The influence of project front-end management and project complexity on project success

a contingency approach in project management research

In this study the relationships between project complexity, activities performed in the front-end development (FED) phase, and project success were investigated. A survey was distributed to project managers in the member companies of the NAP network, a competence network of the Dutch process industry. The survey contained questions on the interviewees’ most recent finished project and was developed to acquire data on project complexity, FED activities, and project success. Project complexity was measured distinguishing three types of complexity: technical, organizational, and environmental. FED activities were identified from literature, interviews with project managers, including value improving practices (VIPs) and “normal” practices. Criteria on budget and schedule performance were used to measure project success.Through the survey, data was acquired on 67 projects performed in the NAP network. This data was analyzed using descriptive statistics and multivariate statistical techniques. The analysis frame
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