A correlational study of project management critical success factors and project management success in the public domain

by Nichols, Brian J., Ph.D., CAPELLA UNIVERSITY, 2015, 91 pages; 3728638


A core expectation of any project that is undertaken by an organization is that it will be managed successfully. However, research has shown that in 2004, the project management failure rate was 71%. Furthermore industry associations reported that as few as one-third of new projects meet their objectives and that about 17% are totally dropped because of lack of success. Finally, while exact numbers are not available on project management failure rates in the public domain, several examples such as the $2 billion loss of the Internal Revenue Service’s Business System Modernization project in 1995, and the $1.2 billion loss of the Department of Defense’s Kinetic Energy Interceptor project in 2009, confirm problems commensurate with those identified in the private sector. Such persistent problems have led to calls for specific research on project management success and project management critical success factors focused on the public domain. This research collected perceptions of 101 project management personnel in the public domain, specifically in the law enforcement sector, regarding project management success and project management critical success factors in deployment of information technology related systems. Results of an ordinal regression of project management critical success factors indicated positive significant relationships between independent variables of project schedules and plans, technical tasks, and monitoring and feedback and the dependent variable of project management success. These findings are significant to practitioners of project management in the public domain, specifically in the law enforcement sector, as there has been little empirical research as to what factors are related to project management success in that domain. Additionally, the findings are theoretically significant as they add empirical evidence that project management critical success factors maintain a positive relationship across both private and public domains, thus supporting the generalizability of the identified project management critical success factors.

AdviserCharles McClain
Source TypeDissertation
SubjectsManagement; Information technology; Public administration
Publication Number3728638

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