R. Winston, Ivano Di Filippo, Jesús Martínez Almela
The purpose of this paper is to set forth a research plan and call for volunteers to engage in the research, initiated in the Research Conference of 2021, on an important issue impacting projects and programs, but more importantly society [4]. Given the proliferation of articles, publications, surveys, and other communication modes about stressing one character expression of a capability or skill of the three intelligences over other character expressions of the myriad of capabilities and skills that comprise cognitive readiness, one needs to understand the impact of such communications. The focus on one expression such as empathy or passion can leave a team not understanding the objectives, necessary team interactions, and other aspects of team leadership and management necessary for delivery of outputs and benefits for the organization, the market and society. Understanding the impact of this focus on areas of team interactions; team development, including both personal and professional; performance and resilience of teams during times of crisis and disruption; and various personnel decisions will be vital to directing training, course development, team communications, and other personnel interactions
{"title":"NEED FOR HOLISTIC APPLICATION OF COGNITIVE READINESS FOR PROJECT VALUE CREATION: COMPLETE LEADERSHIP FOR PROJECT TEAM SUCCESS","authors":"R. Winston, Ivano Di Filippo, Jesús Martínez Almela","doi":"10.56889/uvjy9205","DOIUrl":"https://doi.org/10.56889/uvjy9205","url":null,"abstract":"The purpose of this paper is to set forth a research plan and call for volunteers to engage in the research, initiated in the Research Conference of 2021, on an important issue impacting projects and programs, but more importantly society [4]. Given the proliferation of articles, publications, surveys, and other communication modes about stressing one character expression of a capability or skill of the three intelligences over other character expressions of the myriad of capabilities and skills that comprise cognitive readiness, one needs to understand the impact of such communications. The focus on one expression such as empathy or passion can leave a team not understanding the objectives, necessary team interactions, and other aspects of team leadership and management necessary for delivery of outputs and benefits for the organization, the market and society. Understanding the impact of this focus on areas of team interactions; team development, including both personal and professional; performance and resilience of teams during times of crisis and disruption; and various personnel decisions will be vital to directing training, course development, team communications, and other personnel interactions","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124940726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Applying an adequate approach to project management is dependent on numerous factors ranging from project type and industry to technological uncertainty and complexity. This paper distinguishes between traditional and agile project management and outlines how their performance and successfulness should be measured, focusing on the agile approach. This research proposal seeks to explore and evaluate the impact of Workforce Agility on the success of agile projects. A workforce is considered to be agile when they can adapt to forthcoming challenges and resolve them by using business and technical capabilities. To measure the extent of Workforce Agility this research uses the framework proposed is based on the factors of Proactivity, Adaptability, and Reactivity. Whereas the framework suggested to measure project success is based on five dimensions Project efficiency, Impact on the team, Impact on the customer, Business success, and Preparing for the future. Therefore, this paper suggests a framework for evaluating the impact of Workforce Agility on project success by assessing its impact on each of the five projects success dimensions.
{"title":"THE IMPACT OF WORKFORCE AGILITY ON PROJECT SUCCESS: RESEARCH PROPOSAL","authors":"M. Samardžić, D. Ćirić Lalić, U. Marjanović","doi":"10.56889/isqm3875","DOIUrl":"https://doi.org/10.56889/isqm3875","url":null,"abstract":"Applying an adequate approach to project management is dependent on numerous factors ranging from project type and industry to technological uncertainty and complexity. This paper distinguishes between traditional and agile project management and outlines how their performance and successfulness should be measured, focusing on the agile approach. This research proposal seeks to explore and evaluate the impact of Workforce Agility on the success of agile projects. A workforce is considered to be agile when they can adapt to forthcoming challenges and resolve them by using business and technical capabilities. To measure the extent of Workforce Agility this research uses the framework proposed is based on the factors of Proactivity, Adaptability, and Reactivity. Whereas the framework suggested to measure project success is based on five dimensions Project efficiency, Impact on the team, Impact on the customer, Business success, and Preparing for the future. Therefore, this paper suggests a framework for evaluating the impact of Workforce Agility on project success by assessing its impact on each of the five projects success dimensions.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"78 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124105188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
E. Khalimon, Hanna Soroka-Potrzebna, Mohammad Mahoud, R. Bruni
In this paper, the analysis of the sources of scientific literature, international, and national standards in the field of project management was carried out in order to form a list of requirements for knowledge, skills and personality qualities of a project manager. Modern scientific literature focuses on product, project sustainability and sustainable processes, but there is a noticeable lack of research on the changes taking place in the competencies of project managers in the context of sustainable development. The scientific hypothesis tested in this study is based on the assumption that the requirements for the competencies of the project managers have changed due to the inclusion of sustainability. In the second part of the study, this hypothesis was confirmed by the results of a survey conducted among Russian project managers of various economic spheres of activity. The survey also contributed to identify the most important knowledge, skills and personality traits needed by project managers for successful sustainable project management.
{"title":"COMPETENCIES CHANGE WITHIN THE PROJECT MANAGERS PROFESSION IN THE CONTEXT OF SUSTAINABLE DEVELOPMENT","authors":"E. Khalimon, Hanna Soroka-Potrzebna, Mohammad Mahoud, R. Bruni","doi":"10.56889/mpqr1024","DOIUrl":"https://doi.org/10.56889/mpqr1024","url":null,"abstract":"In this paper, the analysis of the sources of scientific literature, international, and national standards in the field of project management was carried out in order to form a list of requirements for knowledge, skills and personality qualities of a project manager. Modern scientific literature focuses on product, project sustainability and sustainable processes, but there is a noticeable lack of research on the changes taking place in the competencies of project managers in the context of sustainable development. The scientific hypothesis tested in this study is based on the assumption that the requirements for the competencies of the project managers have changed due to the inclusion of sustainability. In the second part of the study, this hypothesis was confirmed by the results of a survey conducted among Russian project managers of various economic spheres of activity. The survey also contributed to identify the most important knowledge, skills and personality traits needed by project managers for successful sustainable project management.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130055181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Too much governance can stifle innovation in organizations. Too little governance can waste precious organizational resources. Business agility demands empowerment of people to take decisions on initiatives designed to deliver innovative products and services. Traditional monthly and quarterly governance forums such as steering committees and program boards for decision-making potentially impede the flow of work when the delivery of a program or project is done using agile methods in two-weekly sprints and decisions are required at a different and more frequent cadence. Data Science Initiatives (DSIs) which are exploratory and innovative in nature follow agile delivery methods. This paper is an exploratory study of implementing governance for DSIs based on a single case study. It investigates agile governance at project, program, and portfolio level for DSIs and suggests eight guiding principles focusing on product and portfolio governance. It is targeted at practitioners to guide them in setting minimum viable governance to ensure value is realized from their DSIs and for academics to advance research in governance of DSIs.
{"title":"MINIMUM VIABLE GOVERNANCE FOR DATA SCIENCE INITIATIVES A TRANSPORT FOR NSW CASE STUDY","authors":"S. Mathur, S. Sankaran, Sam Macaulay, Ivor Tsang","doi":"10.56889/vjtu9918","DOIUrl":"https://doi.org/10.56889/vjtu9918","url":null,"abstract":"Too much governance can stifle innovation in organizations. Too little governance can waste precious organizational resources. Business agility demands empowerment of people to take decisions on initiatives designed to deliver innovative products and services. Traditional monthly and quarterly governance forums such as steering committees and program boards for decision-making potentially impede the flow of work when the delivery of a program or project is done using agile methods in two-weekly sprints and decisions are required at a different and more frequent cadence. Data Science Initiatives (DSIs) which are exploratory and innovative in nature follow agile delivery methods. This paper is an exploratory study of implementing governance for DSIs based on a single case study. It investigates agile governance at project, program, and portfolio level for DSIs and suggests eight guiding principles focusing on product and portfolio governance. It is targeted at practitioners to guide them in setting minimum viable governance to ensure value is realized from their DSIs and for academics to advance research in governance of DSIs.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126456824","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As the title suggests, the central theme is ‘value’ and we need to see to it, particularly in this context, how this value could be created or so to say, co-created in the project society. So, here first we need to attempt to understand, what we understand by value that we need to create in the projects. The concept of value, its meaning and its impact upon those who are directly or indirectly associated with the project, that is, stakeholders constantly changing over time. Primarily value was understood by the project people as ‘customer requirements’. The needs of the customer was the ultimate factor that the project people regarded. Because primarily the project itself meant for the customers. So it was the primary aim of the project to meet its customers’ requirements. Consequently the value of the project was judged by the customers only. If the customers were satisfied, the project was regarded to be fully successful. Once we understand Value, we would try to create that Value in the project. So this co-creation of value in the project has to undergo certain predetermined processes so that the Value could be created as desired.
{"title":"VALUE CO-CREATION IN THE PROJECT SOCIETY","authors":"K. Bhattacharya","doi":"10.56889/idwk8206","DOIUrl":"https://doi.org/10.56889/idwk8206","url":null,"abstract":"As the title suggests, the central theme is ‘value’ and we need to see to it, particularly in this context, how this value could be created or so to say, co-created in the project society. So, here first we need to attempt to understand, what we understand by value that we need to create in the projects. The concept of value, its meaning and its impact upon those who are directly or indirectly associated with the project, that is, stakeholders constantly changing over time. Primarily value was understood by the project people as ‘customer requirements’. The needs of the customer was the ultimate factor that the project people regarded. Because primarily the project itself meant for the customers. So it was the primary aim of the project to meet its customers’ requirements. Consequently the value of the project was judged by the customers only. If the customers were satisfied, the project was regarded to be fully successful. Once we understand Value, we would try to create that Value in the project. So this co-creation of value in the project has to undergo certain predetermined processes so that the Value could be created as desired.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122783519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
“Work” has been paid less attention to as a key factor of project leadership. Project leaders need to better understand their work for successful project management. This study proposes Roly-poly Model as a tool for identifying distinctive characteristics of each work type (Zone 1, Zone 2, and Zone 3) to bring new insight into the determination of an effective leadership style. Operational work (Zone 1) tends to need more directive or coaching leadership, task work (Zone 2) tends to need more facilitating leadership, and project work (Zone 3) tends to need more supportive or delegating leadership. The project leadership based on the understanding of the qualities of different work zone highlights the competency of exercising the leadership right for the main work, which leads to the creation of sustainable project value and ecosystem. The proposal of the Roly-poly Model for project leadership is expected to help project managers exercise more effective, positive leadership and value in the future.
{"title":"ROLY-POLY MODEL: WORK-BASED PROJECT LEADERSHIP AND VALUE CREATION","authors":"Unho Lee, Jeenyoung Park, M. Fahmy, Changwoo Park","doi":"10.56889/xxet2882","DOIUrl":"https://doi.org/10.56889/xxet2882","url":null,"abstract":"“Work” has been paid less attention to as a key factor of project leadership. Project leaders need to better understand their work for successful project management. This study proposes Roly-poly Model as a tool for identifying distinctive characteristics of each work type (Zone 1, Zone 2, and Zone 3) to bring new insight into the determination of an effective leadership style. Operational work (Zone 1) tends to need more directive or coaching leadership, task work (Zone 2) tends to need more facilitating leadership, and project work (Zone 3) tends to need more supportive or delegating leadership. The project leadership based on the understanding of the qualities of different work zone highlights the competency of exercising the leadership right for the main work, which leads to the creation of sustainable project value and ecosystem. The proposal of the Roly-poly Model for project leadership is expected to help project managers exercise more effective, positive leadership and value in the future.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"172 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122865393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper aims to identify variables that define the agency relationship and the relational charter, and the likelihood of the relational charter affecting the agency relationship. However, the link between the two constructs remains unclear. The results from the literature identified the variables that define the agency relationship and the relational charter. Results from a survey of 93 South African project engineers and project managers to demonstrate the impact of the relational charter on the agency relationship. As opposed to literature this research found that the relational charter does not affect the agency relationship positively in all aspects. Descriptive statistics and regression analysis were used to examine the influence of the relational charter on the agency relationship. This unique approach highlights the relational variables that influence agency variables, which should benefit both researchers and practitioners. The findings also revealed that most of the respondents lack an understanding of relational contracting. It is expected that the results of this study will provide project practitioners and other researchers with insight into the factors that impact the agency relationship and relational charter and suggest ways to improve the agency relationship.
{"title":"THE IMPACT OF THE RELATIONAL CHARTER ON THE PROJECT PRINCIPAL–AGENT RELATIONSHIP","authors":"Jonathan Espach, M. Bekker","doi":"10.56889/qoas9642","DOIUrl":"https://doi.org/10.56889/qoas9642","url":null,"abstract":"This paper aims to identify variables that define the agency relationship and the relational charter, and the likelihood of the relational charter affecting the agency relationship. However, the link between the two constructs remains unclear. The results from the literature identified the variables that define the agency relationship and the relational charter. Results from a survey of 93 South African project engineers and project managers to demonstrate the impact of the relational charter on the agency relationship. As opposed to literature this research found that the relational charter does not affect the agency relationship positively in all aspects. Descriptive statistics and regression analysis were used to examine the influence of the relational charter on the agency relationship. This unique approach highlights the relational variables that influence agency variables, which should benefit both researchers and practitioners. The findings also revealed that most of the respondents lack an understanding of relational contracting. It is expected that the results of this study will provide project practitioners and other researchers with insight into the factors that impact the agency relationship and relational charter and suggest ways to improve the agency relationship.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128712299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This research explores where project management practitioners can go to develop their soft skills. The academic research is presented and then summarised to identify the core soft skills needed for success (ICB4.0+). We then mapped the course offerings of top universities such as Harvard University, Oxford University and Tsinghua University against these core soft skills. We conclude that very few universities offer courses that develop the soft skills needed for project success. The practical implications of this research are that: The findings will guide project management practitioners on where they can go to develop the soft skills that are critical to project success. The newly developed ICB4.0+ may guide the development of project management education programs and may lead to practitioners actually being taught what they need to succeed. Further research is recommended to validate the mapping of university courses against the ICB4.0+ competencies.
{"title":"WHERE PROJECT MANAGERS CAN GO TO DEVELOP THEIR SOFT SKILLS: A CURRICULUM MAPPING OF UNIVERSITY COURSES IN THE US, EUROPE AND CHINA AGAINST THE ACADEMIC LITERATURE AND IPMA’S ICB4.0","authors":"Raymond Young, Han Qiao","doi":"10.56889/miei9307","DOIUrl":"https://doi.org/10.56889/miei9307","url":null,"abstract":"This research explores where project management practitioners can go to develop their soft skills. The academic research is presented and then summarised to identify the core soft skills needed for success (ICB4.0+). We then mapped the course offerings of top universities such as Harvard University, Oxford University and Tsinghua University against these core soft skills. We conclude that very few universities offer courses that develop the soft skills needed for project success. The practical implications of this research are that: The findings will guide project management practitioners on where they can go to develop the soft skills that are critical to project success. The newly developed ICB4.0+ may guide the development of project management education programs and may lead to practitioners actually being taught what they need to succeed. Further research is recommended to validate the mapping of university courses against the ICB4.0+ competencies.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117215205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Measuring the success of a project is a complex and challenging task, usually evaluated using traditional criteria such as time, cost and quality. In contemporary project management literature, one of the key assumptions for project success is value creation for stakeholders. The value of the project shows the level of satisfaction of the stakeholders with the explicit and implicit benefits generated by the project. Taking into account the different interests of the stakeholders, there is a different perception of value creation. Studies to date have generally focused on assessing project value through the prism of project managers and emphasize project managers' subjective perceptions as an essential constraint. However, there is a lack of empirical evidence that includes end users as actors directly affected by project outcomes. Therefore, the purpose of this paper is to determine the value created by the project from the perspective of the end users of the project. In addition to assessing project value, the goal is to identify the key dimensions of project value that facilitate the determination of project value. Exploratory factor analysis and descriptive statistics were carried out on a sample of 117 end users. The obtained results have important implications as they allow identifying relevant aspects in the project management process that can increase end-user satisfaction.
{"title":"ASSESSING PROJECT VALUE: END-USER PERSPECTIVE","authors":"M. Bugarčić, Marko Slavković","doi":"10.56889/okiw8035","DOIUrl":"https://doi.org/10.56889/okiw8035","url":null,"abstract":"Measuring the success of a project is a complex and challenging task, usually evaluated using traditional criteria such as time, cost and quality. In contemporary project management literature, one of the key assumptions for project success is value creation for stakeholders. The value of the project shows the level of satisfaction of the stakeholders with the explicit and implicit benefits generated by the project. Taking into account the different interests of the stakeholders, there is a different perception of value creation. Studies to date have generally focused on assessing project value through the prism of project managers and emphasize project managers' subjective perceptions as an essential constraint. However, there is a lack of empirical evidence that includes end users as actors directly affected by project outcomes. Therefore, the purpose of this paper is to determine the value created by the project from the perspective of the end users of the project. In addition to assessing project value, the goal is to identify the key dimensions of project value that facilitate the determination of project value. Exploratory factor analysis and descriptive statistics were carried out on a sample of 117 end users. The obtained results have important implications as they allow identifying relevant aspects in the project management process that can increase end-user satisfaction.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130610966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Researchers have found that soft skills are crucial in improving the project success rate. However, there is a long “shopping list” of skills proposed and no consensus on which soft skills are most critical. This research explores this issue in an international survey of 236 respondents, 78 of whom are project managers with 10+ years of experience. Multiple linear regression methods are used to explore the correlation between competency and project success and find that strategy and leadership alone explain 48.6% of the variance for project success. Technical skills and the other soft-skills were not found to be statistically important for project success. The surprising conclusion is that project success may not be dependent on the many factors listed in the literature but can be simply described by the equation below where S is Strategy, L is Leadership and € is the residual: Project success = 16 S + 20 L + €
研究人员发现，软技能对提高项目成功率至关重要。然而，人们提出了一长串的技能“购物清单”，对于哪些软技能是最重要的并没有达成共识。本研究通过对236名受访者的国际调查探讨了这一问题，其中78名受访者是拥有10年以上经验的项目经理。多元线性回归方法用于探索胜任力与项目成功之间的相关性，发现仅战略和领导就解释了48.6%的项目成功方差。技术技能和其他软技能在统计上对项目成功并不重要。令人惊讶的结论是，项目成功可能不依赖于文献中列出的许多因素，但可以简单地用下面的等式来描述，其中S是战略，L是领导力，€是剩余:项目成功= 16 S + 20 L +€
{"title":"PEOPLE SKILLS, ORGANISATIONAL SKILLS, OR TECHNICAL SKILLS? WHICH COMPETENCIES ARE MORE IMPORTANT FOR PROJECT SUCCESS?","authors":"Zhanshu Lu, Raymond Young","doi":"10.56889/ubcs8467","DOIUrl":"https://doi.org/10.56889/ubcs8467","url":null,"abstract":"Researchers have found that soft skills are crucial in improving the project success rate. However, there is a long “shopping list” of skills proposed and no consensus on which soft skills are most critical. This research explores this issue in an international survey of 236 respondents, 78 of whom are project managers with 10+ years of experience. Multiple linear regression methods are used to explore the correlation between competency and project success and find that strategy and leadership alone explain 48.6% of the variance for project success. Technical skills and the other soft-skills were not found to be statistically important for project success. The surprising conclusion is that project success may not be dependent on the many factors listed in the literature but can be simply described by the equation below where S is Strategy, L is Leadership and € is the residual: Project success = 16 S + 20 L + €","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116994207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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