P. (1999). Critical chain project management improves project performance. Project
Management Journal, 30(2), 39-51.
Raz, T., Barnes, R., & Dvir, D. (2003). A critical look at critical chain project management. Project
management journal, 34(4), 24-32.
Herroelen, W., Leus, R., & Demeulemeester, E. (2002). Critical chain project scheduling: Do not
oversimplify. Project Management Journal, 33(4), 48-60.
Shou, Y., & Yao, K. T. (2000, November). Estimation of project buffers in critical chain project
management. In Proceedings of the 2000 IEEE International Conference on Management of Innovation
and Technology. ICMIT 2000.'Management in the 21st Century'(Cat. No. 00EX457) (Vol. 1, pp. 162-167).
IEEE.

32
Event Chain Methodology (ECM)
Event chain methodology (ECM) helps with assessments of available risks
that are out of the scope of the projects. By taking such risks into
consideration, stakeholders are more aware and prepared of possible risks.
ECM method can include processes, such as identification of uncertainty that
is useful for risk and response planning. Qualitative and quantitative
analysis and risk monitoring are characteristics of this method.
References
Virine, L. (2013, April). Integrated Qualitative and Quantitative Risk Analysis of Project Portfolios.
In Enterprise Risk Management Symposium.
Peng, W., Shen, L. F., & Liu, D. Y. (2012). Construction Project Scheduling Risk Analysis Using Event
Chain Methodology: An Example of Airport Terminal Project. In Applied Mechanics and Materials (Vol.
209, pp. 1330-1338). Trans Tech Publications.
Yarramsetti, S., & Kousalya, G. (2015). Review on computer aided techniques for software project
scheduling and staffing. Asian Journal of Applied Sciences, 8(3), 196-203.

34
Extreme Project Management (EPM)
Extreme project management is quite opposite to water fall method, since it
allows project managers plenty of room for changes during implementation
and for a project to continue forward. Final products, services, quality issues
and budgets, can change, to meet changing needs as they emerge.
This process-based is a methodology emphasizes the collection of processes,
leaning as you go, streamlining and minimizing wastes. EPM approach
project management through braking down and identifying, eliminating
unnecessary parts, and delay factors. The ultimate objective is to use
minimum labor, less cost and less time to produce maximum output. This
methodology helps in defining policies, that guide the operations of the
organization. Amongst the benefits of this style is that it increases value-
added activities, which leads to cost reductions.
Source: https://activecollab.com/blog/project-management/extreme-project-management-xpm

35
References
DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value
in the face of volatility. John Wiley & Sons.
Wysocki, R. K. (2011). Effective project management: traditional, agile, extreme. John Wiley & Sons.
Auer, K., & Miller, R. (2001). Extreme programming applied: playing to win. Addison-Wesley Longman
Publishing Co., Inc..

36
Six Sigma
Six Sigma is a methodology that is concerned with quality development, throughout the
phases of the project, by calculating and controlling possible defects and/or bugs. The
aim is to have final deliverables with zero defect. Six Sigma is most suitable for
manufacturing and production. It uses the following two approaches:
DMAIC which stands for; define, measure, analyze, improve and control.
DMADV which is define, measure, analyze, design and verify.
From statistical point of view, the term “Six Sigma” is defined as “having less than 3.4
defects per million opportunities or a success rate of 99.9997% (these computations

37
assume a 1.5 sigma shift in the process mean, 1.5 to account for long term variation) where
sigma is a term used to represent the variation about the process average. Antony, J,
Banuelas, R. (2002). In the business world, Six Sigma is defined as a “business strategy used
to improve business profitability, to improve the effectiveness and efficiency of all operations to
meet or exceed customer’s needs and expectations” Antony, J, Banuelas, R. (2002).
Six Sigma was heavily used in 1980s by Motorola, in depicting the whole approach
towards management. Six Sigma is used in big organizations such as GE and Motorola
in developing the processes which are efficient in completing projects and in staying
relevance to their organizations. The Six Sigma method was used successfully by many
organizations like Boeing, DuPont, Toshiba, Seagate, and many others.
The Six Sigma method concentrates on analyzing requirements of customers in a better
way and eliminating the waste and defects in the organization. The objectives of Six
Sigma is achieved by intense knowledge on engineering, statistics and project
management besides systems and process within the organization. Six Sigma objectives
are in improving “organization's products, services and processes across various
disciplines, including production, marketing, finance, and administration.” (Anbari, F.T.
2000).
The benefits of Six Sigma include “better understanding of changing customer
requirements, improvement of quality and delivery, reduction of waste, reduction of cost,
development of robust products and processes, enhancement of competitive position,
and sustained competitive advantage through continuous improvement of all business
systems in the organization.” Six sigma projects are quality improvement projects and six
sigma projects. Six Sigma project management tools consists of “project identification and
selection methods, basic team development approaches, basic project planning and

38
control tools, and post project evaluation methods.” Organizational Structure through
Six Sigma is basically through The Six Sigma Project Management Structure Where
there are various titles are provided on the name of belts. The Black Belts work on full
time Six Sigma Projects. The Green Belts work on part-time Six Sigma projects. (Anbari,
F.T. 2000)
DMAIC road map for Six Sigma
The important tool for Six Sigma approach is DMAIC road map to develop project
through scientific method. The core tool to the Six Sigma approach is the DMAIC
roadmap, which is a more scientific method for project development. It’s a flexible,
formalized problem-solving process that includes the following five steps: Define,
Measure, Analyze, Improve and Control. The DMAIC cycle serves to define a process “to
improve, measure the baseline and target performance of the process, analyze the process
data to determine the key process inputs that affect the outputs, improve the process to
optimize the outputs, and, finally, to control the improved process for sustaining the
improvement”. (Andersson et al. 2006:287; Foster 2010:429; Su et al. 2006:4).

39
Six Sigma Table and a graph explaining the meaning of various levels of Six Sigma.
Sigma Level Defect Rate Yield
Percentage
2 σ 308,770 dpmo (Defects Per 69.10000 %
Million Opportunities)
3 σ 66,811 dpmo 93.330000 %

40
4 σ Dpmo 99.38000 %
5 σ Dpmo 99.97700 %
6 σ Dpmo 99.99966 %
Source: Dr. Maruti Prabhakar Rapaka. Int. Journal of Engineering Research and Application www.ijera.com ISSN:
2248-9622, Vol. 7, Issue 1, (Part -5) January 2017, pp.49-52

41
According to (Maddox, 2004), many companies have started using Six Sigma in
improving processes related to marketing. GE and DOW have been utilizing Six Sigma
in developing new product and customer support in reducing cost, enhance profitability
and performance.
Research by (Brewer and Bagranoff, 2004) on Six Sigma methodology, which made path
towards accounting function and made contribution towards error reduction to process
invoice, cycle time reduction and optimization cash flows. The research made by
(Donnelly, 2007) on Six Sigma in creating new standardized process on services related
to accounts payable at The U.S. Coast Guard Finance Center, revealed that level of customer
satisfaction was improved after using Six Sigma concept.
Many organizations applied Six Sigma in reducing “variability in cycle times, error rates,
costs, “days to pay” of accounts payable, and improve employees’ productivity ratios”
(Brewer and Bagranoff, 2004; McInerney, 2006).
Case Study in Six Sigma
Company A: Solar Cell Manufacturer
Background: The first case represents a Solar Cell manufacturing company based in
southern part of India which manufactures different types of solar powered products.
They have a customer base throughout the country and outside. Since the demand for
non-conventional energy is increasing, this is a fast growing organisation. This company
employs around 850 people. The company has developed a good quality culture where
every employee feels the importance of quality in everything they do. Although the
company has been quite successful in implementing Six Sigma across the manufacturing
operations, it has extended the applications of Six Sigma to non-manufacturing
operations such as HR and Finance.
Applications of Six Sigma:

42
Six Sigma Organisational Infrastructure: Company A has embarked on Six Sigma journey
for over 7 years. The senior management team in Company A has proposed a long-term
plan to ensure that all employees participate in Six Sigma methodology. During the first
year of the Six Sigma program, 22 projects across the manufacturing operation were
selected. These projects were assigned to Black Belts in the company. This company today
has over 2 Master Black Belts, 3 Six Sigma Champions, 32 Black Belts, 60 Green Belts and
over 100 Yellow Belts.
Barriers/Challenges to implementation: There was strong resistance from shop floor
workers and some supervisors towards the Six Sigma journey in the early days of its
adoption. There was a clear lack of understanding of the benefits of Six Sigma and the
need for change using Six Sigma as a catalyst for change. The senior management team
decided to provide a one-day awareness program for the people on the shop floor so that
they understand the expectations and the need for the Six Sigma initiative within the
company. Moreover, an Executive awareness was also introduced to all senior
management team so that they understand the importance of Six Sigma and the benefits
Six Sigma can be brought into the business.
Benefits of Six Sigma: There were a number of benefits reported from a direct application
of Six Sigma methodology from Company A. These included:
 Improvement in the yield of the printing process – yield was improved by close to
4% from the use of DMAIC methodology and resulted in savings of over $140k
per annum.
 Reduction of rejection or rework rate from a number of projects was reported
across the company – one project has looked into the high rework and rejection
rate of solar cell panel lantern. The application of DMAIC methodology has helped

43
the company in reducing the rework and rejection rate from 18% to nearly 5% and
saved over $65k per annum.
Commonly used tools and techniques of Six Sigma: The Six Sigma Black Belts and Green
Belts have used a number of tools and techniques across a number of projects. Based on
the interviews, it was found that the most commonly used tools and techniques were:
 Supplier-Input-Process-Output-Customer analysis (SIPOC)
 Cause and Effect Analysis or Ishikawa diagram
 Cause Validation Plan
 Control Charts (Individual chart, P-chart, U-chart etc.)
 Hypothesis tests (2 sample t-test, F-test, Kruskal-Wallis test (non-paramteric test),
etc.)
 Graphical tools to understand variation and patterns (Histogram, Box-plot, Dot
plot, etc.)
Impact of Six Sigma on Business Performance: One of the questions asked by the
researchers to two Six Sigma champions was about the impact of Six Sigma on Business
Performance. In fact, both Six Sigma champions explicitly stated that Six Sigma did have
a positive impact on Business Performance. It was reported that there has been a
significant improvement in customer satisfaction on two performance indicators (on-time
delivery to customers and cost of poor quality) consistently across the business as a result
of the DMAIC projects. The two champions also reported that Six Sigma has a direct
impact on process innovation. In other words, they have agreed that Six Sigma fosters
incremental innovation for many of their business processes today.

44
Microsoft Corporation is an American multinational technology company who
develops and manufactures computer software as well as personal computers and
similar services. Microsoft is one of the largest companies in its field mainly known for
its software products, such as Microsoft Windows.
Win/Loss review process
Microsoft started using Six Sigma methodology after noticing a shortage in their
win/loss review process. This process was taking place in order to understand who
their sales team was competing against in terms of opportunities. They wanted to know
who they are winning or losing against. This process was important for Microsoft
because growing opportunities was affecting revenue and grow value of their
stakeholders. In conclusion, Microsoft used define, measure, analyze, improve and
control phases for a better win/lose process.
Six Sigma Phases
Define Phase
In this phase, with the help of leadership, Microsoft wanted to build a business case to
address the issues. They conducted several researches and surveys to have a better
understanding of their win/loss process mainly to know who their main beneficiaries
were, and how this process was being handled. Sales teams where seen as customers
and further research was done to know what was requested from this process.
Measure Phase
After targeting sales teams as customers, Microsoft conducted a wide survey within
their company on account manager and sales specialists who are the individuals
that could own specific opportunities. The purpose of this survey in measure phase
was to capture the voice of customers.
Define Measure Analyze Improve Control
Case: Microsoft Corporation
Industry

45
Analyses Phase
In the analyses phase, Microsoft created a diagram called Fishbone. They used this
diagram to generate theories faster and understand the causes and effects of the current
win/loss process of the company. Furthermore, it was used to identify which areas
could have been causing deficiency in the current process. Through the brainstorming
received from the experts, Microsoft was capable of developing potential causes.
Improve Phase
The information from the earlier phases helped Microsoft design an enhanced win/loss
process. Thirteen regions were used for a formal pilot project to test and design new
process and sales model. The focus of this new design was to move closer to the points
that the opportunities were being closed. On the contrary, the former process was more
focusing and depending on whether the opportunity was a loss or not.
Control Phase
Microsoft created and documented a control plan to make sure that the new process
was efficient and under control all the times. The focus of this control plan was to make
sure in sales review meetings of the company, win/loss process was strongly
concentrated on. By having a series of measurements and identifications on owners
who collected and represented the data, strong adoption of win/loss process was
achieved.
Challenges
It was difficult to understand the impact of Microsoft’s competitive position in the
market due to the sparse competitive intelligence from sales teams. “To complicate
matters, an additional outcome classification, “disengage,” was used as a
convenient alternative to what might have otherwise been either a loss or a potential
win that was walked away from too soon” (Rick Marcet, “Win/loss Reviews”).

46
Issues:
Issues faced by Microsoft was that field leaders owned their business and had different
practices. They were disconnected from the centralized process given by Microsoft.
They used different strategies and methodologies in which some of them focused
mainly on losses and others on wins. There was no strong adoption nor an efficient
method of analyzing win/loss process by field sales teams.
Solutions
Microsoft hypothesized that a more efficient win/loss review required focusing mainly
on front-line sellers rather than corporate stakeholders to have a better experience in
collecting and analyzing insights on actual basis. Furthermore, this was believed to
eliminate redundancies and develop understanding of same source data (Rick Marcet,
“Win/loss Reviews”).
Results
By applying Six Sigma phases, Microsoft was able to reduce shortage in their win/loss
review process as well as having a stronger adoption on the subject matter. This
showed Microsoft that front-line sellers play an important role in understanding the
win/loss process. Moreover, they have better knowledge in recognizing sales efforts
and that this process is mainly driven by them.

47
References
Andersson, R., Eriksson, H. & Tortensson, H., 2006, ‘Similarities and differences between TQM,
six sigma and lean’, The TQM Magazine 18(3), 282–296.
Anbari, F. T. (2002). Six sigma method and its applications in project management. Paper
presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX.
Newtown Square, PA: Project Management Institute.
Antony, J, Banuelas, R. (2002). “Key ingredients for the effective implementation of Six Sigma
program”. Measuring Business Excellence 6, 4, ABI/INFORM Global, pp.20-27.
Brewer, P. & Bagranoff, N. (2004). Near zero-defect accounting with Six Sigma. The Journal of
Corporate Accounting and Finance, 15 (2), 67–70.
Brewer, P. & Eighme, J. (2005). Using Six Sigma to improve the finance function. Strategic
Finance, 86 (7), 27–33.
Donnelly, M. (2007). Streamlining Coast Guard’s accounts payable process. iSixSgam
Magazine,. http://finance.isixsigma.com/library/content/c060125a.asp
Dr. Maruti Prabhakar Rapaka. Int. Journal of Engineering Research and Application
www.ijera.com ISSN: 2248-9622, Vol. 7, Issue 1, (Part -5) January 2017, pp.49-52
Maddox, K. (2004). Six Sigma helps marketing improve design, save money. B to B, 89 (13), 3–
28.
McInerney, D. (2006). Slashing product development time in financial service. iSixSigma
Magazine, January 25, 2006 3(2), 1-3.

48
Lean Methodology
Lean methodology is mainly used in manufacturing but it’s also best suited for businesses
and organizations that are looking to do things differently. The main goals are
maximizing customer value and minimizing waste. It focuses on creating more value for
the customer by using fewer resources. It comes from the Japanese manufacturing
industry, its core value comes as the waste is less, the quality improves while production
time and cost are less. Lean methodology encourages maximizing customer values of
product or service while minimizing the waste and resource. As the waste is reduced, so
the cost and time of the production will be reduced and then the quality improves.
The definition of lean varies depending on the different sources, for example “In the
United States, the predominant thought is that Lean is a system of tools and techniques
for reducing waste and adding value in every process. In Japan, Lean is considered a
mindset and not a set of tools.” (Quality-one.com, 2015). But all the different definitions
have the same core meaning that I mentioned above.

49
There are three types of waist and they are known as the 3M’s: Muda, Mura, and Muri.
Muda is about how to remove waste. it is an activity or a process that does not add any
value and it can be a physical waste of your time or a waste of resources. It is
characterized into seven: transport, inventory, motion, waiting, overproduction, over-
processing, and defects.
Mura is about the flow and how should everything, which concerns eliminating
vacancies in the workflow process at the scheduling and operation level, flow evenly.
Finally, muri, which means removing overload in order to the work to go faster. The
Japanese version of lean manufacturing is called “Kaizen”.
Lean manufacturing had put Japan in general and the Toyota Motor Corporation in
specific on the map. The way Toyota does business is truly remarkable. Along with its
subsidiary companies and suppliers, Toyota was able to obtain incredible increase in
production process with maximize termination of waste and maximize profit. Lean
manufacturing principles forgetting a quality improvement process at minimum cost and
are also important for training, assessment, evaluation of your organization. There are
two reasons for why it is important to have lean group meetings for successful lean
manufacturing. It is a good opportunity for first line employees and managers to decide
on improvement activities. Second, it is a powerful method team building exercise and
employee motivation.
Another important point lean manufacturing is standardization because it can improve
the process and make it more effective. There are three steps so that standardization
principles be implemented effectively which are establishing, teaching, observing.
Another successful example of lean manufacturing is INTEL who are known for their
computer processors. The industry demanded zero bugs so the company adopted lean
techniques to provide a higher quality product. Microchips used to get to the factory in
three months, such ideology help the company lower that number to less than 10 day.

50
The company realized that producing higher quantity and lower quality was not the way
to improve profits and increase customer satisfaction. Therefore, they added quality
control factors and waste reduction techniques with which both made profit.
A third example of a company that used lean manufacturing is NIKE. NIKE gained less
waste and higher customer value but also they reduce by 15% of poor labor practices in
their overseas manufacturing planet by valuing the worker more than the previous labor
practices. This made the employee feel more significant and valued and the company was
highly valued as a whole.
Kaizen, which is continuous small steps toward improvement, is a key building block for
lean approach initiative. Kaizen is not a set of tools; rather it means a culture change that
encourages daily basis small improvements which leads to process optimization and
waste elimination. So, if people implement kaizen culture, they go toward lean
implementation. Thus, involving employees in the improvement activities lead to build
employee morale which is good for the corporation productivity.

51
The history of lean methodology goes back to the middle of 20th century when the famous
Japanese motor corporation Toyota tried to solve the problem in their product delivery
by inventing a new project management system which is called Toyota production
system. The main goal was to improve product delivery by eliminating waste.
The major lean principles are based on eliminating all forms of waste to increase customer
value. Toyota production system created the definition of wastes, which defined as any
action that doesn’t positively increase the functionality of the final product. It identified
three types of wastes: Muda, Muri, and Mura. Muda refers to any process or activity that
doesn’t add value; it can be a time or resource waste which includes the seven original
wastes: (transport, inventory, motion, waiting, overproduction, over-processing, and
defects). Mura is about (unevenness, fluctuations, variation) in the workflow process at
a scheduling and operation level. Muri Means overburden which causes slowing down
in the process of the work. Each of the elements of Muda, Mura, and Muri should be
eliminated in the organizations by using the so called lean project management.
The following are the main five-steps for implementing lean techniques which are not
always easy to achieve:
1. Specify value by the customer.
2. Identify all the steps in the value stream and eliminate any step that doesn’t add
value.
3. Create product flow smoothly toward the customer.
4. Then, allow customers to pull value from the afterward upstream activity.
5. Unnecessary steps should be removed.

52
Applications
Lean methodology can be applied in every business and every process as the way they
think and do. Lean methodology is not a rough program; rather it is a way of thinking
which the entire organization can take advantage of. “Many organizations choose not to
use the word lean, but to label what they do as their own system, such as the Toyota
Production System or the Danaher Business System. Why? To drive home the point that
lean is not a program or short-term cost reduction program, but the way the company
operates. The word transformation or lean transformation is often used to characterize
a company moving from an old way of thinking to lean thinking. It requires a complete
transformation on how a company conducts business.” (Lean.org, 2019).
Malaysian automotive components manufacturer is an example for Real implementation
of Lean manufacturing approach. This company achieved a successful of lean
manufacturing implementation which later was awarded by Malaysia Japan automotive
industries cooperation (MAJAICO) in year 2007. *MAJAICO is a 5-year project

53
introduced under the Malaysia Japan economic partnership agreement (MJEPA) to
improve the Malaysian automotive industry to become more competitive in the global
market. “The main function of MAJAICO is to introduce continuous improvement
activities in manufacturing companies mainly through total implementation of lean
manufacturing.” (Muslimen et al., 2019). The following figure shows the profile and the
achievements of the company through the years of implementing lean manufacturing.
(Muslimen et al., 2019)
The company’s focus of lean manufacturing is on reducing inventory level because
inventory is the source of other wastes of their company. The inventory level reduction
is explained through this diagram by the authors of the case study of LM implementation
by this company.
Reference:
[1] Muslihat, D. (2018). 7 Popular Project Management Methodologies And What They’re Best
Suited For | Zenkit. [online] Zenkit. Available at: https://zenkit.com/en/blog/7-popular-project-
management-methodologies-and-what-theyre-best-suited-for/ [Accessed 30 Sep. 2019].
[2] Lean.org. (2019). Principles of Lean. [online] Available at:
https://www.lean.org/WhatsLean/Principles.cfm [Accessed 30 Sep. 2019].
[3] Sergeev, A. (2015). The History of Lean Methodology. [online] Hygger. Available at:
https://hygger.io/blog/the-history-of-lean-methodology/ [Accessed 30 Sep. 2019].
[4] Quality-one.com. (2019). Lean | Lean Methodology | Quality-One. [online] Available at:
https://quality-one.com/lean/ [Accessed 30 Sep. 2019].
[5] Muslimen, R., Yusof, S., Sakura, A. and Abidin, Z. [online] A Case Study of Lean
Manufacturing Implementation Approach in Malaysian Automotive Components Manufacturer.
Ir.unimas.my. Available at:
https://ir.unimas.my/id/eprint/13996/1/A%20case%20study%20of%20Lean%20Manufacturing%2
0Implementation%20Approach%20in%20Malaysian%20Automotive%20Components%20Manufa
cturer.pdf [Accessed 30 Sep. 2019].
- The figures comes from [5]
- http://www.process-improvement-japan.com/lean-manufacturing-principles.html
- https://refinedimpact.com/4-good-examples-of-companies-that-use-lean- manufacturing/

55
KANBAN Methodology
Kanban methodology understanding
Multiple teams using Kanban
What is Kanban
Kanban is one of the methods
of managing the projects, it
mainly focuses on how the
project will deliver without
overloading the working team.
It is designed to support the
cross-functionality of the team
and will help the team
members to be more effective.
It is main steps starts with
visualizing what the team
wants to do, then prioritize
and limit the workload to do
it efficiently and effectively,
and finally, after finishing
the current work to choose
the next most important thing
to do, these steps are
enhancing the workflow.
Kanban board and tools for the management of projects.

56
It is Japanese invent that
means visualization or even
cards, the same cards that we
use today to stick on board at
the workplace or even
refrigerators at home. Toyota
company and specifically
line-workers used this method
to arrange and organize the
steps in the manufacturing
process. Because this method
is visual it allowed the
workers and the working
teams to communicate and
organize the work easily, as
the board and cards show you
what to do, what is in
progress and what is done.
Using this method reduced the
waste during manufacturing,
reduced the time and
increased their efficiency and
effectiveness. [1][2][3]
Kanban Personal.
Kanban using advantages
Advantages of following and using the Kanban method:
+ Kanban is a very clear process, the ease of information passing
between the team leads to more clarity and alignment between
the working team.
+ Using this method makes it easy to manage to follow, one look
to the board and the management or team member can
understand what’s going on, when and where things are standing,
this saves a lot of time for the management and team members.
+ As everything is visualized over the board, so this will make
things easy to the team members to follow the projects.
+ The ease of making changes at any time and when change is
required for the projects.
+ It increases the team spirit and motivation and leads to more
cross-functionality between different departments or members
which will lead to more effectiveness. [2][3]
Kanban for
Individual
This method considers also
one of the best ways to
arrange individual work, as
Kanban is an easy, practical
and consider to be good
learning system that can help
to arrange our daily to-do list.
This way will increase
productivity and will arrange
the overwhelming to-do list
that we have every day.
It is good practice at work
and home.
Kanban main
disadvantages
The main disadvantage of
Kanban method is the variety of
customer need and demand, as
the Kanban is the best method
for production of small and
steady output, but when the
demand of the customers starts
to change, or the project
affected by the season (high or
low season), here the Kanban
tends to be insufficient.[3]

57
Kanban Framework is a work management system that maximizes efficiency and help
to visualize it. Kanban stands for the Japanese world of visual. Most of tasks at works are
invisible, as such, Kanban help to visualize the work and tasks that are invisible to us
and to the others. Kanban also help keep others on board for the duration of the subject.
Kanban further help to change the organizational culture, through visualization.
Because Kanban is suitable for self-managing and collaborative small teams, it can be
utilized in many projects across different organizations across the non-profit sector. It is
a good tool through which project managers can highlight the bottlenecks and understand
the challenges the teams are facing, especially when further discussions are made among
the team members internally.
When Kanban methodology is appropriately applied, it maximizes the use of the
resources by allowing the remaining tasks clear to everyone, and the amount of efforts
anticipated by the managers clear as well. Subsequently, valuable time can be saved when
the project managers are able to manage expectations appropriately.
Case: International Committee of the Red Cross
At the International Committee of the Red Cross, there are several humanitarian
programs. Among these programs, Micro-economic Initiatives (MEI) which aims at
improving the economic situation of low-income families whose income sources have
been affected by the recent conflicts across the whole country. It is an income generating
project under which the entitled household will receive up to 1,600 CHF as donation to
initiate the business that they have skills and expertise for.

58
This project has multiple phases and each single phase has several sub-steps and smaller
activities that the project manager has to pay attention to at certain times during the
project, from the initiation to the closure.
Since visualization is a key component of Kanban model of project management
methodology, through the below diagram, the MEI project life cycle has visually been
visually illustrated with two key activities that will take place at each given milestone.
This diagram will be a positive addition to further clarify the project activities for the
managing teams. Therefore, Kanban board contribute to faster achievement of the
organizational strategy for 2019 in Iraq.
For the above project, it takes a year from the beginning to the end for the outcomes to be
delivered. Although the Kanban board is a good visual tool to illustrate the project steps,
but it does not categorize which activity has been achieved and which one has not.

59
The work progress has to also be visualized due to its importance to the managing teams.
Luckily, there is another way to do it. Kanban cards is a good way to identify what has
been achieved and what has not yet. Kanban cards used for the above project as below:
The Kanban cards helps by decreasing or at least knowing the “work-in-progress” areas,
or unfinished activities that requires daily attention and progress by having them all
visually presented in one board. It is normal to be on a project with pending activities
that takes longer to be achieved than some of the other activities, thus Kanban cards help
by knowing where exactly the project manager is in her/his project.
Kanban cards also help the file holder to have a better workflow management as in the
case of MEI projects, there are dozens of sub-activities that sometimes they overlap with
each other. For the sake of this assignment, the simple model of MEI project life cycle has
been presented which normally has less sub-activities compared to more sophisticated
model of MEI projects, such as Collective MEI and MEI Plus models.

60
References
[1] CORPORATION., T. (2019). Toyota Production System | Vision & Philosophy | Company | Toyota
Motor Corporation Official Global Website. [online] Toyota Motor Corporation Official Global
Website. Available at: https://global.toyota/en/company/vision-and-philosophy/production-system/
[Accessed 30 Sep. 2019].
[2] En.wikipedia.org. (2019). Kanban (development). [online] Available at:
https://en.wikipedia.org/wiki/Kanban_(development) [Accessed 30 Sep. 2019].
[3] Atlassian. (2019). Kanban - A brief introduction | Atlassian. [online] Available at:
https://www.atlassian.com/agile/kanban [Accessed 30 Sep. 2019].
[4] Lei, H., Ganjeizadeh, F., Jayachandran, P. K., & Ozcan, P. (2017). A statistical analysis of the effects
of Scrum and Kanban on software development projects. Robotics and Computer-Integrated
Manufacturing, 43, 59-67.
[5] Saltz, J., & Crowston, K. (2017, January). Comparing data science project management
methodologies via a controlled experiment. In Proceedings of the 50th Hawaii International
Conference on System Sciences.
[6] Brechner, E. (2015). Agile project management with Kanban. Pearson Education.
[7] Leach, L. P. (2014). Critical chain project management. Artech House.

61
The Project Management Institute “PMI”/PMBOK
The Project Management Institute, with its infamous 13 standards of project
management outlined in their PMBOK, is a popular and widely applied in project
management.
It is not a separate and independent methods; it is a set of standards put together by the
Project Management Institute, and constantly revised and published in their PMBOK.
Many organizations use this method to manage projects. The phases of PMI’s PMBOK
start with initiating, planning, executing, controlling, and it ends with closing of the
project.
The PMI knowledge areas of project management are;
• Project Integration Management.
• Project Scope Management.
• Project Time Management.
• Project Cost Management.
• Project Quality Management.
• Project Resources Management.
• Project Communications Management.
• Project Risk Management.
• Project Procurement Management.
• Project Stakeholder Management.

62
The PMI knowledge areas are commonly applied across projects and gaining more
popularity as the PMI continue to revise these areas. The PMI certify project managers who
passes an exam by any of the PMI chapters.
References
“II. Methodologies.” Project Management Guide, www.wrike.com/project-management-
guide/methodologies/.
Software Development Life Cycle. Waterfall Model. (2017, August 09). Retrieved February 27,
2018, from https://onlinedigitaltechnology.com/software-development-life-cycle-sdlc-waterfall-model/
Critical chain project management improves project performance. (n.d.). Retrieved February 27,
2018, from https://www.pmi.org/learning/library/critical-chain-pm-improves-performance-5305
“Project Management Methodology: Definition, Types, Examples.” MyMG -
MyManagementGuide.Com, www.mymanagementguide.com/basics/project-methodology-definition/.

63
CRITICAL SUCCESS
FACTORS IN PROJECT
MANAGEMENT
A Comparative study between the
GCC and the U.K.
By
Firend Al. Rasch & Alkathiri, O
This study examines the critical success factors in project
management of Oman’s construction industry, by comparing
such factors to the U.K. construction industry. Construction
industry involves number of activities that contribute to the
economic growth, such as improvement in infrastructure,
creation of expert centers, human development, and
significant contribution to gross domestic production (GDP)
(Slaughter 1998). As such, examination of contributing
factors that critically affect the construction industry and
critical component of project management that contributes
to the successful development of this sector of the economy
is of particular importance to the Omani government, which
is the sponsor of this thesis. As Ngai et al. (2002) further

64
asserts this hypothesis, by stating that construction sector
when planned and implemented well, can improve the
national economy growth and ultimately the GDP.
However, there are number of factors that affect successful
growth of the construction industry in a developing country,
and number of variables that influence the outcome of the
implementation, including; economic uncertainties,
technological factors, budgetary constraints, stakeholder’s
changing requirements, environmental, regulatory and
implementation processes (Duy Nguyen et. Al. 2004; Chan
2004; Sanvido 1992).
Several studies have been conducted to determine the critical
success factors (CSF) in varying construction industries
around the world, where lessons can be drawn for future
development of the construction industry in Oman.
However, Chan et. Al. (2004), Chan et. Al. (2001) and Duy
Nguyen (2004) asserts that there is no mutual agreement on
homogeneous and standerised critical success factors across-
the-board, or one solution that fits all. Furthermore, Pinto
and Prescott (1988), Parfitt and Sanvido (1993), and Yu et.
Al. (2006) further asserts that critical success factors are
interrelated, intertwined and difficult to set boundaries to
determine homogenous factors. However, research over the
years, has shown that the importance of defining critical

65
success factors, has undoubtedly positive impact on the
successful of construction projects, by avoiding delays,
additional costs and expenses related to the construction
phases of the project (Chan and Kumaraswamy, 1996;
Cooke-Davies, 2002; Nicolini, 2002; Erling et al., 2006;
Toor and Ogunlana, 2009). The Sultanate of Oman “Oman”
is now one of the most successful investment stations in the
Middle East. The real estate sector has grown rapidly over
the last ten years, which has contributed to attracting
investment from around the world, while the services and
architectural facilities provided by Oman are described to
investors as both attractive and lucrative (Shachmurove
2009) and there are still expectations of more real estate
investment in Oman. Such projects contribute to the
development of the real estate sector and in particular, the
integration of infrastructure in this young and growing
country.
Oman continues to plan and launch projects, despite the
consequences of the global economic crisis of 1998, which
has clearly affected the level of its real estate growth, a clear
indication of emphasizes on uniqueness in the construction
industry. Proportionate and balanced development
contributes to the strengthening of the commercial status of

66
Oman and provides an element of work and tourism to
regional and foreign investors. There is no doubt that the
influx of real estate investment into Oman confirms the
growth trends in the construction sector as real income in
Oman and the region increases. Therefore, all parties
involved in the construction industry recognise that delays
in delivery of projects, and in accordance with defined
schedules agreed on by investors, would cause loss of time,
material and money.
Loss of funds for both investors and contractors’ lead to loss
in reputation for the government agencies that promotes
these projects. The delay in project completion places
contractors under constant pressure that may lead to
problems in implementation affecting the levels of quality.
Although reason for project delays may range from poor
management and engineering planning by initiating
companies, yet the inability of these companies to
effectively define their objectives, and accurately develop
strategies and actions to effectively implement construction
projects in time frames that meets stakeholder’s objectives is
still a looming threat across construction projects in the
Middle-East (Alnuaimi et. Al. 2009).

67
The administrative and engineering planning process of
construction projects follows a set of rules, controls and
indicators to follow, which prepares planners for project
undertaking in according to environmental circumstances.
The construction project management field therefore, has
undergone numerous changes during the past two decades
due to technological factors driven by economic growth
(Froese 2010). Economic growth feeds directly into
economic growth and the construction industry, and
ultimately shapes the nature of project management in
particular environment or a country.
This has also shown to be highly influenced by cultural
values and norms, which add to the complexity of the nature
of project management in the construction industry (Fisk and
Reynolds 2011). This is particularly true in the case of Oman
(Assaf and Al-Hejji 2006; Chan and Tse 2003; Ochieng and
Price 2010). Loosemore and Muslmani (1999) have written
on the role of U.K. based construction companies taking part
in the construction boom of the Arabian Gulf and Oman.
The importance of planning
Clearly, today’s construction project requirements need
more planning than ever before. Companies face significant
shifts in various areas, challenges and pressures in a globally

68
competitive environment. Rapid change in all areas of the
construction sphere is increasing the degree of
environmental uncertainty regarding future conditions that
affects the future outlook of management of construction
projects. Kerzner (2013) suggest that the extent to which
construction companies contracted the concept of project
planning is measured by variables that consist of important
factors as following:
• Planning contributes to saving time and non-
dependence on chance.
• Work in construction project engineering without a
clear plan is an undertaking that becomes a waste of
time.
• In the absence of effective planning in construction
projects, chaos and improvisation becomes the norm
and original goal become elusive.
• Planning aims at ensuring that there is no
contradiction between means and objectives, which
facilitates clarity of goals and objectives in the
shortest way that saves time and money.
The importance of planning then, in essence, is the
anticipation for future mishaps and possible surprises that
cause inevitable fluctuation in projects goals. The objectives

69
to be achieved are future objectives, ie, their achievement is
realized during a specific time, which may be prolonged or
shortened. Planning also helps greater enterprises to provide
control through project management capacity for adaptation,
through pre-delineation of best practices in the light of what
is likely to occur.
Sapolsky (1971) points out that planning saves and prevents
costs waste of resources, because it sets the goals and
mechanisms of implementation in advance, and in a
scientific and rational way, which contributes to the
increased net efficiency and effectiveness.
Construction Planning
Kerzner (2013) further suggest that planning in construction
industry involves number of criteria that a contracting
company must understand to effectively manage
construction projects. This can be summarized as following;
coordination of the efforts of the project staff: Planning
enables coordination of the efforts of each of the team
members, the technical staff of the project on the one hand,
and the different departments in the contracting company on
the one hand. Thus, determine the objectives of the project
plan and the means to achieve them provide the necessary

70
guidance for various project staff, and the company to carry
out its tasks as per assigned roles, which helps to achieve set
objectives of the master plan without constant changes.
Forecasting change however is not an easy task (Sapolsky
1971). Proper planning of the project prepares the project
staff and the management of a construction company to
anticipate and plan for possible change, and the consequent
effects of such change. Therefore, effective planning is
anticipating when and where things would go wrong in the
project, to prepare stakeholders to deal with changes without
being totally surprised by it by incorporating such changes
into the time and cost elements. Planning provides
performance measures and criteria. The construction project
plan shows what it has to be achieved of anticipated results
and objectives at the level of front-line workers and staff
involved in the project, by assigning tasks in accordance to
their competence (Sanvido et. Al. 1992). Objectives and
results form the basis for criteria that can be used to measure
actual performance.
Statement of the Problem
The quest for critical success factors in project management
in the construction industry is the aim of construction

71
companies and project managers around the world
(Nitithamyong and Skibniewski 2006). This is primarily
because of the cost attached to such large-scale projects,
especially those financed by governmental entities,
municipalities and provinces. Large-scale construction
projects have a critical impact on governmental budgets,
economic growth, and ecology. As such, determining what
critical success factors that directly contribute to cost
reduction, timely delivery, improvements in quality of
construction and positive impact on the environment can
being mutually beneficial to all participants and
stakeholders. The state of Oman has a particular interest in
determining such CSF in the post financial crises, where
numerous landmark projects has been frozen due to financial
constraints (Alnuaimi 2006). Therefore, avoiding pitfalls in
project management related factors could significantly
impact the future role of British construction companies in
Oman, the Gulf and other parts of the world in post-Brexit
U.K. The pressure on British companies is equally higher
today than ever before to maximise the effectiveness in
implementation of construction related projects
internationally, to compete with other European and Chines
construction firms (Lu et. Al. 2009; Norwood and Mansfield
1999). Innovation and cultural forces are found to play a

72
significant role in cross-cultural project success (Assaf and
Al-Hejji 2006; Blayse and Manley; Ochieng and Price
2010). Such forces can be viewed in relation to critical
success factors will ultimately affect all participants and
beneficiaries, namely, stakeholders and the environment.
Therefore, the attempt to explore varying CSF is more
important to Oman as government, and private sectors
involved in future construction projects, as much as it is
important to U.K. based firms attempting to compete and
expand their market base in such critical part of the world
and uncertain outlooks for the U.K. economy.
Objectives of the study
The main objectives of this study is to determine the critical
success factors influencing construction project
management in Oman as a sample country of the GCC
overall, and how they compare to that of the U.K.
Objectives of the study are:
a) To provide a comprehensive overview of the
CSF involved in the Omani construction
industry.
b) To assess the level of influence each CSF has
on construction project management.

73
c) To evaluate CSF factors in terms of
differences to the construction industry in
United Kingdom
d) To highlight how such CSF should be
applied, to maximise implementation
effectiveness of future construction project
management.
Ultimately, the objective of this study is to evaluate the level
of impact CSF has on a final construction projects from the
Omani prospective, and how such factors compares to CSF
construction project carried out by U.K. based companies.
The main focus of this study will remain in highlighting the
importance of such factors in the future implementation of
such projects in Oman, which may also be applied to other
countries in the Arabian Gulf. Beneficiaries will be U.K.
based companies, Omani government and private sector
companies amongst others.
Research Question
The research problem has been derived from examination of
various literature review, which has shaped the objectives of

74
this study, and therefore, the initial research questions are
stated as following;
1) What critical success factors contributes to
successful construction projects in Oman?
2) How such factors compare to U.K. based
constructions projects?
3) How can such factors benefit U.K. based companies
and the Omani government in future projects?
Research significance
The post-Brexit era will witness more involvement of the British
companies in construction projects and the former
Commonwealth, the Arabian Gulf, and Oman in particular. This
research will be mutually beneficial to both, British and Omani
construction companies, to better understand significant
operational differences and critical success factors that contributes
to the success of future projects. Such significance lies in
highlighting essential requirements, critical success factors, and
cultural differences that shapes interactions and outcomes of such
expense projects. This is particularly important when financial
resources are becoming more scarce today than ever before, and
emphases on determining what critical success factors to focus on
to achieve the optimal results. As such, the value of findings of
this research project will be significant to both, U.K. and Omani

75
constructions companies. The Omani government as stakeholder
is also the beneficiary of this work, since results will be shared
with other construction companies in Oman and project managers
in charge of governmental construction projects.
Theoretical Framework
Theoretical framework influencing this work is structured
around Chan et. Al. (2004). Chan et. Al. proposed a model
consisting of number elements, which are comprehensive in
relation to the construction industry project management and
examination of critical success factors in the construction
industry (Chen and Chen 2007; McGeorge and Zou 2012;
Meng 2012). Chan (2004) argue that project effectiveness is
an intrinsic factor and not a complementary to construction
based projects. Therefore, any analysis of CSF should go
beyond cost and efficiency factors, to include factors such as
problem determination, communication, trust, and
relationship management. Chan’s model emphasizes the
importance of reduction in dispute and other cultural
elements, in developing economies, which is ideal to this
research and the case of Oman.

76
This study assumes that CSF highlighted in literature review
in relation to construction projects conducted by U.K. based
companies are current and relevant. We also assumption that
Omani participants in this study and sample size is sufficient
to determine CSF in Oman’s construction industry and can
constitute a representative sample that yield effective results
for this study to infer. To maximize the effectiveness of
findings, a diligence is conducted to prepare of efficient
sample size to participate in this study to increase its
effectiveness.
Scope
The scope of this study is to engage Omani construction
companies by gauging experts’ opinion regarding perceived
CSF in their industry. It is within the scope of this research
as well to examine existing CSF literature review related to
U.K. based construction projects and companies. Because of
time and budgetary constraints, it is not within the scope of
this study to go beyond the boundaries of the U.K. to
examine CSF in European construction projects. The aim,
resources and time allocated however is sufficient as far as
the scope of this research project.
Assumptions

77
Research conducted in this study is limited to examining
CSF literature review related to U.K. construction
companies, which is abundant regarding U.K. construction
company’s practices in project management. This is
primarily because of the efficiency of the project
management field in the U.K. (Morris and Hough 1987),
efficiency in publication of relevant literature, and the long
history of U.K. construction companies in managing projects
in the U.K. and overseas. While project management related
publications related to the Omani construction industry is
minimal, if none existing. Most reports or studies are
conducted by departments involved in construction projects
and such information is not published. Therefore, I will have
to gather such information myself as primary data for this
research.
Factor Previous studies Current study
Environment of
the study
Studies done in
varying countries
around the world
This study is
done in the U.K.
and Oman
Topics and
objectives of the
study
Studies
concerned with
numerous
This study
specifically
examines CSF in
Limitation

78
construction
project
management in
various countries
Oman and
compares it to
those factors of
U.K. based
companies.
Delay issues
Cost issues
Quality
Varying project
management
issues
Table 1: Comparison between current and previous studies
Summary
This study examines the Critical Success Factors “CSF” in
project management of Oman’s construction industry, by
comparing such factors to CSF in the U.K. construction
industry. The chosen topic is important because of its
relevance in contribute to the economic growth in the GCC
and the U.K. as the decide to manage their economy
separately from the rest of the E.U. Therefore, examination
of contributing CSF factors that affect the construction

79
industry and critical component of project management,
contributes to the successful development of this sector of
the economy and is of a particular importance to the
governments of the GCC, researchers, and project
management professionals. This chapter will be followed by
examination of relevant literature review, which critically
examines available literature on that topic and attempt to
highlight gaps in available literature and derive relevant
variables critical to the examination of topics discussed in
this study.
Literature Review
Although significant amount of studies has been done
examining CSF in U.K. based construction companies, yet
little or none has been done examining such factors in the
GCC and Oman.
In this section, a review of relevant literature will be
presented, focusing on the Critical Success Factors “CSF” in
construction project management field. The objective of this
chapter is to define main concepts relevant to this study,
highlight main variables, detect gaps in literature, and
examine factors that provides better understanding on how
such factors plays a key role in the successful

80
implementation of construction project management, while
pin pointing gaps causing failures of constructions projects.
The importance of planning in construction projects to
U.K. based companies
Plenty of literature discusses the essential elements of
construction project management. Synthesis below includes
the work of Chan et al (2004) and Duy Nguyen et al (2004)
which asserts that construction planning projects
(Engineering Projects) in the U.K. takes a purely engineering
terms, and viewed as the use of modern planning tools and
methods, especially tools such as critical pathway and other
tools, which are found to be of benefits to project managers
a as following:
• Get a schematic representation of the project.
Through which one can find out where the problems
are in a given plan.
• Forecast the time required to complete the project
and the possibility of controlling the time.
• Distinguish between critical and non-critical tasks in
the project, and, thus determine the margin of
maneuverability. It is possible for each task where
some resources can be transferred from non-critical

81
tasks to others to focus on critical tasks, which
contributes to reducing the project time and cost.
• Predetermination of total final cost of the project
adjusted to inflation.
• Planning provides a benchmark to judge the success
of a company (comparing actual goals with planned
goals).
• Effective project planning is the basis for
management’s decisions: the plans, objectives and
specific activities and tasks, which guides managers
and frontline teams to work in a homogenous and
harmonious manor.
Elements of effective construction project management
Erling et al (2006) suggests that there is no one optimal way
to plan, but the success of the planning process requires the
availability of some basic elements. The extent to which
construction companies contracted the concept of project
planning is measured by number of variables according to
Hardcastle et al (2005), these are as following:
Inclusiveness: Planning should cover the various areas and
activities of the organization, and not only one aspect,
therefore, project managers and engineer should allocate

82
sufficient time for this stage as (contracting company) for
each activity in the project, and allow room for changes in
circumstances.
Clarity: The implementation of construction project plan
requires clarity and simplicity allowing for easy
understanding when shared with technical staff that will
implement such plans. Therefore, recognizing each
individual and group functions and their role and what is
expected of them is a crucial and fundamental principle in
this process.
Realistic: Construction project plans must be consistent with
the actual external and internal conditions of the project
environment. This is particularly true in international
settings (Jaselskis and Ashley 1991). Therefore, taking into
account company’s resources and available capabilities
provides a clearer picture to all participants on the
anticipated project framework in a realistic manor.
Flexibility: The construction project manager must
incorporate possible and expected changes in circumstances.
This requires a foresight by project managers involved,
learning from previous experiences (Kothari 2004). Kothari

83
argue that adequate assessment of internal and external
human factors surrounding the project must push to develop
flexible plans since requirements are frequently changing.
Therefore, building-in elements allowing for changing
circumstances must include alternative plans (Scenario-A,
Scenario-B…etc) to meet any emerging situations.
Selection: The more specific the planning, the more goals
and activities are planned the more opportunities for
successful implementation of the plan.
Integration and harmonization of plans and objectives:
Successful planning requires consistency in integration of
various tasks and sub-tasks of the master plans and
objectives (Kerzner 2013). This process takes into
consideration the balancing act of evaluating strategies,
operational, and tactical plans. Long-term vs. medium and
short term plans.
Li et al (2005) argue that engineering project integrity and
homogeneity is achieved by reconciling all elements of
construction project, and balance between project
implementation duration, project cost and quality of
deliverables.

84
Timing: Construction project plans must consist of
objectives activities with realistic times of completion, and
incorporating delays to avoid penalties (Lu et al 2009).
Therefore, it is fundamental that a project manager schedule
the implementation in a timely manner that is agreeable to
all parties involved, which determines the starting date of
activities and date of completion, highlighting penalties and
cost associated with such time variation in project
completion (Lu et al 2009).
Cost: The construction project management and planning
process must assess all foreseeable and non-foreseeable
resources and cost associated with such undertaking
(McGeorge and Zou 2012). Such planning process should
ensure that these costs are not higher than the agree total
project cost (to avoid loss of profits). Therefore, the business
of estimating projects cost is extremely important the
construction companies. However, the difficulty arises when
working in International environment, where cost estimation
can significantly very on daily bases at some instances. This
is because of fluctuation in International currency,
regulatory forces such as taxation and governmental
restrictions on imports of raw material, and varying cost of

85
labor (Meng 2012). However, since the currencies of the
GCC countries including the State of Oman is rigged against
the U.S. dollar, cost calculation allows for effective
calculation of cost and profit (Loosemore and Muslmani
1999; Ngai et al 2002).
Planning Effectiveness
Norwood and Mansfield (1999) states that among the things
that helps to increase the effectiveness of the planning
process are the following elements:
Detailed planning: Implementing a clear and explicit
outlines for planning that is comprehensive in nature
to all areas and levels of the project.
Senior management buying into the proposed plans,
supporting and encouraging people at all levels to
support the agreed plans (Parfitt and Sanvido 1993).
This may be done by providing the appropriate
organizational structure for the planning process and
providing the adequate technical expertise, resources
and various necessary support.
Allowing employees to participate in the planning
process throughout the process.

86
Decimation of plans and objectives to all people
involved and explain how each role may or may not
fit, while highlighting responsibilities and resources
allocation (Parfitt and Sanvido 1993).
Establish an effective incentive system that rewards
participation in planning process and flagging
pitfalls (Parfitt and Sanvido 1993).
Provide constant statistical information on plans
pertaining previous projects, to learn and benefit
from problems, mishaps and delays, while
developing future plans (Norwood and Mansfield
1999).
Previous studies conducted in the GCC countries
The work of (Alnuaimi et al 2009; Al-Jumbaz 2010; Ankrah
et al 2009; Assaf and Al-Hejji 2006; Loosemore and
Muslmani 1999) in the GCC countries is comprehensive in
nature. The collective literature included work done with
project consultants related and construction companies.
Their work concluded the following findings:
1. There is a statistically significant impact of
leadership competency (in its dimensions of:
leadership ability, skills, selection of human
elements, awareness of complementary elements of

87
performance, and time skill) on the time to complete
construction projects.
2. The existence of a statistically significant impact on
administrative efficiency (in its dimensions of: team
building, understanding of the environment, internal
contractors, dealing with external parties, human
relations between management and workers) on the
time to complete construction projects.
3. The existence of a statistically significant impact of
scientific and cognitive competences (in its
dimensions of: legal/contractual skills, scientific
abilities, awareness of the surrounding technical
environment, awareness of the surrounding social
environment, and human resources knowledge
management) on the time to complete a construction
projects.
The collective work above, presented a number of
recommendations, the most important of which are:
1. The owners of the contracting construction
companies should supervise and monitor the
selection process of the human elements assigned to
them contractors and sub-contractors. Adding, that
the human element must provide the needed

88
advantages, leadership, science edge and knowledge,
as these elements are not mutually exclusive, and
cannot exist with each other without one another.
2. The wages paid by the contracting companies
should not be an obstacle to the selection of
leadership, administrative, experience, scientific
capabilities and talent.
3. Formation of union of contractors and sub-
contractors, through which allows to present
problems and grievances before all parties involved
and discuss the latest developments and ways to
facilitate the work process.
4. Foreign companies may choose to go directly into a
foreign market alone, or enter through strategic
alliance with local construction companies for the
implementation of major projects. This would enable
the exchange of experience, facilitating the
availability of labour, governmental permits and
licenses, and competitive acquisition of resources.
5. Facilitate the establishment of professional training
to attract the right workers in the construction sector
and ensure compliance in standards and procedures.
Additionally, the work of (Dissanayaka and

89
Kumaraswamy 1999; Duy Nguyen et al 2004; Erling
et al 2006; Loosemore and Muslmani 1999) and
others, shed light on common issues arise when
working in the international construction industry.
Their work found several results, the most important
of which are:
- Most of the factors affecting the delay of
construction projects internationally lie in the
planning phase. This reflects the importance of
planning in construction projects when working on
global bases.
- The main factors contributing to delay in
international construction project management are:
bad project planning, scheduling, lack of respect for
time, financial difficulties faced by the contractor,
poor cost estimation, poor management and
reporting of the work site, inefficient project team
members, insufficient equipment allocated to the
project, insufficient allocation of resources such as
labour and construction materials, difficulties in
meeting monthly financial obligations, frequent
change in work requirements, slow response and
communications between stakeholders and team

90
members, and lack of efficiency by assigned
consultant to the project.
The work of (Nitithamyong and Skibniewski 2006; Lu et al
2009; Sanvido 1992; Shachmurove 2009; Toor and
Ogunlana 2009) provided an invaluable knowledge base
regarding CSF, work environments and critical issues
surrounding construction project management. Findings
suggest number of prioritization and implementation
strategies that can act as effective CSF in construction
project management. Some CSF criteria being suggested
includes careful mapping of environmental, cost benefit
analysis, profit margin calculations, reputation, scalability,
time and other CSF commonly agreed upon by the largest
players in the construction industry.
Types of the Critical Success Factors in Construction
Project Management
First of all, it is important to define the term critical success
factor in order to understand how such factors can affect
construction project management. John F. Rockart (1982)
introduced the CSF concept in project management and
helped point out its importance in this field. Before CSF
were introduced and expanded in importance, Daniel (1961)

91
introduced success factors as the key features a given
manager should mainly focus on, instead of spending time
discussing irrelevant and inadequate information
management on the objectives, project goals and planning.
Rockart (1982) stated that with regards to CSF only “few
key areas of activity, in which analysed the results are
absolutely necessary for a particular manager to reach his or
her goals”. These factors are therefore vital to be considered,
prior to construction management project is commenced, in
order to ensure fewer losses, delays and other hindrances.
There is a link between the CSF, the degree of effectiveness,
success in construction projects and achieving set targets
(Lim and Mohamed, 1999). A number of factors related to
the most effective and successful project management
project were identified by Pinto and Slevin (1988), there are;
schedules and plans, client acceptance, monitoring and
feedback, communication, trouble-shooting, and
characteristics of the project team leader. Nevertheless, this
list of factors is not sufficient and fell short of mentioning
factors related to organization’s existing and ongoing
operations and long-term successes (Alias, Zawawi, Yusof,
Aris, 2014). Whereas Rockart (1982) asserts that CSF are
very limited set of aspects, that helps target projects and
focus on ensuring successful construction project outcomes.

92
In this study, my main concern is the project management
success, which includes the factors such as time, cost,
quality, and other factors that may arise from findings (Yee
and Mustaffa, 2012). These variables are called ‘hard’
concepts of the project success criteria (Alias, Zawawi,
Yusof, Aris, 2014). Such factors, project managers need to
control since they are key factors leading to the successful
completion of a construction project. Moreover, according
to Bourne and Walker (2004) there are also ‘soft’ aspects
that considerably contribute to the final result of a
construction project and they require alertness and more
sensitivity from project managers side, in order to predict
and determine changes in various areas. Soft aspects that
determine changes in areas such as; technology, market,
social and economic changes. Amongst soft factors, we
could namely include; satisfaction, effective
communication, relationship between project participants as
well as identifying potential conflicts and how they could be
avoided. (Erling and Svein Arne, 2000; Chan, 2004; Erling
et al., 2006). However, it is essential that we differentiate
between project goals and the factors leading to the
successful achieving of goals. To start with, a basic
classification of the CSF introduced by Rockart (1982) the
four main types of the CSF are as follows:

93
1. Industry related CSFs that specify the characteristics
typical for a particular area. It is important to bear in
mind that each work area, industry, and environment
differs and therefore generalisation is not
recommended when setting goals and CSF for a
particular project as each project will require unique
factors.
2. Strategy CSFs determine the competitive strategy
chosen by a company in order to succeed among
other competitors. The main focus should be on how
to attract a customer and how to point the qualities of
products.
3. Environmental CSFs are the result of economic,
technological, political, demographical and other
changes and project managers need to be alert to such
factors. It requires advanced skills in order to predict
and assess the market changes and the market
demand.
4. Temporal CSF are factors within a company or an
organisation setting which direction the company is
heading and what specific challenges and restrictions
will have to be overcome in order to present a
successful product.

94
In a study conducted by Alias et al. (2014) and Chan et al.
(2004) five areas of variables were defined:
Project Management Actions
Project Management Actions are one of the most influential
and deciding factors in achieving successful delivery of a
product. Such factors include smart planning requiring
project managers to have experience and skills in particular
areas. As Jaselskis and Ashley (1991) described, if project
managers use management tools to plan their projects they
will increase the chances for their projects to succeed.
However, not only planning is the critical success factor; it
also depends on the communications skills and abilities,
giving feedback and interact with employees. Organisation
structure also plays an important role as well as control
mechanism and control of sub-contractors’ works. A project
manager should oversee all the aspects and factors of the
project in order to be able to make changes to ensure the
success.
Project-related factors
These factors specify the type, size, complexity and exact
demands of a project from a client, and therefore it allows us

95
to determine the procedures that need to be chosen and
applied to deliver a quality project in a short period of time.
Dissanayaka and Kumaraswamy (1999) therefore
introduced two features to evaluate this factor.
Project Procedures
As mentioned in the previous section, there are two features
helping to evaluate project-related factors, these are
procurement method and tendering method. The former is a
method of selecting a suitable contractor for a construction
project as well as obtaining goods needed for the project.
The latter refers to the procedures applied in the process of
selecting the suitable contractor.
Human-related Factors
These factors are the broadest area of all the factors involved
in construction project management. Human-related factors
include all the project participants ranging from project
manager, client, contractor, consultants, subcontractor,
supplier, and manufacturers. This factor is so broad mainly
due to number of participants and their characteristics. This
section can be divided in to smaller sub-sections defining
particular groups of participants.

96
The client-related Factors
These factors include client characteristics, client type and
experience, knowledge of construction project organization,
project financing, client confidence in the construction team,
owner’s construction sophistication, well-defined scope,
owner’s risk aversion, client project management (Chan and
Kumaraswamy 1997; Songer and Molenaar 1997;
Dissanayaka and Kumaraswamy 1999).
Design Team-related Factors
Chan and Kumaraswamy (1997) considered this factor as the
one causing potential delays and hindrances in designing and
making preparations for a construction project as designers
are crucial throughout the whole process of the construction
project. They are present at the beginning of the project and
are designing its way until the very end.
Contractor-related Factors
Constructors’ work start once the project is designed and
ready for the construction stage. Contractor experience, site
management, supervision and involvement of
subcontracting, contractor’s cash flow, effectiveness of cost
control system, and speed of information flow are
considered to be the main contractor-related factors (Chan

97
and Kumaraswamy 1997; Dissanayaka and Kumaraswamy
1999).
Project manager plays the crucial role in the Human-related
factors as well but his main responsibilities and factors are
listed in section 2.2.1. As this section is very sensitive to and
based on communication, careful planning, feedback, and
cooperation, it is very important to keep the team spirit and
make sure the interpersonal relationships are maintained as
they may affect the smooth running of a project. If any
disputes or the unwillingness to cooperate occurs, it could
have a negative impact on efficient or even successful
project finalization.
External Environment
When speaking about external factors, such attributes are
usually those we have very little control over, and that can
still affect our construction project and its success. Such
factors usually involve changes of various aspects, such as
political, economic, changes in technology and market,
demographical changes and others. These features are very
difficult to predict but with strong managerial skills and
experience, there is a possibility to be able to face such
changes and yet succeed (Hardcastle 2005).

98
Culture-related Factors
The role of culture in project management in general and
construction projects in particular has been regarded as an
extremely powerful force in the success and failure of
projects (Rowlinson, S.M. and Root, D., 1996). Yazici
(2009) adequately argues that the role of culture shapes what
is perceived to be performed. While Shore (2008) suggests
that culture and interpersonal communications is the
predominant factor in project failures. This is strongly
reconfirmed by Loosemore, M. and Muslmani (1999) who
emphasize that the culture of the Persian/Arabian Gulf plays
a particular role in shaping construction projects outcome
success rate in terms of cost, timely delivery and quality of
delivery. Pheng, L.S. and Leong (2000) further confirm
Ochieng, E.G. and Price (2010) findings, that international
construction projects are heavily impacted by interpersonal
communications and cultural barriers that hinders varying
aspects of project deliverables.
The issue of culture as a decisive factor in construction
project management reoccurs in related literature endlessly.
For instance, Assaf & Hajji (2006), Haslam et. Al. (2005),

99
Pheng & Leong (2000), Chan & Tse (2011), Chan et. Al.
(2004) and Ankrah et. Al. (2009) all of which, agree on the
role of culture as a primary force in causing cross-cultural
collaborative projects. There is no literature found
examining the role of culture however in the case of Oman.
Available literature however examines various other aspects
of construction projects, yet most literature seems to focus
on projects conducted in Saudi Arabia and the United Arab
Emirates. Shedding light on the characteristics of
construction projects success factors in the Sultanate of
Oman would provide an insight into the reality what
differences might occur, in the oldest nation in the
Arabian/Persian Gulf.
Summary
Review of relevant literature focusing on Critical Success
Factors “CSF” in construction project management has
examined varying concepts relevant to this study,
highlighting main variables and detect gaps. Factors
examined the role in successful implementation of
construction project management, while underpinning gaps
causing failures of constructions projects. Such factors
examined included human, environmental, cost related,
procedural, external and cultural factors. Project manager

100
plays a crucial and sensitive role in the human-related
factors. Such CSF includes but not limited to
communication, careful planning, feedback, selection,
decimation of knowledge, cost estimation, and
implementation.
It is concluded that there are human-related factors and
project-related factors that influence construction project
management across the globe. Additionally, the external
environment surrounding the project tends to be an intricate
component of the CSF’s. When speaking about external
factors, such attributes are usually those we have very little
control over, and that can still affect construction project and
its success. Such factors usually involve changes of various
aspects, such as political, economic, changes in technology
and market, demographical changes and others. These
features are very difficult to predict but can be dealt with
through managerial skills and experience (Hardcastle 2005).
The issue of culture as a decisive factor in construction
project management reoccurs in related literature endlessly.
For instance, Assaf & Hajji (2006), Haslam et. Al. (2005),
Pheng and Leong (2000), Chan and Tse (2011), Chan et. Al.
(2004) and Ankrah et. Al. (2009) all of which agree on the
role of culture as a primary force in causing cross-cultural

101
collaborative projects and cause of failures. There is no
literature found however, examining the role of culture in the
case of Oman. Available literature however examines
various other aspects of construction projects, yet most
literature seems to focus on projects conducted in Saudi
Arabia and the United Arab Emirates. Shedding light on the
characteristics of construction projects success factors in the
Sultanate of Oman would provide an insight into the reality
what differences might occur, in the oldest nation in the
Arabian/Persian Gulf.
Research Methodology
In this chapter, the methodology applied in the research
study is presented, outlining how the research was
conducted. While the main aim of this study is to provide
relevant, impartial and objective data and analysis regarding
the research problem highlighted in background chapter, was
formulated in the research questions. Therefore, as far as
highlighting the CSF pertaining U.K. companies, this was
derived and classified from available literature presented in
the proceeding chapter and available secondary data.

102
Research Philosophy
Saunders and Lewis (2012) suggests that positivism is in
essence examines a given phenomenon in terms of its
properties and inner workings. Hence, this research followed
a positivist approach. This is because of the deductive and
objective nature of investigation this philosophy allows
(Saunders and Lewis 2012). The positivist approach allowed
to think of the idea from my working environment, and
derive the variables from investigation of available related
research literature. The next stage according to the positivist
approach is to test the idea and report findings in an objective
manner (Saunders and Lewis 2012). This further suggested
a deductive approach to this study as following; Collecting
data, determine patterns, derive hypothesis, then making
inference regarding the findings (Saunders and Lewis 2012).
Creswell (2007) and Kerlinger and Lee (1999) further
support such research philosophy and advise researchers of
similar undertaking to this research to follow such approach
to reduce bias, improve research efficiency and optimize
findings Kerlinger and Lee (1999).
Research Methods
The next step in accordance to Saunders and Lewis (2012) is
to determine the research methodology. Therefore, based on

103
this research orientation, objectives and philosophy, a
quantitative research approach was followed. The research
strategy conducted was both the development of survey to
collect primary data for analysis and the review of literature
to derive primary data to be used as essential component for
analysis and findings. Both Saunders and Lewis (2012) and
Kerlinger and Lee (1999) supported such strategy for a
research with similar approach to this undertaking. Creswell
(2007) further support such strategy to increase objectivity
and improve findings. Given the short timeframe allocated
to this research. A rapid approach had to be followed to
maximise outcome. Such approach recommended by
Creswell (2007) allows for achieving the set research
objectives with limited timeframe. As such, I had to utilise
all contacts such as friends and colleagues at the local
municipalities in Oman and asked them to pass on the survey
link to others to snowball participation. Such strategy proved
to be effective. The utilisation of close networks of
professionals in the field of project management allowed for
rapid participation in the study. Given the amount of
participants (63) out of which 62 survey were utilised,
helped achieve the set objectives for this study and
facilitated data collection and analysis. While waiting for
data to be collected, time was wisely utilised in reviewing

104
available literature regarding project management practices
amongst U.K. companies. This approach allowed the time
needed to clearly understand and classify the gathered
practices, and to compare them for later analysis stage.
The research methodology then consisted of two stages,
analysis of literature and classification of U.K. based
companies, and the second is data collection through survey.
Google Survey was instrumental in the acceleration of data
collection because of its stability and ability to provide real
time information to the researcher regarding the number of
participants. Google Survey also provided basic data
analysis, which was instrumental in the analysis stage
because of its visual presentation of the data collection.
Instrument
Furthermore, a questionnaire was chosen for the data
collection regarding CSF in Oman’s construction project
management. Questionnaire is one of the most widely used
methods for recording data and may vary with respect to the
questionnaire types (Kothari 2004; Kumar 2005). For this
study questionnaire method will be applied as it enables me
to control answers through creating a set of questions
relevant to this study and therefore ensure the consistency
and accuracy of the answers obtained from correspondents.

105
The questionnaire was created on Google Forms. All
questions were aimed at practitioners and professionals
working and involved in managerial positions in Oman
construction companies including governmental
departments. This facilitated the gathering of answers from
relevant people based on their hands-on experience. Experts
and practitioner’s answers were relevant and suitable for this
research purposes.
Measurement
Creswell (2007) suggested that a Likert scale would be
appropriate to gauge and measure respondents’ views to
particular question. This approach is widely used as a tool to
measure opinions across similar studies (Kumar 2005). The
questionnaire is designed to ask specific questions regarding
critical success factors identified from literature review,
which commonly applied to construction projects. Such
questions will be rated in importance on a scale of 1 to 5.
The answer that represents number 1 on the scale is the least
important, while number 5 is the most important and
significant. Therefore, the Likert scale will be effective as a
tool in measuring response to determine CSF related to the
Omani construction professionals. Additionally, an open-
ended question will be added to the questionnaire to allow

106
respondents to add additional thoughts and to provide extra
information they may feel is important to the Survey. Open-
ended answers will be classified according to themes using
open-coding system. Corbin and Strauss (2008) suggest that
open coding method is effective approach to analyzing
textual responses and classifying them into meaningful
categories to derive patterns.
Target Population
The target population of correspondents have a particular
experience with construction project management,
construction project planning, and implementation. Such
characteristics are considering to be crucial factors for
construction project managers. Construction project
managers in Oman consists of Omani national is and non-
Omani nationals. All of which however, enjoy similar
characteristics since most of them are Arab nationals, and
therefore, they understand local customs and traditions. The
way they operate is generic to the Omani ways and practices
that dominate construction activities in Oman. Access to
such professionals and practitioners was available to us since
the co-author is a member of the construction community.
The help of peers and colloquies further facilitated
accessibility, distribution of questionnaire and participation

107
rate. The synergy and cooperation in such effort is an Omani
characteristic and viewed with special importance since it is
part of our professional requirements and has a noble
purpose. It is important to mention however that given the
size of the Sultanate of Oman, population and number of
projects, the target population is relatively small in
comparison to neighboring Saudi Arabia or other countries.
Therefore, any participation will be reflective and
representative since the target population includes the most
active project managers in the construction industry in
Oman.
Data Analysis
Having chosen the questionnaire method, a component
included qualitative responses, with open-coding method to
classify responses into themes, using the open-coded system.
While quantitative analysis will provide statistical
information, such as descriptive analysis of answers, and
graphs and charts to describe main findings and responses.
Additionally, a literature review of standard CSF practices
in the U.K. construction industry was reviewed through
available literature and secondary sources. Such
examination of CSF in the U.K was classified according to
importance, relevance and citation. The data collected from

108
Oman was compared to those of the U.K. Results of the
survey conducted in Oman and analysed accordingly.
Differences were highlighted and additional findings from
the survey is listed and explained in the analysis and findings
chapter. Such results will play a key role in better
understanding the characteristics of CSF in Oman, and how
they match and compare to U.K. based operations. The
survey commenced on May 29th 2017 and ended on July 4th
2017. More than 300 emails were sent directly to known
project managers through the Municipality of Salalah,
Oman, and affiliated registered contractors. In addition, the
researcher is connected to a number of construction firms,
which expressed their willingness to send the link to the
survey to their project managers. Number of project
managers were called by phone as the culture dictates in
Oman, and were asked to send the link to the survey to
known project managers. A total of 62 respondents
participated in the survey, all of which, are valid for analysis
since none of the surveys were missing any answer.
Ethical Issues
While conducting the research for this study, the process for
considering various ethical principles was maintained.
Anonymity and confidentiality will be respected and will not

109
attempt to get any irrelevant information from the
correspondents that are not related to this study. The
questions in the questionnaire will not discriminate towards
any race, gender, religious group, nation or any minority.
Moreover, the data collected from the questionnaire was
used for the purposes of the study and future research.
Project Timeline
Given the short period allocated to redo this project, which
consist of time limitation, yet sufficient availability of funds
allocated, and human capital in the form of access to
personnel involved in construction project management in
Oman. Therefore, rapid project management approach was
applied to achieve the objective over this research and such
a short period of time. Below, a schedule showing the time
location and activities conducted to achieve set objectives.

110
A quantitative methodology was applied to this study.
Available literature played a vital role in determining gaps
regarding CSF of construction projects in Oman. A
questionnaire was chosen for the data collection regarding
CSF in Oman. The questionnaire designed in order to
compare the CSF applied in construction project
management in Oman, and was compared to available CSF
literature in the U.K. construction domain. The questionnaire
is designed to ask specific questions regarding critical
success factors identified from literature review, which
commonly applied to construction projects. The target
population of correspondents have a particular experience

111
with construction project management, construction project
planning, and implementation. Such characteristics are
considering to be crucial factors for construction project
managers. Construction project managers in Oman consists
of Omani national is and non-Omani nationals.
The data collected from Oman was compared to those of the
U.K. Results of the survey conducted in Oman and analysed
accordingly. Differences were highlighted and additional
findings from the survey is listed and explained in the
analysis and findings chapter. Such results will play a key
role in better understanding the characteristics of CSF in
Oman, and how they match and compare to U.K. based
operations. The survey commenced on May 29th 2017 and
ended on July 4th 2017. More than 300 emails were sent
directly to known project managers through the Municipality
of Salalah, Oman. A total of 62 respondents participated in
the survey, all of which, were valid for analysis since none
of the surveys were missing any answer. Descriptive
analysis was conducted on the data, to highlight differences
between how the two countries view CSF were highlighted,
and findings will be discussed accordingly in the following
chapters.

112
Analysis
Mapping perceived Critical Success Factors in the U.K. have
indicated that U.K. based construction companies follows a
methodical approach to managing projects. The following
findings are the results of conducted analysis:
The stage of preparing the construction project plan
Understanding the nature of the engineering project: In the
U.K. an engineering project is viewed as a particular kind of
technological system, generally embedded in the context of
systems, technological engineering projects in many
countries, specifically defined by legislation order, which
requires that these projects must be implemented by
registered engineers and/or registered engineering
companies. At this stage, a very detailed level of analysis is
conducted to determine all requirements and needed permits.
Defining project objectives
To U.K. based companies, the three measures of the
efficiency of a project are time, cost and quality. Often the
overall goal objective of the project is the implementation of

113
project in the shortest time, the lowest cost and the highest
quality. Realistically, that such goals might conflict with
each other, where in most cases it requires termination of the
project. To shorten project time, one risk higher project cost,
as well as lowering the quality of implementation (Chan
Scott and Chan 2004). Woolven (1995) suggest that there are
three objectives a project manager is to be concerned with at
all times. There are time, cost and quality. The Project
Management Institute, U.K. chapter and Yee et. Al. (2012)
suggest that the following criteria are essentials in projects
undertakings:
1. Project description, areas and distribution of project
blocks.
2. A list of procurement, procurement and processing
required for the project.
3. Project management and technology.
4. Examining strengths and weaknesses of the
company.
5. Availability of resources from equipment, labor,
subcontractors, market prices and practical
productivity.
6. Identify available resources and appropriate
alternatives for both materials and plans.

114
7. Technical implementation plans for project
elements.
8. Identify the computer logs that help to schedule and
plan construction projects for use
in the project.
Project Timetable:
Included in this stage:
Division of the project into activities.
Determine the relationship between activities.
Representing activities and relationships and
estimating the times for each activity.
The decision stage and approval of the plan
It was also determined from available literature that after the
completion of the previous phase, the project work plan in
the U.K. becomes ready for actual implementation, but this
is done only after being notified by the corresponding
authorities. To finalize such a plan; is to address the
weaknesses and the imbalance of the plan before putting it
into effect. The Planning Departments in the U.K. of the
contracting company then submits this plan to the senior
management, which gives permission to work under this
plan, and to provide all necessary facilities for its success.

115
The existence of an integrated technical apparatus capable of
taking decisions related to the planning process.
Implementation phase
Analysis of available literature further shows that all
previous events will not achieve any benefit or feasibility
unless the plan is successfully implemented, that means:
• Delegation of authority to the competent workforce
and the distribution of work and the use of resources
to translate the plan.
• The planning managers and engineers in the
contracting company play an important and vital role
in the successful implementation, by clarifying the
plan and explaining it to the employees and
convincing them to accept, motivate and reward
them, and give guidance and advice to ensure good
implementation of the set objectives.
Summary
Understanding the nature of the engineering project: In the
U.K. an engineering project is viewed as a particular kind of
technological system, generally embedded in the context of
systems, technological engineering projects in many

116
countries, specifically defined by legislation order, which
requires that these projects must be implemented by
registered engineers and/or registered engineering
companies. It is the findings of this study as presented in
Appendix-I, which shows that construction project
management in Oman is a male dominated industry. 98.4%
of respondents were male. 53.2% of respondents were
between the ages of 26-35 years old. Construction project
management in Oman tends to suffer from the following
general characteristics: constant approval of requests by
others and not knowing how to say “no”; fear as factor in
enforcing performance requirements; lack of adequate
organization, such as book and record keeping, and filing
systemization; lack of real time management practices and
lack of importance to time in general; lack of effective
personal involved in projects to support tasks and duties to
be performed; constant interruption by others and cell phone
calls that seriously distract personal from achieving project
requirements; lack of prioritization for the tasks to be
accomplished and completed; corruption and payoffs as
means of achieving fast results; less emphases on efficiency,
and more on cost cutting; less emphases on effectiveness
because of cultural and capacity issues; saving face is more
important than set objectives; quality has little importance in

117
Omani projects, cutting cost at any expense is more
important; personal relationships and friendship supersedes
work priorities; communication is difficult in a multi-ethnic
and multi-language based construction projects, this is
caused by lack of available local expertise and high level of
expatriates and workers working in construction projects.
Results Compared with Literature Review
Construction Projects CSF in the U.K.
Based literature review analysis, a number of CSF has been
factors identified by available literature; including the work
of Yee (2012) that emphasize the importance of personal
management in U.K. based companies’ project management
practices in general. The focus on managing people includes:
• Encouraging self-confidence and strong recovery,
through which failure is overcome.
• Optimism, and positive consideration, of frustrating
situations.
• Constant training to set new goals.
• Not mixing goals with objectives.
• Emphases on efficiency.
• Emphases on effectiveness.

118
• Emphases on meeting deadline and concern with
time.
• Creating a good communication base with others.
• Focusing fully on the final project outcomes to be
achieved.
• To deal with problems and difficulties as an
opportunity to learn from.
• Thinking about success, and help others succeed.
• Emphases on rewards when achieving the
objectives.
• Take full responsibility for the results of work.
• Personal frictions and differences are put on the side;
managers are objective in their assessments of
situations and others. For instance, when things do
not go well, managers not blame others, but look for
solutions instead, and tend to focus on future
objectives to achieve.
• Project Manager (PM) take responsibility for failures
and setbacks.
• Constantly searching for best practices, by analyzing
workflow, and engaging subordinates in the search
of optimal solutions to problems, to achieve ideal and
creative solutions to set objectives.

119
CSF in U.K. Construction Projects
The stage of preparing the plan is divided into
phases:
At this stage, a very detailed level of analysis is
conducted to determine all requirements and needed
permits.
Defining project objectives:
To U.K. based companies, the three measures of the
efficiency of a project are time, cost and quality,
The decision stage and approval of the plan
To finalize such a plan; is to address the weaknesses
and the imbalance of the plan before putting it into
effect. The Planning Departments in the U.K. of the
contracting company then submits this plan to the
senior management of the company, which gives
permission to work under this plan.

120
Implementation phase
All previous events will not achieve any benefit or
feasibility unless the plan is successfully
implemented, that means;
- Delegation of authority to the competent
workforce.
- The planning managers and engineers in the
contracting company play an important and vital
role in the successful implementation by clarifying
the plan and explaining it to the employees.
Post-implementation phase
Is just as important to the pre-implementation phase
because it provides a comprehensive look at what
was done right and what was done wrong, by which
providing valuable lessons to learn from.
Table 1: Findings of literature review analysis of CSF
amongst British construction firms’ practices
Construction project management in Oman
It is the findings of this study (See Appendix-I) shows that
construction project management in Oman as a male
dominated industry. 98.4% of respondents were male. 53.2%
of respondents were between the ages of 26-35 years old. All
respondents were actively involved in construction project
management with role such as; project manager (PM) site
manager, project supervisor, project consultant, technical

121
director and head of engineering department. Additional
analysis and findings are presented below;
Construction project management in Oman tends to suffer
from the following general characteristics:
1. Constant approval of requests by others and not
knowing how to say “no”
2. Fear as factor in enforcing performance
requirements.
3. Lack of adequate organization, such as book and
record keeping, and filing systemization.
4. Lack of real time management practices and lack of
importance to time in general.
5. Lack of effective personal involved in projects to
support tasks and duties to be performed.
6. Constant interruption by others and cell phone calls
that seriously distract personal from achieving
project requirements.
7. Lack of prioritisation for the tasks to be
accomplished and completed.
8. Corruption and payoffs as means of achieving fast
results
9. Less emphasis on efficiency, and more on cost
cutting.

122
10. Less emphases on effectiveness because of cultural
and capacity issues
11. Saving face is more important than set objectives
12. Quality has little importance, cutting cost at any
expense is more important
13. Personal relationships and friendship supersedes
work priorities
14. Communication is difficult in a multi-ethnic and
multi-language based construction projects, this is
caused by lack of available local expertise and high
level of expatriates and workers working in
construction projects.
Additional analysis also shows that there is lack of quality
control, time planning to effectively manage projects, and
adequate communications to effectively management
projects. Culture was determined to be a critical success
factor in Omani construction project management, which is
required at all aspects of projects and tends to ensure that as
a factor, it affects planned tasks. Lack of quality is a
reoccurring theme generated by the survey (See Appendix-
I), which indicates the level of dissatisfaction with current
state of project management in Oman. Respondents also

123
indicated that overlapping responsibilities between various
roles and tasks causing constant delays in project is a factor
of concern to most project managers. Additional concern
was the constant interference by stakeholders and changing
requirements, which are contributing factors to delays and
projects going over budget.

124
Table 2: Comparative differences of CSF between U.K. and
Omani based construction projects.
Respondents when asked the following question raised the
following issues:
What factors influence relationship with other contractors
or companies working on project with you? Please specify
(Appendix-I)
• Maintaining friendship is very important in working
relationship with others.
• Culture is an extremely important factor to project
managers in Oman.
• Lack of capacity do effectively implement projects
it is evident.
• The issue of quality is predominantly evident in
Omani construction projects.
• Overlapping authorities tends to hinder that ability
to deliver project effectively.
• Project managers where almost predominantly men
98.4%.
• 53.2% of project managers and people involved on
construction project supervision are below the age of
35. This might indicate lack of experience or
shortage of expertise.

125
• Projects cost tends to frequently over budget.
• Upper management and stakeholders are frequently
interfering and project flow, and causing delays.
• Changing requirements is common in construction
project management in Oman, and as such, delays are
a frequent and common.
Results generated from the survey includes the following
findings; The results reached the conclusion that the delay of
the construction projects in Omani based companies is
because of the fact that these companies are not involved in
the concept of project planning as it is practiced by U.K.
companies. The results reached the conclusion that delays of
construction projects in Oman is because of the lack of
involvement of Omani companies in the understanding of
the importance of project planning, and that delay in
construction projects is because of the failure of the
contracting companies to adopt the elements of effective
planning as the basis for project success.
Results further show that there are number of issues related
to the practice in construction projects in Oman. This may
be attributed to number of reasons such as cultural, historic,

126
size, experience among others. More specifically, there is a
clear lack of understanding by contracting construction
companies including public and governmental institutions
involved in construction projects of the concepts of quality
and the concept of planning. This is represented by constant
delays in construction projects, which reflects also elements
of lack of understanding of the process of planning and the
nature of engineering project. It seems evident that defining
set objectives is not shared or taken seriously by parties
involved. This may be attributed to the way people view and
value the concept of time.
Results also indicate that there is lack of administrative
coordination between project managers and various
contractors involved in construction projects. It seems that
there is no processes that lead to the success of the
construction plan by reducing the duration of
implementation of the project. It can be suggested here that
when U.K. based companies working in Oman or with
Omani partners, that they take such issues into consideration
and attempt to incorporate such realities as part of their
plans. Possible steps that construction companies must take
to achieve successful results if and when working in Oman
is to harmonies teams involved in construction projects by

127
increasing understanding of the working environment
Oman, partnering company, the parties involved in
construction projects and to build their own management
team and employees.
Most of factors impacting delay of construction projects lie
in the planning stage as results show. Therefore, the use of
planning tools according to the elements outlined by the
Project Management Institute for instance, tends to ensure
the success of set objectives and delivery. It is important to
remember here that the human factor is the primary factor
that prevents companies from achieving completion of
deadlines. This corresponds with Alnuaimi (2009) findings,
which concludes that the most influential factors in project
delays are poor project planning, malpractices caused by
people, scheduling overlap, errors in financial reporting of
this project, and inefficiency of the working group project
resources and mismanagement.

138
Analysis of various literature revealed a number of CSF
factors, which has been identified; including the work of Yee
(2012) that emphasize the importance of personal
management in U.K. based companies’ project management
practices in general. This chapter classified difference and
findings of CSF in project management between both U.K.
and Omani companies and presented them in Table 2.
Analysis in this chapter of the study further reveals that there
are number of issues related to the practice in construction
projects in Oman. This may be attributed to number of
reasons such as cultural, historic, size, and experience
among others. More specifically, there is a clear lack of
understanding in State of Oman and across the GCC, by
contractors and construction companies including public and
governmental institutions involved in construction projects,
of the concepts of quality and the concept of planning. This

139
is represented by constant delays in construction projects,
which also reflects elements of lack of understanding of the
process of planning and the nature of engineering project.
Conclusion
This chapter presents the reached conclusions of this study.
Such conclusions indicate that Omani contracting
companies should delegate more authority to the competent
foreign partner and allocate resources for such works to
improve project efficiency. Thus allowing the planning
function of the project to experienced team to participate in
the development of plans. This chapter further concludes
that British contractors operating in Oman should be keen on
conducting more frequent meetings/interactions between
planners and implementers throughout the life-cycle of the
project, through which to explain plans and objectives to
employees of Omani or GCC partners and contractors. This
will facilitate and elaborate on the needed amendment to
various tasks, sub-tasks and phases of the projects to ensure
compliance and successful implementations of unified and
homogenous project objectives. Furthermore, British
contracting companies should emphasize the engagement of

140
workforce that is certified by professional bodies such as
“Project Management Institute” and others, to ensure that
personal involved are qualified, and to secure readiness of
planning and implementation tasks. In final conclusion, it is
extremely important to be aware of the fact that cultural
characteristics tends to be the predominant factors in the
make up of relationships that take place in countries like the
GCC. Such findings may be inferred across projects
conducted in developing countries.
In Conclusion
Recommendations regarding the results of this study. U.K.
companies should consider such factors when operating in
Arabian/Persian Gulf and in developing countries, these
are:
1. The necessity of construction companies to allocate
a special attention to thoroughly examine project
plans proposed by counterparts, and all documents
pertaining general specifications, more specifically,
contractual agreements, since they significantly vary
from those in the U.K. In the GCC, they tend to be
non-thorough and non-comprehensive in nature.
This largely because of cultural reasons. As such,
U.K. or Western (including Japanese) companies

141
might find themselves missing essential components.
Additionally, when working with counterparts in
developing economies, it is advisable that long and
frequent meetings should take place to understand
the nature of the engineering project and conduct
thorough analysis, whereby both parties ensure that
all participating parties involved are in tune with one
another.
2. It is essential to ensure that when working with
contractors, it is advisable to appoint highly trained
staff and professional to minimize cultural frictions
and misunderstandings of the host country.
3. It is common to find low waged labor. Such workers
will be doing the actual work, witch lack basic
communication skills, language barriers and
attention to detail. The utilization of such workforce
although highly contributes to profit margins, yet,
they significantly affect planning, implementation
and specifications of deliverables.
4. Administrative and technical decisions should be left
to qualified partner, while actual construction should
be left to be manage by local partners.
5. It is important to pay attention to local values and
norms that can significantly affect project outcomes

142
such as; obtaining permits, regulatory issues, labor
management… etc. Building a rapport, forming
friendships, and understanding of local customs will
ease tension and improve projects outcome.
6. It is common to find young and predominantly male
workforce under the age of 35 managing projects.
This is part of the governmental policy in developing
economies to provide jobs to the local population and
grow local talent. The side effect of this, is that such
young workforce lacks the capacity to effectively
manage projects.
7. It is highly advisable to engage counterpart’s
workforce in short courses and training sessions to
improve capacity and to set expectations regarding
project deliverables from a Western point of view,
and set standards early in the pre-project initiation
stage.
8. The contracting companies in developing economies
should delegate the authority to competent foreign
partner and allocate resources as such. Thus
delegating the planning function of the project to
experienced team to improve the development of
plans.

143
9. Western contractors operating in developing
economies should be keen on conducting regular
meetings between planners and implementers,
through which to explain plans and objectives to
employees of Omani partners and contractors, and
elaborate regularly on the needed amendment to
projects to ensure compliance and implementations
of unified project objectives.
Finally, it is extremely important to recognize that cultural
characteristics tends to be the predominant factors in making
up of relationships that take place in a developing economies
like Oman and the GCC in general. Data collected in this
study shows that such approach to project management can
make or break a project. Therefore, it is highly advisable that
whenever a Western or non-Western contractor operating in
a developing country, should develop an understanding, and
invest in the development of friendship building and
acceptance of cultural norms to facilitate future working
relationship once a project is commenced. Such
generalization may also be applied in the case of working
relationships and projects across the Middle East & Africa,
Asia, Latin American, and other developing economies. The
similarities in cultural characteristics and business practices

144
across “High-Context Societies” according to Edward T.
Hall. This is attributed to the fact that such High-Context
societies tends to enjoy similar socio-economic and
historical development characteristics. As such, most
companies operating in such regions tends to have similar
experiences when dealing with local contractors and parties
(Ankrah et. Al. 2009). Although the involvement of Western
companies in the GCC region has a history that expands over
more than nine decades, yet, new generation of engineers,
managers, and project practitioners might not have the
needed international work experience that equip them to deal
with an entirely new project experience, which may
seriously hinder the success of project undertaken. This may
be attributed almost entirely to cultural differences.
Therefore, developing cultural understanding by both
parties, U.K. and Omani project managers, would
significantly help not only the implementation, but the
earlier preparatory stages required in the planning process of
undertaken projects.
Research Contribution
With increasing British involvement in projects in the former
commonwealth, as a resurging objective of the British business
community to regain economic involvements and market share,

145
this research is mutually beneficial to both, British and companies
of the developing world, by providing current and relevant
framework of significant operational differences and critical
success factors that contributes to the success of projects. Such
significance lies in highlighting essential requirements, CSF, and
cultural differences that shapes interactions and outcomes of such
expense projects. Contribution of this study is particularly
important in a time of scarce financial resources and increasing
Chinese competition in global projects. Therefore, emphases on
determining what critical success factors to focus on to achieve
optimal results is crucial for Western companies. Stakeholders in
developing countries are potential beneficiaries of this work as
well.
Limitation of the Study
This study is limited to examining CSF literature review
related to U.K. construction companies, and Oman, which
are derived from current and relevant literature review that
discusses U.K. construction company’s practices regarding
project management practices. This is primarily because of
the efficiency of the project management field in the U.K.
(Morris and Hough 1987), efficiency in publication of
relevant literature, and the long history of U.K. construction
companies in managing projects in the U.K., Europe and
across the globe. While project management related

146
publications regarding Omani and GCC countries
construction industry is very limited or available only in
Arabic language. Available research reports and studies in
Oman and the GCC are conducted by governmental
departments involved in construction projects, or companies
involved in such projects, which makes such vital
information unavailable to the general public to benefit
from. Therefore, such data had to gathered through a survey
for the purposes of this study. This study is limited to
engaging Omani construction companies by gauging project
managers’ opinions and views regarding perceived CSF in
their industry. It is within the scope of this study as well to
examine existing CSF literature review related to U.K. based
construction projects and companies as a representative
sample of Western construction companies. Because of time
and budgetary constraints, it is not within the scope of this
study to go beyond the boundaries of the U.K. to examine
CSF in European construction projects. The aim, resources
and time allocated however is sufficient as far as the scope
of this research project is concerned.
Suggestions for future research
The researcher recommends that after the completion of this
study, future studies should address the extent and impact of

147
financial crisis and economic down turn on the
implementation delays of construction projects in the GCC,
Middle East and Asia. The Experience of the UAE and
Dubai particularly would be very interesting grounds for
such studies; this is particularly true in the age of low oil
prices, which significantly impacts oil dependent treasuries
of the region. Another dimension to examine in future
studies, is operating under highly volatile political tensions
between GCC countries (such as current tension between
Saudi Arabia and the UAE in one hand vs. Qatar on the
other) and what opportunities might there be for Western
based companies. Another suggestion for future research is
the role of British companies in post-Brexit era, and how
Western expertise can help the GCC region in developing
local economies of the developing world.
Summary
This chapter concludes that there is a clear lack of
understanding by contracting construction companies
including public and governmental institutions involved in
construction projects of the concepts of quality and the
concept of planning. This is represented by constant delays
in construction projects, which shows a clear lack of
understanding and appreciation of the process of planning

148
and the nature of engineering project. It seems evident that
objectives are not shared or taken seriously by parties
involved. This may be attributed to the way people view and
value the concept of time and quality (Firend, Al. R. 2016).
Recommendations regarding the results of this study
suggests that Western and U.K. based companies should take
such factors into consideration, when operating in the GCC
and developing economies. Such factors include the
necessity of companies involved in project management to
allocate a special effort to thoroughly examine project plans
proposed by host country counterparts, and all documents of
general specifications, specifically contractual agreements
and specifications, since they significantly vary from those
in the West. Finally, this study highlights the importance of
recognizing the cultural norms and characteristics that tends
to be the predominant factors in forming a workable
relationship that take place in countries of highly complex or
underdeveloped regulatory frameworks.

149
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Industries
F Al. R.
IJBMR, Amazon, Kindle Edition
2016
Performance variation, training, and outcome in
SE-Asian manufacturing sector.
AR Firend
International Journal of Innovative Science
Engineering 3 (1), 90-94
2016
The Phenomenon of Economic Inertia
AR Firend
The International Journal of Business and
Management Research 8 (No.1)
2015

158
Contextual Examination of TQM Practices and
Competitive Advantage in the Malaysian
Manufactoring Sector
AR Firend
The 2nd World Virtual Conference on Social and
Behavioural Science, At Kuala ...
2015
Government Pricing Policy and Behavioral
Consumption of Tobacco
AR Firend
IJISET - International Journal of Innovative
Science, Engineering ...
2015
Post-Arab Spring Institutional Encumbrance and
Economic Development: A Preliminary Analysis
AR Firend, MT Hashim
The International Journal of Innovation and
Business Strategy 3 (Number, 1)
2015
CRITICAL FACTORS IN COMPETATIVE
ADVANTAGE OF ISLAMIC BANKING
AR Firend
6th IIUM International Accounting Conference July
2015
2015
Technical executive’s organizational commitment
at Malaysian Oil & Gas Industry
AR Firend, PB Sofyan
International Conference on Accounting Studies
(ICAS) 2015
2015
Brand awareness and consumer loyalty in Malaysia
AR Firend, S Alvandi
American-Euroasian Network for Scientific
Information., 1-5
2015
Malaysian Economic Inertia: A Self-Inflicted
Limitation to Future Growth
2014

159
R Firend Al
World Finance & Banking Symposium 2014
(EPROCEEDINGS), 105
The Problem Solving Model “PSM”
AR Firend
International Journal of Business and Management
Research www.ijbmr.org 7 ...
2014
Quality and Change Management at the Malaysian
Public School System. The case of SIGS
AR • Firend, N Hussien
Management Research 6 (1), 78-84
2013
Cultural Impact on e-Performance in Government
Organizations in the United Arab Emirates
AR Firend, A Al-Rais
Management Research 5 (1)
2012
Purchasing Behaviour in Multi-Ethnic Society,
Computer Brand Preferences
AAA Firend R.
2011
Strategic approach to outsourcing the research and
development function
R Firend
2010
An examination of TQM critical success factors at
Qatar’s Oil & Gas industry
KAK Firend, R.
2009

160
Mergers & Acquisitions lessons from the Asian
financial crisis
AR Firend
Wealthmatrix 11 (1), 100-103
2009
Corporate restructuring and agency theory
SM Firend, R.
2008
Examination of the IT Projects Failure Within the
Public Sector: State of Qatar
R Firend
Annual Conference of The Academy for Global
Business Advancement, 2007
2007
The Impact of Investments in Network Security on
Business Performance
AHS Firend Al R.,
International Business Information Management
Association 7th IBIMA Conference
2006
Post-Implementation Assessment of Knowledge
Management Programs at Government
Organizations: The GSA Case. Abstract
AR Firend, S Householder
The International Journal of Applied Management
and Technology
2006
Post-Implementation Assessment of Knowledge
Management Programs at Government
Organizations: The GSA Case
R Firend, H S.
Second Annual Conference on Applied
Management and Decision Sciences. Dallas ...
2006

161
About the Author
Firend Alan Rasch, PhD
Google Scholars: Click Here
Google.com/+DrFirend
Twitter: @drfirend
Blog: http://drfirendblogs.blogspot.com/
An international scholar, academic and business
consultant. Worked as Sr. Management Consultant
with McKinsey & Company, KPMG, and
Anderson Consulting advising U.S. Fortune 500
companies, U.S. government and the United
Nations. Co-founded three start-ups firms, that was
sold later on. Holds 20+ years of experiences in
international business, combining both East and
West.

162
Other Books by the Author
• Firend Alan Rasch (2019) Methodologies in Project
Management ISBN-13: 978-1708458393 click here DOI:
https://doi.org/10.32893/IJBMR.2019/AMII.19/11.11
• Firend Alan Rasch (2019) Learning Theories, for educators
teaching in higher education Click here DOI:
https://doi.org/10.32893/IJBMR.2019/AMII.19/10.19
• Timeless Business Lessons: What you need to know to succeed
in the new economy (2019) Click here DOI:
https://doi.org/10.32893/IJBMR.2019/AMII.10.1
• Strategic Mistakes: Examples on how global companies go
wrong (2019) ISBN-13: 9781696163811 Click here DOI:
• Basic Economic Principles: The short guide, everything you
need to know about economics (2019) ISBN-13: 978-
1082342622 Click here DOI:
https://doi.org/10.32893/IJBMR/2019.AMII.10.0
• Asian Case Studies: Lessons from Malaysian Industries, (2016)
CreateSpace ISBN: 9781539370161 Click here DOI:
• Business Model: Simplifies with examples from Global
Companies (2018) ISBN-13: 978-1721060603 Click here DOI:
• Critical success factors in project management: A comparative
study between the GCC and the U.K. (2017) ISBN-13: 978-
1977560728 click here DOI:
• Employability and learning: strategies to improve students?
capacity: Essay of educator’s reflections (2017) ISBN-13: 978-
1976135514 Click here DOI:

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