Year: 2003
Type: article
Abstract: This paper argues that the political power and actions required of project managers to achieve project \tmanagement success provide a consistent explanation for the emergence of project management success factors \tdeemed critical by project managers in project success factor studies. This represents an important insight for \tproject managers and researchers in understanding the value and nature of project management success factors. \tFor the purposes of the discussion the success factor study by Parr, Shanks, & Darke (1999), which examined \tcritical success factors associated with ERP implementation projects, is used as an example of success factor \tstudies. Two questions are considered: Can the critical project management success factors identified by project \tmanagers in project success factor studies such as Parr et al. (1999) be explained in terms of the project \tmanager’s power and their actions of bargaining and negotiation? What is the nature of the association between \tproject manager power and the success factors as operationalised within a project?
Author: Judith Wilson Ross
Language: English
Field: Decision Sciences
Domain: Social Sciences
Open Access status: green
Funder: University of Melbourne
OpenAlex ID: W165410334