BUSINESS OR ORGANIZATIONAL SUCCESS

Understanding project success through analysis of project management approach

Rolstadås, Ralf Müller, Tommelein, Morten Schiefloe, and Ballard (2014) suggested that project
success depends upon the adaptation of appropriate project management approach. It is
recommended by the researcher that project management approach should be considered at the
start of any project so that project team can work smoothly. There are two separate approaches
for project management which are prescriptive and adaptive. The adaptive approach emphasis on
the process that can improve culture of the project, team’s commitment and the project
organization. While prescriptive approach addresses the procedures, documenting and governing
aspects of the project.

The impact of project methodologies on project success in different project environments

Joslin and Müller (2016) suggested that project methodology elements vary from organization to
organization and are very important to any project’s success. The building blocks of a
methodology are referred to as the methodology elements which can include tools, techniques,
processes, capability profiles, methods and knowledge areas. Joslin and Müller concluded in this
study that there is a positive relationship between project methodology elements and the project
success but the effectiveness of this relationship can be influenced by the project environment.
As per the researchers, project governance contributes the most towards influencing the
relationship between project methodology elements and project success.

Critical success factors for international development projects in Maldives

The study tells that monitoring critical success factors influence the project success in significant
way. The study is limited to Maldivian context however it can be generalized for other countries
context as well. The study suggests that the approach of project team members may diverge even
on objective measures, from the approach of the project managers or the other immediate
supervisors.(Yamin & Sim, 2016)

Project managers’ and change managers’ contribution to success

Project Managers and Change Managers observe the aspect of project implementation very
differently. They both should work together by embracing a risk based perspective so that they
can combine the concept of risk management with the concept of critical success factors. The
study suggests that both Project manager and the Change manager have two different opinions
about several aspects while working together on the same project but if they synchronized their
risk management skills with critical success factors, they can contribute at a high level in the
business success.
(Pollack & Algeo, 2016)
Exploring the Relationship between Multi-Dimensional Top Management Support and
Project Success: An International Study
According to Ahmed and Azmi bin Mohamad (2016), top management support can be viewed
multi-dimensionally such as resource providence, structural arrangements, expertise, power and
communication. The researchers have suggested that these Top Management support dimensions
can influence a project’s efficiency, it can impact on customers, it can impact on the team, it can
impact direct organizational and business success and it can also prepare the organization for the
future. Previous studies have perceived top management support as a single dimension but this
research validates the multiple dimension construct of top management support as well as
extends the previous research.

An empirical investigation of factors affecting small business success

There is an indirect influence of social, financial and human capital of entrepreneur on the small
businesses. The researchers suggested that through the process of innovation, these factors can
be utilized to achieve business success because innovation has mediating effect over them.
Entrepreneurs with significant financial, human and social capitals understands that how can
they grab opportunities and they know the value of potential opportunities for their businesses
which can exploit the innovation. This innovation ultimately leads to the business success.
(Omri, Frikha, & Bouraoui, 2015)

Critical Success Factors for Managing Offshore Software Development Projects

There are seven most significant critical success factors that can be said as the most relevant for
the successful implementation of an Offshore Software Development (OSD) project. These
critical success factors are, “definition of clear project goals”, “ensuring of a continuous
communication flow”, “continuous controlling of project results”, “composition of an
appropriate project team”, “good language abilities of the offshore employees in English and
German”, and “preparation of a detailed project specifications”. Remus and Wiener also stated
that the significance of some of these critical success factors depends on the different contexts
like risk awareness of the organization or the software type. (Remus & Wiener, 2014)

A framework for evaluating relationship among HRM practices, project success and
organizational benefit
Yang, Chen, Wu, Huang, and Cheng (2014) suggested that the effective Human resource
practices can benefit the organizations in gaining the competitive advantage over its competitors
and also bring number of other benefits as well. The researcher portrays the work environment as
a mediator which affects the relationship between Human resource management practices and
new product development project success. As per the researcher’s findings, the work hours and
time availability are the main cause of how positive relationship between Human resource
management practices and new product development exists.

Beyond legitimacy: legitimacy types and organizational success

(Díez-Martín, Prado-Roman, & Blanco-González, 2013)

 REFERENCES
Ahmed, R., & Azmi bin Mohamad, N. (2016). Exploring the Relationship Between Multi-Dimensional Top
Management Support and Project Success: An International Study. Engineering Management
Journal, 28(1), 54-67. doi: 10.1080/10429247.2015.1136525
Díez-Martín, F., Prado-Roman, C., & Blanco-González, A. (2013). Beyond legitimacy: legitimacy types and
organizational success. Management Decision, 51(10), 1954-1969. doi: 10.1108/md-08-2012-
0561
Joslin, R., & Müller, R. (2016). The impact of project methodologies on project success in different
project environments. International Journal of Managing Projects in Business, 9(2), 364-388. doi:
10.1108/ijmpb-03-2015-0025
Omri, A., Frikha, M. A., & Bouraoui, M. A. (2015). An empirical investigation of factors affecting small
business success. Journal of Management Development, 34(9), 1073-1093. doi: 10.1108/jmd-07-
2013-0088
Pollack, J., & Algeo, C. (2016). Project managers’ and change managers’ contribution to success.
International Journal of Managing Projects in Business, 9(2), 451-465. doi: 10.1108/ijmpb-09-
2015-0085
Remus, U., & Wiener, M. (2014). Critical Success Factors for Managing Offshore Software Development
Projects. Journal of Global Information Technology Management, 12(1), 6-29. doi:
10.1080/1097198x.2009.10856483
Rolstadås, A., Ralf Müller, P., Tommelein, I., Morten Schiefloe, P., & Ballard, G. (2014). Understanding
project success through analysis of project management approach. International Journal of
Managing Projects in Business, 7(4), 638-660. doi: 10.1108/ijmpb-09-2013-0048
Yamin, M., & Sim, A. K. S. (2016). Critical success factors for international development projects in
Maldives. International Journal of Managing Projects in Business, 9(3), 481-504. doi:
10.1108/ijmpb-08-2015-0082
Yang, L.-R., Chen, J.-H., Wu, K.-S., Huang, D.-M., & Cheng, C.-H. (2014). A framework for evaluating
relationship among HRM practices, project success and organizational benefit. Quality &
Quantity, 49(3), 1039-1061. doi: 10.1007/s11135-014-0033-8
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