chan wai kuen, suhaiza zailani

8/18/2019 Chan Wai Kuen, Suhaiza Zailani

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7th Global Conference on Business & Economics ISBN: 978-0-974!!4-9-7

FACTORS INFLUENCING THE SUCCESS OF PROJECT MANAGEMENT

AMONGST MANUFACTURING COMPANIES IN MALAYSIA: A CONCEPTUAL

FRAMEWORK

CHAN Wai Kuen, Schoo o! Mana"e#en$, Uni%e&'i$i Sain' Maa('ia, Penan", Maa('ia

Te) No): 04 "#77888

Fa* No): 04 "#77448

A''oc P&o! +& Suhaia -AILANI, Schoo o! Mana"e#en$, Uni%e&'i$i Sain' Maa('ia,

Penan", Maa('ia

Te) No): 04 "#77888 e$t %9#

Fa* No): 04 "#77448

E#ai: shm'usm(m)

*ctober !%-!4+ 007,ome+ Ital)

!

mailto:[email protected]:[email protected]


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Fac$o&' In!uencin" $he Succe'' o! P&o.ec$ Mana"e#en$ a#on"'$ Manu!ac$u&in"

Co#/anie' in Maa('ia: A Conce/$ua F&a#e0o&1

A2STRACT

he .ro/ect manaement .rocess is com.le$+ usuall) re1uire2 e$tensi3e an2 collecti3e

attention to a broa2 as.ect of human+ bu2etar) an2 technical 3ariables( In a22ition+ .ro/ects

often .ossess a s.ecialie2 set of critical success factors in hich if a22resse2 an2 attention

i3en ill im.ro3e the li5elihoo2 of successful im.lementation( *n the other han2 if these

factors ere not ta5en seriousl) miht lea2 to the failure of the .ro/ect manaement( 6s

.ro/ects are bein use2 i2el) in the manufacturin in2ustr)+ it is therefore+ 3ital to i2entif)

factors that contribute to the successful im.lementation of .ro/ect an2 to i2entif) the factors

relati3e im.ortance as the .ro/ect /ourne)e2 throuhout its life c)cle( his .a.er+ therefore+

i2entifies hat are the influencin factors for the success of the .ro/ect+ .articularl) in the

ala)sian conte$t( Bein a conce.tual .a.er+ this .a.er .ro3i2es a frameor5 that i2entifies

the factors for the .ro/ect success( he frameor5 is e$.ecte2 to be teste2 em.iricall) usin

2ata from manufacturin firms in ala)sia(

INTRO+UCTION

he manufacturin sector has been the enine of the roth of the ala)sian econom) for

the .ast %0 2eca2es( his is seen b) the stea2) roth of ne in3estments an2 re-in3estments

b) multinational cor.orations NC .articularl) in the electrical an2 electronic sector as

ell as local com.anies( 6s of the statistics .ublishe2 b) the ;e.artment of Statistics

ala)sia in the first 1uarter of 00"+ the manufacturin sector contributes the hihest e$.ort

3alue hich estimate2 to ,#(# billion as of first 1uarter of 00"(


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im.lementation( 6ccor2in to =into !98"+ the .ro/ect manaement .rocess is com.le$+

usuall) re1uire2 e$tensi3e an2 collecti3e attention to a broa2 as.ect of human+ bu2etar) an2

technical 3ariables( In a22ition+ .ro/ects often .ossess a s.ecialie2 set of critical success

factors in hich if a22resse2 an2 attention i3en ill im.ro3e the li5elihoo2 of successful

im.lementation( *n the other han2 if these factors ere not ta5en seriousl) miht lea2 to the

failure of the .ro/ect manaement(

RESEARCH PRO2LEM

he use an2 manaement of .ro/ects has risen to a ne .rominence+ ith .ro/ects seen as

critical to economic in both the .ri3ate an2 .ublic sectors( he reason behin2 the e$.ansion

of .ro/ect-base2 or5 t).icall) arise 2ue to the ne challenin en3ironment an2

o..ortunities brouht about b) technoloical 2e3elo.ments+ the shiftin boun2aries of

5nole2e+ 2)namic mar5et con2itions+ chanes in en3ironmental reulations+ the 2ri3e

toar2s shorter .ro2uct life c)cles+ increase2 customer in3ol3ement an2 the increase2 sco.e

an2 com.le$it) of interoraniational relationshi.s Bre2illet+ 00#(

Business to2a) is o.eratin un2er hih le3el of uncertaint)+ .ro/ects im.lementation are o.en

to all sorts of e$ternal influence+ une$.ecte2 e3ents+ e3er roin re1uirements+ chanin

constraints an2 fluctuatin resource flos( his clearl) shos that if .ro/ects are a..lie2 an2

ste.s are not ta5en in or2er to manae them effecti3el) an2 efficientl)+ the chance of failure is

hih( In !994 the Stan2ish Grou.+ a renone2 mar5et research an2 a23isor) firm in the

>nite2 States re.orte2 that onl) 9 .ercent of .ro/ects in lare com.anies ere successful+ the

ma/or reasons liste2 for failure ere not com.lete2 b) initial 2ea2line+ cost o3erruns an2

content 2eficiencies or not meetin the oriinal sco.e( ?i3e )ears later+ un2er the same nature

of sur3e)+ the Stan2ish Grou. re.orte2 that o3er half of mainl) I .ro/ects cost!89@ of their

oriinal estimates(


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=ro/ect manaement consultants such as I Corte$ an2 6merican anaement 6ssociation

ha3e i2entifie2 common .roblems in .ro/ect manaement such as lac5 of .ro/ect

manaement s5ills+ sco.e cree.+ .oorl) 2efine2 ob/ecti3es+ hih staff turno3er+ insufficient

resources+ .oor follo u.+ insufficient authorit) i3en to the .ro/ect manaers an2 no

common .ro/ect manaement metho2s a2o.te2 in the .ro/ect team( Base2 on the statistics

.ublishe2 b) ala)sian In2ustrial ;e3elo.ment 6uthorit) I;6 in 6uust 00"+ the

number of a..ro3e2 manufacturin .ro/ects has increase2 b) o3er !#@ since )ear 00!( his

a..ro3e2 manufacturin .ro/ects amounte2 to a total ca.ital in3estment of o3er ,%!+000

million in 00# from both local an2 forein in3estments+ an increase2 of 8@ from the

.re3ious )ear( #!@ ere successfull) im.lemente2 an2 mostl) com.rise2 of .ro2uction an2

machine installation .ro/ects+ hereas 48(7@ as in acti3e .lannin stae( *nl) 0(%@ of the

total .ro/ects a..ro3e2 as tem.orar) shel3e2 2ue to certain una3oi2able reason(

In reference to the emerin im.ortance of .ro/ects as 2iscusse2 in .re3ious .arara.h+ the

i2es.rea2 use of .ro/ects in oraniations an2 in multi.le in2ustries to2a) is the 2ri3in

force in the search for factors that influence .ro/ect success( 6s .ro/ects are bein use2

i2el) in the manufacturin in2ustr)+ it is therefore+ 3ital to i2entif) factors that contribute to

the successful im.lementation of .ro/ect an2 to i2entif) the factors relati3e im.ortance as the

.ro/ect /ourne)e2 throuhout its life c)cle( his is also su..orte2 b) an em.irical stu2)

con2ucte2 b) Belassi an2 u5el !99" here manufacturin res.on2ents accounte2 for

40(7@ of the total res.on2ents in hich .ro2uct 2e3elo.ment .ro/ects ere most common(

his stu2) is .rimaril) con2ucte2 to anser the folloin research 1uestions:

!( Ahat are the criteria use2 to measure the success of a manufacturin base2 .ro/ect

( Ahat are the sinificant factors that contribute to a .ro/ect success in manufacturin

sector


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LITERATURE RE3IEW

PROJECT MANAGEMENT

6 .ro/ect can be characterie2 b) a fe elements such as ob/ecti3it) as it is 2efinable ith

result+ out.ut or .ro2uct+ com.le$it) ith normall) interrelate2 acti3ities an2 lare number of

2ifferent tas5s+ uni1ue here it is usuall) a one-offD assinment+ uncertaint) as it has

element of ris5+ tem.orar) ith its ell 2efine2 beinnin an2 en2 an2 lastl) o.erate in a life

c)cle as em.hasis an2 resource nee2s chane 2urin the life of the .ro/ect( In contrar)+

.ro/ect manaement is 2efine2 as the .rocess of controllin the achie3ement of the .ro/ect

ob/ecti3es+ usin the e$istin oraniational structures an2 resources an2 manae the .ro/ect

b) a..l)in a collection of tools an2 techni1ues ithout interru.tin the routine o.eration of

a com.an) unns & B/eirmi+ !99"( Some of the functions of .ro/ect manaement are

2efinin the or5 re1uirement+ allocatin resource nee2s+ .lannin the e$ecution of or5

re1uire2+ monitorin the .roress of the or5 an2 ta5in action to une$.ecte2 e3ents that

too5 .lace unns & B/erimi+ !99"( Clar5e !999 hoe3er stresse2 that .ro/ect

manaement is onl) a tool to hel. the .rocess of chane an2 hen use2 timel) can lea2s to

.roblem sol3in of critical issues for an oraniation(

PROJECT SUCCESS

Success is an interestin or2 an2 a or2 that is so eneral an2 i2e in nature that it is

2ifficult to 2efine an2 obtain mutual areement hen as5e2 from 2ifferent in2i3i2ual( u2e3

an2 uller 00# in their article mentione2 that in or2er to 2efine hat success means in the

.ro/ect conte$t is li5e ainin consensus from a rou. of .eo.le on the 2efinition of oo2

art(D =ro/ect success is a to.ic that is fre1uentl) 2iscusse2 an2 )et rarel) aree2 u.on

Baccarini+ !999: .( "( Base2 on a current stu2) con2ucte2 b) Crafor2+ =ollac5 an2

Enlan2 00" to unco3er the /ournal em.hases o3er the last !0 )ears in the fiel2 of .ro/ect


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manaement+ it is foun2 that the stu2) of .ro/ect e3aluation an2 im.ro3ement has aine2

increase sinificance( his im.lies that more stu2ies ha3e been 2irecte2 to the area of .ro/ect

manaement an2 .ro/ect success( Generall)+ the 3ies on .ro/ect success ha3e e3ol3e2 o3er

the )ears from sim.le 2efinitions that ere limite2 to the im.lementation .hase of the .ro/ect

life c)cle to 2efinitions that reflect an a..reciation of success o3er the entire .ro/ect an2

.ro2uct life c)cle u2e3 & uller+ 00#(

CRITERIA TO MEASURE PROJECT SUCCESS

he 3er) famous an2 ell-5non Gol2en rianleD or Iron rianleD+ ha3e been

tra2itionall) use2 as criteria to measure .ro/ect success( his Gol2en rianleD refers to the

basic criteria of cost+ time an2 1ualit)( =ro/ect success ill be accor2e2 if it is com.lete2

ithin the bu2ete2 cost+ im.lemente2 on time an2 to 1ualit) .arameters re1ueste2(

Foe3er+ these criteria ha3e recei3e2 man) critics for bein ina2e1uate in 2eterminin

.ro/ect success+ customer o.inion an2 contact as minimal an2 no lon term follo-u. effort

as establishe2( *3er the time+ 3arious attem.ts ha3e been ma2e either to a22 more

2imensions to the basic criteria or to abstract to feer 2imensions 6t5inson+ !999(


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measurement criteria on the .ro/ect manaement stae( *ne of the researchers+ 6t5inson

!999 in his stu2) e$ten2e2 the measurement of .ro/ect success be)on2 the he Iron

rianle he .ro.ose2 a ne a) to consi2er .ro/ect success criteria calle2 the S1uare ,oute(

he three a22itional success criteria cateories are the information s)stem hich loo5s into

the maintainabilit)+ reliabilit)+ 3ali2it) an2 the 1ualit) of the information use2+ benefits as

.ercei3e2 in the oraniation hich can be measure2 in terms of im.ro3e2 efficienc)+

effecti3eness+ increase2 .rofits+ oraniational learnin an2 lastl) benefits or effecti3eness of

the .ro/ect as .ercei3e2 b) the sta5ehol2er communit) such as satisfaction of users+ social

an2 en3ironmental im.act an2 .ersonal 2e3elo.ment+ to name a fe( he elements un2er

these three ne criteria cateories are not e$hausti3e an2 can be a22e2 hene3er an

a..ro.riate an2 a..licable element is i2entifie2 to be 2eeme2 relate2 to the in2i3i2ual .ro/ect

bein measure2( ,efer to ?iure (!(

Fi"u&e 4)5: The Square Route (Atkinson, 1999)


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Criteria are the set of .rinci.les or stan2ar2s b) hich /u2ement is ma2e( he article ritten

b)


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he criteria for measurin .ro/ect success must be establishe2 at the beinnin of the .ro/ect+

otherise team members an2 .ro/ect lea2er ill fin2 the) hea2in into 2ifferent 2irections

an2 the result of the .ro/ect ill not be successfull) 2etermine2 2ue to 2ifference in

.erce.tion+ em.hasis an2 ob/ecti3es Baccarini !999( ?our success 2imensions ha3e been

classifie2 b) Shenhar !997( he first 2imension is the efficienc) hich is not limite2 b) the

2imension of time+ cost an2 1ualit) but can be e$ten2e2 to number of enineerin chanes

.rior final 2esin release+ .ro2uction efficienc) an2 )iel2+ efficienc) of .urchase or2er an2

safet) measures( *raniation nee2 to be caution as not to limit the measurement of success

usin efficienc) measures as these efficienc) measures are basicall) measurin .ro/ect

success in the im.lementation success an2 2oes not re.resent the total success of the .ro/ect(

he secon2 2imension is the im.act on the customer or en2 user folloe2 b) the thir2

2imension hich is im.act on the oraniation(


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PINTO6S MO+EL OF TEN CRITICAL SUCCESS FACTORS OF THE PROJECT

MANAGEMENT PROFILE

=into an2 others ha3e .ublishe2 a number of articles beteen !987-!990 on critical success

factors an2 has establishe2 a i2el) 5non acce.te2 !0 critical success factors( =into use2 a

fift)-item instrument calle2 =ro/ect manaement =rofile =(I(= to measure a .ro/ects score

on each of the ten factors in com.arison to o3er 400 .ro/ects stu2ie2( he !0 critical success

factors i2entifie2 b) =into !98" are liste2 as follos:

! =ro/ect mission J initial clarit) of oals an2 eneral 2irection

o. manaement su..ort J illinness of to. manaement to .ro3i2e the necessar)

resources an2 authorit) of .oer for .ro/ect success

% =ro/ect sche2uleK.lans J 2etaile2 s.ecification of the in2i3i2ual action ste.s re1uire2

for .ro/ect manaement

4 Client consultation J communication an2 consultation ith+ an2 acti3e listenin to all

affecte2 .arties

# =ersonnel J recruitment+ selection an2 trainin of the necessar) .ersonnel for the

.ro/ect team

" echnical tas5s J a3ailabilit) of the re1uire2 technolo) an2 e$.ertise to accom.lish

the s.ecific technical action ste.s

7 Client acce.tance J the act of sellinD the final .ro/ect to its inten2e2 users

8 onitorin an2 fee2bac5 J timel) .ro3ision of com.rehensi3e control information at

each stae in the im.lementation .rocess

9 Communication J .ro3ision of an a..ro.riate netor5 an2 necessar) 2ata to all 5e)

actors in the .ro/ect manaement

!0 rouble shootin J abilit) to han2le une$.ecte2 crises an2 2e3iations from .lan


!0


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he first se3en factors can be lai2 out on a se1uential critical .ath hile the balance three

factors hich are monitorin an2 fee2bac5+ communication an2 trouble shootin must be

necessaril) .resent at each .oint in the im.lementation .rocess( 6s the .ro/ect mo3e alon its

life c)cle+ 2ifferent factors are em.hasie2( he first three factors mission+ to. manaement

su..ort an2 sche2ule are relate2 to the earl) .lannin .haseD of .ro/ect manaement

hereas the other se3en are concerne2 ith the actual e$ecution stae of the .ro/ect life

c)cle( 6s both strateic an2 tactics are essential for successful .ro/ect manaement+ their

im.ortance shifts as the .ro/ects mo3es throuh its life c)cle( Strateic issues are most

im.ortant at the beinnin an2 tactical issues ain in im.ortance toar2 the en2( It is 3ital

that a successful .ro/ect manaerKlea2er must be able to ma5e transition beteen strateic

an2 tactical consi2erations as the .ro/ect mo3es forar2(

In a22ition =into also stress the im.ortance for both .ro/ect team an2 clients to .erform

reular assessments to 2etermine the healthD of the .ro/ect an2 to in3ol3e team members in

earl) .lannin an2 conce.tual meetins( B) 2oin so it can reinforces the oals of clients in

the min2 of the .ro/ect team as ell to obtain clients .erce.tions on the abilit) of the .ro/ect

to satisf) their e$.ectation besi2es influencin team members to achie3e a common .ro/ect

oal( ,eular an2 continuous communication is essential to ensure the team is mo3in in one

common 2irection an2 members are aare of transition an2 also to em.hasie the im.ortance

of /oint effort in ma5in the .ro/ect a successful one( Base2 on =into em.irical research

con2ucte2 in !98" here 4!8 res.on2s ere obtaine2 from a rou. of .ro/ect manaers in

multi.le in2ustries+ the ten factors i2entifie2 e$.laine2 "%(%@ of the total 3ariance in the

2e.en2ent 3ariable hich is .ro/ect success an2 7 factors ith .-3alues less than 0(0# ere

obtaine2(


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KER-NER6S CRITICAL SUCCESS FACTORS

Herner !987 in his stu2) 2efine critical success factors are elements hich must e$ist

ithin the oraniation in or2er to create an en3ironment here .ro/ects ma) be manae2

ith e$cellence on a consistent basis( he) are the fe 5e) areas here thins must o

rihtD for a .articular business to flourish(

1st critical factor: Corporate understanding of project anageent

In or2er for a successful .ro/ect manaement an2 manaement+ cor.orate un2erstan2in of

the .ro/ect manaement at the em.lo)eeKfunctional le3el+ .ro/ect manaement le3el an2

e$ecuti3e le3el( 6 oo2 cor.orate un2erstan2in ill create a cor.orate culture here .ro/ect

manaement is no loner 3iee2 as either a threat to establishe2 authorit) or a cause for

unante2 chane(

!nd critical factor: "#ecuti$e coitent

=ro/ect manaement is unli5el) to succee2 unless there is an) 3isible su..ort an2

commitment b) e$ecuti3e manaement( his su..ort an2 commitment can be 2escribe2 in

to subto.ics .ro/ect s.onsorshi. an2 life-c)cle manaement( he role of the s.onsor is to

manae interference that e$ist for the .ro/ect manaer besi2es continuousl) remin2 .ro/ect

team that onl) .erformance at the hihest stan2ar2s of e$cellence are acce.table( It is

im.ortant that com.an) oals+ ob/ecti3es an2 3alues be ell un2erstoo2 b) all members of

the .ro/ect team throuhout the life-c)cle of the .ro/ect( *noin an2 .ositi3e e$ecuti3e

in3ol3ement+ in a lea2ershi. ca.acit) ill reflect e$ecuti3e manaements commitment to

.ro/ect manaement(

%rd critical factor: &rgani'ational adaptailit

*raniational a2a.tabilit) refers to the oraniations abilit) to res.on2 1uic5l) an2

effecti3el) to chanes in the mar5et.lace( o critical factors in3ol3in oraniational

a2a.tabilit) ere foun2 in oraniations committe2 to e$cellence informal .ro/ect


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manaement an2 a sim.le but lean structure( he 2ecision to o for either formal or informal

.ro/ect manaement an2 im.lementation 2e.en2s on the sco.e an2 sie of the .ro/ect+ the

cost of the .ro/ect+ the a3ailabilit) of e$.erience2 .ersonnel for the .ro/ect an2 also the

maturit) of the conce.t of utiliin .ro/ect in an oraniation( Staffin for .ro/ects as 2one

in a manner to achie3e a blen2 of e$.erience+ technical e$.ertise an2 trainin( =ro.er

selection of resources ill insure that technical s5ills are o.timall) utilie2 ith a minimum

of o3erhea2( 6 .ro/ect team here its structure is sim.le an2 lean enable better control+

communication an2 in bu2et( Aith this lean a..roach+ the .ro/ect manaer must be

e$.erience2 an2 ha3e a 1ualifie2 team( here must be a clear 2efinition of res.onsibilit) an2

authorit) for in2i3i2ual members of the team an2 the .ro/ect manaer must be able fill the

roles of facilitator+ coor2inator+ lea2er+ oranier+ .lanner+ 2eleator an2 a2ministrator in

or2er for the .ro/ect to be im.lemente2 successfull)(

*th critical factor: +roject anager Selection Criteria

?our criteria that are normall) use2 to select .ro/ect manaers are hether the) ere results-

oriente2+ .ossesse2 stron inter.ersonal s5ills+ their 2e.th of un2erstan2in of the

oraniation an2 lastl) their commitment to cor.orate 3alues(

-th critical factors: .eadership stle

Stron lea2ershi. st)le b) the .ro/ect manaer is necessar) for the successful im.lementation

of .ro/ects( Normall) the .ro/ect manaer has a reat 2eal of res.onsibilit) but 2oes not ha3e

the commensurate authorit) as a line manaer hereas the line manaer has a reat 2eal of

authorit) but onl) limite2 .ro/ect res.onsibilit)( Consi2erin this fact+ it is therefore

im.ortant for a .ro/ect manaer to maintain a lea2ershi. st)le that a2a.ts to each em.lo)ee

assine2 to the .ro/ect( his is further com.licate2 b) the fact that the .ro/ects life c)cle ma)

be so short that the .ro/ect manaer 2oes not ha3e sufficient time to et to 5no the .eo.le(

/ th

critical factors: Coitent to planning and control


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Aell-manae2 .ro/ects are committe2 to .lannin( ?or e$am.le if the out.ut of a .ro/ect is to

contain 1ualit)+ then this 1ualit) must be .ro.erl) .lanne2 for in the earl) states of a .ro/ect(

Ahen 2etaile2 .lannin is bein 2one+ it must be trac5e2 or follo-u. an2 re-.lannin must

be 2one if the initial .lan 2oes not or5 before it is too late to 2o so( It is shon that

.ersonnel factor es.eciall) the .ro/ect manaer com.etence an2 lea2ershi. st)le is one of the

crucial factor in .ro/ect success im.lementation( his is true as .ro/ect in itself has no

essence unless it is manae2 b) a rou. of .eo.le ith the necessar) s5ills+ e$.erience an2

1ualification(

2ELASSI AN+ TUKEL6S CRITICAL SUCCESS FACTORS

Belassi an2 u5el !99" ha3e rou.e2 critical success factors in .ro/ects into four areas an2

further e$.lain the interaction beteen them( he four rou.s ere factors relate2 to the

.ro/ect+ factors relate2 to the .ro/ect manaer an2 the team members+ factors relate2 to the

oraniation an2 lastl) factors relate2 to the e$ternal en3ironment( Belassi an2 u5el .erform

sur3e)s firstl) the) i2entif) the # most common success factors from the literature an2

as5e2 the res.on2ent to list an) other critical factor s.ecific to their .ro/ects( ?rom the first

sur3e)+ the) obtaine2 9! res.onses in hich !@ of the res.on2ents are .ro/ect manaers

from manufacturin sector( he .ro/ect manaers in manufacturin ran5e2 the most critical

factor for .ro/ect success as a3ailabilit) of resources+ folloe2 b) to. manaement su..ort+

the thir2 most im.ortant factor as .reliminar) estimates+ folloe2 b) .ro/ect manaer

.erformance an2 client consultation(

In this sur3e)+ it also shon that in res.ect to the criteria use2 to measure success cost+ time+

1ualit) an2 client satisfaction+ the oraniational structure .ure+ functional or matri$ an2

.ro/ect sie more an2 less than !00 acti3ities+ the factors relate2 to the oraniation hich

ere a3ailabilit) of resources an2 to. manaement su..ort are still the 2ominant factors on

the list( ?rom the secon2 sur3e) 2one usin a 1uestionnaire hich tarete2 the .ro/ect


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manaers+ out of the #7 res.onses that the) obtaine2+ 40(7@ res.on2ents are from

manufacturin hich forme2 the larest res.onse rou.( he res.on2ents from

manufacturin sector in2icate2 that factor relate2 to the oraniation is most critical( ?urther

to that the .ro/ect manaers from manufacturin ran5 to. manaement su..ort+ coor2ination

an2 com.etence of .ro/ect manaer as the most im.ortant factors for .ro/ect success+ in fact

these three factors ere ran5e2 e1uall) im.ortant folloe2 b) commitment+ technical

bac5roun2 an2 communication of .ro/ect members as the ne$t % im.ortant factors(

his .a.er+ hoe3er+ onl) aims to rou. the factors that affect .ro/ect success an2 hen

loo5e2 into the list of the factors it is actuall) not ne an2 has been 2e3elo.e2 b) earlier

literatures( In a22ition+ the success im.lementation of .ro/ect is not .re2ominantl) affecte2

b) a .articular rou. of factor but .erha.s an interaction of a fe factors from 2ifferent

rou.s(

FRAMEWORK

he frameor5 consists of !0 in2e.en2ent 3ariables+ ! mo2eratin 3ariable an2 ! 2e.en2ent

3ariable( he in2e.en2ent 3ariables ere 2eri3e2 from =intos mo2el hich is .ro/ect

mission+ to. manaement su..ort+ .ro/ect sche2uleK.lan+ client consultation+ .ersonnel+

technical tas5s+ client acce.tance+ monitorin an2 fee2bac5+ communication an2 trouble

shootin(

HYPOTHESES

F!: 6 clear .ro/ect mission is .ositi3el) relate2 to .ro/ect success in manufacturin

F: Fih su..ort from the to. manaement is .ositi3el) relate2 to .ro/ect success in

manufacturin(

F%: 6 2etail .ro/ect sche2uleK.lan an2 effecti3e use of the .lan is .ositi3el) relate2 to the

.ro/ect success in manufacturin(


!#


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F4: ?re1uent an2 hih client consultation is .ositi3el) relate2 to .ro/ect success in

manufacturin

F#: 6 com.etent .ro/ect lea2erKmanaer an2 members is .ositi3el) relate2 to the .ro/ect

success in manufacturin

F": he a3ailabilit) of technical tas5s is .ositi3el) relate2 to the .ro/ect success in

manufacturin(

F7: Fih client acce.tance is .ositi3el) relate2 to the .ro/ect success in manufacturin

?8: ?re1uent monitorin an2 fee2bac5 acti3it) is .ositi3e relate2 to the .ro/ect success in

manufacturin

?9: Effecti3e an2 sufficient communication is .ositi3el) relate2 to the .ro/ect success in

manufacturin(

?!0: Ca.abilit) in trouble-shootin is .ositi3el) relate2 to the .ro/ect success in

manufacturin

Me$ho7oo"(

6s the .rimar) ob/ecti3e of this stu2) is to i2entif) factors relate2 to successful .ro/ect

manaement in a manufacturin en3ironment+ the stu2) is a correlational stu2)( here ill be

minimal interference as re.l) is obtaine2 in a normal settin of a manufacturin oraniation(

he stu2) ill be a cross-sectional stu2) as 2ata shall be athere2 once o3er a .erio2 of time

from in2i3i2uals ho or5 in manufacturin firms ho a2o.te2 .ro/ect in their

oraniations( his stu2) shall be carrie2 out usin structure2 1uestionnaire( 6s state2 b)

Se5aran+ 00%: .( 49 1uestionnaire is a .o.ular metho2 of collectin 2ata because

researchers can ather information fairl) easil) an2 the 1uestionnaire res.onses are easil)

co2e2D( he 1uestionnaire hich is a2o.te2 from =intos =ro/ect manaement =rofile =(I(=

has been 3erifie2 to be reliable an2 3ali2(


!"


17/22


he 2e.en2ent 3ariable for this stu2) is successful .ro/ect manaement in manufacturin

en3ironment( his 2e.en2ent 3ariable is measure2 usin !% items a2a.te2 from the =ro/ect

manaement =rofile =(I(= a2a.te2 from =into !98"( he items are as follos: 6ll items

oul2 be rate2 usin a #-.oint


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CONCLUSIONS

he .ro/ect manaement .rocess is com.le$+ usuall) re1uire2 e$tensi3e an2 collecti3e

attention to a broa2 as.ect of human+ bu2etar) an2 technical 3ariables( In a22ition+ .ro/ects

often .ossess a s.ecialie2 set of critical success factors in hich if a22resse2 an2 attention

i3en ill im.ro3e the li5elihoo2 of successful im.lementation( *n the other han2 if these

factors ere not ta5en seriousl) miht lea2 to the failure of the .ro/ect manaement( 6s

.ro/ects are bein use2 i2el) in the manufacturin in2ustr)+ it is therefore+ 3ital to i2entif)

factors that contribute to the successful im.lementation of .ro/ect an2 to i2entif) the factors


!8

In2e.en2ent Lariables ;e.en2ent Lariable

8o2eratin0 Lariable

Communication

-rouble Shootin0

=ro/ect Success In

8anufacturin0

=ersonnel

-echnical -as5s

Client 6cce.tance

8onitorin0 an2 ?ee2bac5

=ro/ect 8ission

-o. 8ana0ement Su..ort

=ro/ect Sche2uleK=lan

Client Consultation

=ro/ect


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relati3e im.ortance as the .ro/ect /ourne)e2 throuhout its life c)cle( his .a.er+ therefore+

i2entifies hat are the influencin factors for the success of the .ro/ect+ .articularl) in the

ala)sian conte$t( Bein a conce.tual .a.er+ this .a.er .ro3i2es a frameor5 that i2entifies

the factors for the .ro/ect success( he frameor5 is e$.ecte2 to be teste2 em.iricall) usin

2ata from manufacturin firms in ala)sia(

REFERENCES

62ams+ ( ,(+ Barnt+ S( E( an2 Barn2t+ S( E( Beha3ioral im.lications of the .ro/ect life c)cle(

Project Management Handbook + Lan Nostran2 ,einhol2 Co( Ne Mor5( !98%

6t5inson+ ,( !999( =ro/ect manaement: cost+ time an2 1ualit)+ to best uesses an2 a

.henomenon+ its time to acce.t other success criteria. International Journal of Project

Management, !7"+ %%7 - %4

Baccarini+ ;( !999( he loical frameor5 metho2 for 2efinin .ro/ect success( Project

Management Journal + %04+ # J%

Belassi+ A(+ an2 u5el+ *(I( !99"( 6 ne frameor5 for 2eterminin critical successKfailure

factors in .ro/ects( International Journal of Project Management, !4%+ !4! J !#

Belout+ 6( !998( Effects of human resource manaement on .ro/ect effecti3eness an2

success: toar2 a ne conce.tual frameor5( International Journal of Project

Management, !"!+ ! J "

Bernama Aeb site( ,etrie3e2 %r2 arch 00"+ from htt.:KKbernama(com(m)

Bin( (+ Feiser+ ;( ,( 004( he e)e 2iaram: 6 ne .ers.ecti3e on the .ro/ect life c)cle(

ournal of E2ucation for Business+ 80!+ !0 - !"

Bonnal+ =(+ Gourc+ ;(+ an2


20/22


Bre2illet+ C( N( 00#( ,econcilin >ncertaint) an2 res.onsibilit) in the manaement of

.ro/ect( =ro/ect anaement ournal+ %"%+ % - 4

Clar5e+ 6( !999( 6 .ractical use of 5e) success factors to im.ro3e the effecti3eness of

.ro/ect manaement. International Journal of Project Management + !7%+ !%9 J !4#

Coo5e-;a3ies+ ( 00( he realD success factors in .ro/ects( International Journal of

Project Management, "%+ !"4 J !70

Crafor2+


21/22


ala)sia ;e.artment of Statistics Aeb site( ,etrie3e2 %r2 arch 00"+ from

htt.:KK(statistics(o3(m)

ala)sian In2ustrial ;e3elo.ment 6uthorit) Aeb site( ,etrie3e2 % r2 arch 00" an2 n2

*ctober 00"+ from htt.:KK(mi2a(o3(m)

a)lor+ F( 00!( Be)on2 the Gantt Chart: =ro/ect anaement o3in on( #uro&ean

Management Journal + !9!+ 9 J !00

unns+ 6( H(+ an2 B/eirmi+ B( ?( !99"( he role of .ro/ect manaement in achie3in .ro/ect

success. International Journal of Project Management + !4+ 8! J 88

=into+ ( H( !98"( =ro/ect Im.lementation: 6 2etermination of its critical success factors+

mo2erators+ an2 their relati3e im.ortance across the .ro/ect life c)cle( ;octorate

2issertation+ >ni3ersit) of =ittsburh

=into+ ( H(+ ;ennis+ =( S( !987( Balancin strate) an2 tactics in .ro/ect im.lementation(

6BIKIN?*,+ %% J 40

=into+ ( H(+ ;ennis+ =( S( !989( Critical success factors in ,an2; .ro/ects . 'esearc"

(ec"nolog Management, %!+ %! J %"

=rabha5ar( G( =( 00#( 6n em.irical stu2) reflectin the im.ortance of transformational

lea2ershi. on .ro/ect success across tent)-eiht nations( Project Management

Journal, %"4+ #% - "0

=ro/ect anaement Course Aeb site( ,etrie3e2 8th 6uust 00"+ from

htt.:KK.ro/ectmanaementcourse(com

=ro/ect anaement Institute Aeb site( ,etrie3e2 %r2 arch 00"+ from htt.:KK(.mi(or

Se5aran >ma 00%( 'esearc" Met"ods )or *usiness+ 4th e2ition( ohn Aile) an2 Sons+ 00%

Shenhar+ 6( (+


22/22


hamhain+ F( ( 004( eam lea2ershi. effecti3eness in technolo)-base2 .ro/ect

en3ironments( Project Management Journal + %#4+ %# J 4"

u5el+ *( I(+ ,om+ A( *( 00!( 6n em.irical in3estiation of .ro/ect e3aluation criteria .

International Journal of %&erations and Production Management + !%+ 400 J 409

urner+ ( ,( 004( ?i3e necessar) con2itions for .ro/ect success( International Journal of

Project Management, 004+ %49 J %#0

Aateri2e+ ( !998( Fo can ISKI .ro/ects be measure2 for success+ International Journal

of Project Management, !"!+ #9 J "%

*ctober !%-!4+ 007,ome Ital)

chan wai kuen, suhaiza zailani

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