Project success research has been a field of importance for more than three decades. The research field has been developing along the passed time; however, our understanding of this development is very limited. This study aims at understanding the longitudinal developments in the project success research field, and discussing and elaborating further results on the basis of previous studies. For this purpose, a literature study was conducted where the emergent research interests were identified. After that, two separate syntheses of success factors and criteria were developed for identifying the most often present ones (later termed weighty). Findings of this study present the evolution process of project success research. This directs one’s attention on the nature of project success research, leading research questions, main targets, outcomes and chronological presentation of the obtained results. In addition, this study led to interesting results concerning project success factors and criteria. The findings suggest that there are 65 factors, contributing to project success, among which communication, top management support, project manager’s competency, clear objectives and realistic obligation, monitoring and feedback, and risk management are the critical ones. Moreover, 13 frequently mentioned project success criteria in the literature were identified where meeting cost, meeting time, customer satisfaction, meeting quality, and business success are the top five ones. Findings of this study can be insightful for research community and project practitioners to be aware of the development process of project success research.
{"title":"From Past to Present- the Development of Project Success Research","authors":"Sina Moradi, K. Kähkönen, K. Aaltonen","doi":"10.19255/JMPM02301","DOIUrl":"https://doi.org/10.19255/JMPM02301","url":null,"abstract":"Project success research has been a field of importance for more than three decades. The research field has been developing along the passed time; however, our understanding of this development is very limited. This study aims at understanding the longitudinal developments in the project success research field, and discussing and elaborating further results on the basis of previous studies. For this purpose, a literature study was conducted where the emergent research interests were identified. After that, two separate syntheses of success factors and criteria were developed for identifying the most often present ones (later termed weighty). Findings of this study present the evolution process of project success research. This directs one’s attention on the nature of project success research, leading research questions, main targets, outcomes and chronological presentation of the obtained results. In addition, this study led to interesting results concerning project success factors and criteria. The findings suggest that there are 65 factors, contributing to project success, among which communication, top management support, project manager’s competency, clear objectives and realistic obligation, monitoring and feedback, and risk management are the critical ones. Moreover, 13 frequently mentioned project success criteria in the literature were identified where meeting cost, meeting time, customer satisfaction, meeting quality, and business success are the top five ones. Findings of this study can be insightful for research community and project practitioners to be aware of the development process of project success research.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131159292","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}
Tracey M. Richardson, James W. Marion, Matthew P. Earnhardt, V. Anantatmula
This quantitative study surveys 595 United States military veterans from all four branches of the military in order to ascertain the degree to which the branches of the military prepare individuals for possible future careers in civilian project management roles. Further, the study compares the relative knowledge of project management technical skill areas, processes and personal competencies. Although all branches provided responses indicating a high degree of familiarity with and preparation for project management roles, some significant differences were observed in responses between military branches.
{"title":"Project Management: A Natural Career Destination for Military Veterans","authors":"Tracey M. Richardson, James W. Marion, Matthew P. Earnhardt, V. Anantatmula","doi":"10.19255/JMPM02304","DOIUrl":"https://doi.org/10.19255/JMPM02304","url":null,"abstract":"This quantitative study surveys 595 United States military veterans from all four branches of the military in order to ascertain the degree to which the branches of the military prepare individuals for possible future careers in civilian project management roles. Further, the study compares the relative knowledge of project management technical skill areas, processes and personal competencies. Although all branches provided responses indicating a high degree of familiarity with and preparation for project management roles, some significant differences were observed in responses between military branches.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"78 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127643370","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 presents a comparison between portfolio planning and portfolio implementation in Tanzania power sector and suggests a Multi-Criteria Decision Making (MCDM) method which can be considered as a balanced approach in minimizing discrepancy between portfolio planning and implementation. The research is chiefly developed based on Analytic Hierarchy Process (AHP) approach and the subsequent data collection and data analysis were tailored to suit this approach. An extensive literature review ranging from various scholar papers to corporate research reports is undertaken to establish the most relevant project appraisal criteria in Tanzania power industry. Total of 15 experts took part in the survey in which the survey findings were integrated into the literature review toward structuring the proposed MCDM framework. The analysis of findings suggest the following insights; (1) inadequate cross-stakeholders engagement at portfolio planning stage observed in Tanzania power sector which is largely due to the confined and quantitative portfolio planning method; (2) MCDM should be used as a complementary method toward integrating non-tangible/qualitative variables into other quantitative criteria at portfolio planning stage, which can mitigate the extent of deviation between portfolio planning and implementation; (3) It is crucial to employ MCMD as a decision support tool toward prioritizing major infrastructure projects at portfolio planning stage to ensure the consistency between portfolio planning and implementation.
{"title":"How MCDM method minimizes the gap between portfolio planning and portfolio implementation.","authors":"Mostafa Keramatikerman","doi":"10.19255/JMPM02308","DOIUrl":"https://doi.org/10.19255/JMPM02308","url":null,"abstract":"This paper presents a comparison between portfolio planning and portfolio implementation in Tanzania power sector and suggests a Multi-Criteria Decision Making (MCDM) method which can be considered as a balanced approach in minimizing discrepancy between portfolio planning and implementation. The research is chiefly developed based on Analytic Hierarchy Process (AHP) approach and the subsequent data collection and data analysis were tailored to suit this approach. An extensive literature review ranging from various scholar papers to corporate research reports is undertaken to establish the most relevant project appraisal criteria in Tanzania power industry. Total of 15 experts took part in the survey in which the survey findings were integrated into the literature review toward structuring the proposed MCDM framework. The analysis of findings suggest the following insights; (1) inadequate cross-stakeholders engagement at portfolio planning stage observed in Tanzania power sector which is largely due to the confined and quantitative portfolio planning method; (2) MCDM should be used as a complementary method toward integrating non-tangible/qualitative variables into other quantitative criteria at portfolio planning stage, which can mitigate the extent of deviation between portfolio planning and implementation; (3) It is crucial to employ MCMD as a decision support tool toward prioritizing major infrastructure projects at portfolio planning stage to ensure the consistency between portfolio planning and implementation.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134054055","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}
Achievement of the United Nations’ Sustainable Development Goals (SDGs) is of paramount importance. Infrastructure projects are critical to facilitate this change at local and global levels, but a gap exists in understanding how to measure their SDG impact. It is therefore important that research is conducted on how project management systems and processes can be further developed to enable SDG performance measurement on projects. This paper builds on a comprehensive literature review and supporting analysis in order to develop a conceptual framework to guide future research on measuring SDG impact on infrastructure projects. The findings suggest using the ‘Triple Bottom Line’ during the lifecycle of projects, which provides a golden thread linking SDGs with project success criteria. This approach thereby balances economic business success with wider benefits to society and the environment and helps improve infrastructure project investment decisions.
{"title":"Measuring Sustainable Development Goal Targets on Infrastructure Projects","authors":"P. Mansell, Simon P. Philbin","doi":"10.19255/JMPM02303","DOIUrl":"https://doi.org/10.19255/JMPM02303","url":null,"abstract":"Achievement of the United Nations’ Sustainable Development Goals (SDGs) is of paramount importance. Infrastructure projects are critical to facilitate this change at local and global levels, but a gap exists in understanding how to measure their SDG impact. It is therefore important that research is conducted on how project management systems and processes can be further developed to enable SDG performance measurement on projects. This paper builds on a comprehensive literature review and supporting analysis in order to develop a conceptual framework to guide future research on measuring SDG impact on infrastructure projects. The findings suggest using the ‘Triple Bottom Line’ during the lifecycle of projects, which provides a golden thread linking SDGs with project success criteria. This approach thereby balances economic business success with wider benefits to society and the environment and helps improve infrastructure project investment decisions.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115588333","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 focuses on this relationship between national culture and project management and particularly project monitoring and control practices in the context of the multicultural society of United Arab Emirates. A detailed structured survey was conducted, the data acquired were tested through several descriptive and inferential statistical analysis and as a result there was an empirical evidence to the proposed relationship. The results of this research show that project based organizations should give more attention to the effect of culture on the way projects being managed, and should conduct cultural training as well as implementing processes and policies that targets this effect.
{"title":"The Impact of Culture Diversification on Project Processes. Evidence from Dubai -UAE","authors":"Kamal Jaafar","doi":"10.19255/JMPM02309","DOIUrl":"https://doi.org/10.19255/JMPM02309","url":null,"abstract":"This research focuses on this relationship between national culture and project management and particularly project monitoring and control practices in the context of the multicultural society of United Arab Emirates. A detailed structured survey was conducted, the data acquired were tested through several descriptive and inferential statistical analysis and as a result there was an empirical evidence to the proposed relationship. The results of this research show that project based organizations should give more attention to the effect of culture on the way projects being managed, and should conduct cultural training as well as implementing processes and policies that targets this effect.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115241986","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}
Mahmoud Ershadi, Marcus Jefferies, P. Davis, M. Mojtahedi
Linking structures, processes and resources with corporate strategies is a key requirement of today’s organizations, bringing about integration toward achieving long-term objectives. Organizations can no longer rely on traditional practices since advanced systems and management approaches are being applied by their competitors. The project portfolio management (PPM) is a tool that plays a key role in collecting information from operational levels and consolidating them at the portfolio level for strategic decision-making. Establishment of this approach in organizations requires robust information systems, analytical software, decision-making structure, and governance framework to be in place. Primarily, a systematic perspective needs to be adopted to define, design and model all the necessary components of a PPM system. Business process management (BPM), as a systematic approach, can be effectively applied for this purpose. The aim of this study is to introduce one of the specific applications of the BPM approach in facilitating the systematic implementation of PPM in organizations. This theoretical study is exploratory in essence and tries to theorize the relationship between BPM and PPM to develop a conceptual framework highlighting the role of BPM in embedding all the necessary features of a PPM system. We found key functions of BPM that contribute to three aspects of PPM system namely; structure, infrastructure, and process. The findings introduce one of the important application of BPM in the management of project portfolios and also provide professionals with practical insight into how the BPM should be applied to facilitate the implementation of this system.
{"title":"Towards successful establishment of a project portfolio management system: business process management approach","authors":"Mahmoud Ershadi, Marcus Jefferies, P. Davis, M. Mojtahedi","doi":"10.19255/JMPM02302","DOIUrl":"https://doi.org/10.19255/JMPM02302","url":null,"abstract":"Linking structures, processes and resources with corporate strategies is a key requirement of today’s organizations, bringing about integration toward achieving long-term objectives. Organizations can no longer rely on traditional practices since advanced systems and management approaches are being applied by their competitors. The project portfolio management (PPM) is a tool that plays a key role in collecting information from operational levels and consolidating them at the portfolio level for strategic decision-making. Establishment of this approach in organizations requires robust information systems, analytical software, decision-making structure, and governance framework to be in place. Primarily, a systematic perspective needs to be adopted to define, design and model all the necessary components of a PPM system. Business process management (BPM), as a systematic approach, can be effectively applied for this purpose. The aim of this study is to introduce one of the specific applications of the BPM approach in facilitating the systematic implementation of PPM in organizations. This theoretical study is exploratory in essence and tries to theorize the relationship between BPM and PPM to develop a conceptual framework highlighting the role of BPM in embedding all the necessary features of a PPM system. We found key functions of BPM that contribute to three aspects of PPM system namely; structure, infrastructure, and process. The findings introduce one of the important application of BPM in the management of project portfolios and also provide professionals with practical insight into how the BPM should be applied to facilitate the implementation of this system.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121482330","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}
The purpose of this paper is to identify gaps in the opportunity management literature (as a subset of overall risk management) and to identify future research in opportunity management. The methodology is non-experimental using a descriptive literature review content analysis of opportunity management articles published between 2010 and 2019. The identified strengths and weaknesses establish a future research agenda including process steps and tailoring, risk exposure, and balanced risk. The research resulted in a repeatable methodology that can be applied to other research domains in addition to the opportunity management research agenda.
{"title":"Identifying Project Opportunity Gaps Using a Descriptive Literature Review: 2010-2019","authors":"Valerie P. Denney, Siana T. Powell","doi":"10.19255/JMPM02311","DOIUrl":"https://doi.org/10.19255/JMPM02311","url":null,"abstract":"The purpose of this paper is to identify gaps in the opportunity management literature (as a subset of overall risk management) and to identify future research in opportunity management. The methodology is non-experimental using a descriptive literature review content analysis of opportunity management articles published between 2010 and 2019. The identified strengths and weaknesses establish a future research agenda including process steps and tailoring, risk exposure, and balanced risk. The research resulted in a repeatable methodology that can be applied to other research domains in addition to the opportunity management research agenda.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123529821","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}
Oftentimes a multitude of stakeholders from different backgrounds engage in projects from the onset through to the completion phase. These stakeholders not only offer unique qualities and viewpoints as well as diversely contribute to the success of a project, but simultaneously possess contrasting interests. The presence of common interests serves as the catalyst to the development and formation of what are known as stakeholder networks. Different networks of such evolve and re-develop throughout the different phases of a project. In this study, we aim to explore the impact on a corresponding network that a pre-existing network exerts onto another when the same set of nodes or actors are present. We also explore the impact that stakeholder attributes have on this co-evolution and co-development process. We used the method and concept of social network analysis to construct different stakeholder networks. The social network methods of network correlation and regression have been used to explore the co-evolution of two different stakeholder networks. Results show that different stakeholder networks among the same stakeholders do indeed co-evolve and that socio-demographic factors significantly influence the outcome of this stakeholder network development .
{"title":"Co-evolution of Project Stakeholder Networks","authors":"Ong Stephen, S. Uddin","doi":"10.19255/JMPM02306","DOIUrl":"https://doi.org/10.19255/JMPM02306","url":null,"abstract":"Oftentimes a multitude of stakeholders from different backgrounds engage in projects from the onset through to the completion phase. These stakeholders not only offer unique qualities and viewpoints as well as diversely contribute to the success of a project, but simultaneously possess contrasting interests. The presence of common interests serves as the catalyst to the development and formation of what are known as stakeholder networks. Different networks of such evolve and re-develop throughout the different phases of a project. In this study, we aim to explore the impact on a corresponding network that a pre-existing network exerts onto another when the same set of nodes or actors are present. We also explore the impact that stakeholder attributes have on this co-evolution and co-development process. We used the method and concept of social network analysis to construct different stakeholder networks. The social network methods of network correlation and regression have been used to explore the co-evolution of two different stakeholder networks. Results show that different stakeholder networks among the same stakeholders do indeed co-evolve and that socio-demographic factors significantly influence the outcome of this stakeholder network development .","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125624608","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 reports the results of a study investigating the organisational conditions that impact the effectiveness of project management methodology (PMM) implementation. It was conducted with a sample of experienced practitioners across a range of industries and disciplines covering engineering infrastructure and IT in Queensland, Australia. The implementations covered generally aligned with either the American PMBOK or the British PRINCE2, while some attempts had been made to hybridize. The study found general practitioner agreement on the effectiveness of having a methodology. It synthesised from the data collected a list of six organisational conditions impacting the effectiveness of PMM implementation, providing a guide to practitioners looking to implement a PMM. Evidence of quantification of PMM benefits was found in two large organisations whose PMBOK based PMMs had been delivering better than 90% on time and budget across all their infrastructure projects. This study included but did not focus on IT and did not uncover any information on actual performance of PRINCE2 implementations. It indicated a need for research on the effectiveness of PMM implementation and found that this could be facilitated by analysing internal organisational project performance data records, which are sometimes published in annual reports. It also found the PRINCE2 claim of suitability for application to all project types was disputed for physical engineering infrastructure. The paper also puts a case for defining Project Management Methodology (PMM) as an organisation’s process for the whole lifecycle of its projects, which would exclude PMBOK and PRINCE2 from being so labelled.
{"title":"Practitioner views on project management methodology (PMM) effectiveness","authors":"S. Mcgrath, S. Whitty","doi":"10.19255/JMPM02310","DOIUrl":"https://doi.org/10.19255/JMPM02310","url":null,"abstract":"This paper reports the results of a study investigating the organisational conditions that impact the effectiveness of project management methodology (PMM) implementation. It was conducted with a sample of experienced practitioners across a range of industries and disciplines covering engineering infrastructure and IT in Queensland, Australia. The implementations covered generally aligned with either the American PMBOK or the British PRINCE2, while some attempts had been made to hybridize. The study found general practitioner agreement on the effectiveness of having a methodology. It synthesised from the data collected a list of six organisational conditions impacting the effectiveness of PMM implementation, providing a guide to practitioners looking to implement a PMM. Evidence of quantification of PMM benefits was found in two large organisations whose PMBOK based PMMs had been delivering better than 90% on time and budget across all their infrastructure projects. This study included but did not focus on IT and did not uncover any information on actual performance of PRINCE2 implementations. It indicated a need for research on the effectiveness of PMM implementation and found that this could be facilitated by analysing internal organisational project performance data records, which are sometimes published in annual reports. It also found the PRINCE2 claim of suitability for application to all project types was disputed for physical engineering infrastructure. The paper also puts a case for defining Project Management Methodology (PMM) as an organisation’s process for the whole lifecycle of its projects, which would exclude PMBOK and PRINCE2 from being so labelled.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132972047","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}
Construction mega-projects are typically associated with cost overruns and time delays due to conflicts of interest between diverse stakeholders. This research investigates the influence of the partnering approach and the adoption of Design and Build (D&B), also known as Design-Build (DB), contracts on the behavior of stakeholders on mega-projects in Qatar. Through a case study, the significant factors that influence stakeholder management are appraised, such as cooperation, developing trust and lack of communication. The research concluded that mutual trust, transparency, leadership, a well-defined scope of work, clear definition of responsibilities, collaboration, and training are the main success factors of partnering projects. The research also concluded that the State of Qatar is a leader in the implementation of partnering approaches and the adoption of D&B contracts, with a proven record of successful delivery using this procurement method. ‘Trust’ and ‘collaboration’ among stakeholders have been found to be the critical success factors of partnering projects in Qatar.
{"title":"Influence of partnering on stakeholder’s behaviour in construction mega-projects","authors":"M. Evans, P. Farrell, Ayman Mashali","doi":"10.19255/JMPM02307","DOIUrl":"https://doi.org/10.19255/JMPM02307","url":null,"abstract":"Construction mega-projects are typically associated with cost overruns and time delays due to conflicts of interest between diverse stakeholders. This research investigates the influence of the partnering approach and the adoption of Design and Build (D&B), also known as Design-Build (DB), contracts on the behavior of stakeholders on mega-projects in Qatar. Through a case study, the significant factors that influence stakeholder management are appraised, such as cooperation, developing trust and lack of communication. The research concluded that mutual trust, transparency, leadership, a well-defined scope of work, clear definition of responsibilities, collaboration, and training are the main success factors of partnering projects. The research also concluded that the State of Qatar is a leader in the implementation of partnering approaches and the adoption of D&B contracts, with a proven record of successful delivery using this procurement method. ‘Trust’ and ‘collaboration’ among stakeholders have been found to be the critical success factors of partnering projects in Qatar.","PeriodicalId":320094,"journal":{"name":"The Journal of Modern Project Management","volume":"107 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116395695","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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