Capital construction projects are under constant scrutiny because they require public funding and are often faced with problems like time and cost overruns. Researchers and project management practitioners have investigated factors that contribute to the success of these projects. However, based on review of the literature, project management success is generally measured in terms of projects’ completion within the constraints of approved scope, cost, time, quality, resources and risk. While there is now increased interest in expanding the debate on the factors that contribute to a capital construction project’s success, there is still a dearth in scholarly research about this problem. This study explores how a multiple organizational program management team in the Southeastern United States was been able to successfully manage a capital construction program of multiple component projects through all phases. The study explores the case through the coordination theoretical construct. To gather data for this single case study research, 14 members of the program management team were interviewed, and documents from the program’s archives were examined. In order to assure robustness of the research findings, the inclusion of multiple data sources allowing for triangulation and corroboration of information was applied to data collection. From the data nine themes including strategic planning, work packages, stakeholder management, coordinated monitor and control, coordination and collaboration, shared authority and responsibility, collaborative leadership, program team management, and risk management evolved. Identification and examination of these factors may add to the debate about what constitute successful project outcomes, and expanding the traditionally accepted success factors to include nontraditional factors that may contribute to complex capital construction programs and projects’ success.
|Subjects||Business administration; Management; Engineering|
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