Project Management Institute

Identifying success factors in construction projects

a case study

Defining "project success" has been of interest for many years, and recent developments combine multiple measurable and psychosocial factors that add to this definition. There has also been research into success factors, but little research into the causal chains through which success emerges. Following the multi-dimensionality of "success," this article shows how success factors combine in complex interactions; it describes factors contributing to project performance by a company working on two major construction programs and shows how to map and analyze paths from root causes to success criteria. The study also identifies some specific factors -- some generic, some context-dependent -- none of these are uncommon but here they come together synergistically.
member content locked

Log in or join PMI to gain access

or Join

Advertisement

Advertisement

Related Content

  • PMI White Papers

    How Agile are Companies in Germany?

    By PMI Cologne Chapter Until recently, Agile was considered as a set of principles and practices relevant only to software development projects. However, Agile is now spreading to other parts and types of organisations,…

  • White-Paper-Cologne-thumbnail.jpg

    How Agile are Companies in Germany?

    By PMI Cologne Chapter Until recently, Agile was considered as a set of principles and practices relevant only to software development projects. However, Agile is now spreading to other parts and types of organisations,…

  • PM Network

    Agile Capacity

    By Parsi, Novid Wrong resources? Right resources at the wrong time? Both can cripple project momentum—and send shock waves across the project portfolio, even threatening the organization's bottom line. And the…

  • Design Thinking to Improve Your Agile Process

    By Vukosav, Denis Agile project teams interact with users and deliver incrementally. This paper is an introduction to how design thinking, combined with agile, will further reduce the risk of failing.

  • PM Network

    Practical Guidance

    By Fewell, Jesse The debate about processes—when to follow them versus when to bend them in favor of deeper principles—has been an age-old, fundamental tension in project management. Those of us contributing to A…

Advertisement