As the complexity and uncertainty of international construction projects increase, the importance of risk management capabilities in the construction industry has become more pronounced. Accordingly, Enterprise Risk Management (ERM) has become a widely adopted approach among organizations as a new way for more effective risk management. Despite its growing application, research related to ERM is still in its infancy, and most of the existing studies have been limited to financial industries. Therefore, this study aims to empirically examine the influence of ERM’s core elements on project risk management (PRM) and project performance within construction firms. Our findings indicate that the key ERM components—organization, policy, and culture—significantly enhance PRM processes, underscoring their critical role and importance. Additionally, effective PRM positively affects project outcomes, highlighting its significance for construction companies engaged in international projects. While ERM does not directly impact project performance, it indirectly improves outcomes through enhanced PRM capabilities. It suggests that ERM will contribute to the firm’s performance by improving the firm’s PRM capability through policies and a risk-focused culture corresponding to the adopted ERM organization and system..

Under increased complexity and uncertainty of overseas construction projects, it is important for construction companies to improve their own project risk management capabilities instead of risk-taking strategies to secure competitiveness in the overseas construction market. Although most of the risks occur in project execution stage, many previous studies focused on planning stage including risk identification and analysis among PRM process. Therefore, this study aims to verify the effectiveness of whole PRM process during project execution stage through empirical study on participants of overseas construction projects. As the result it was found that first, the factor directly affects the project success is the execution process of PRM. It implies that appropriate actions such as appointing charged manager for risks, timely implementation of responding plan, continuous risk monitoring and updating established plan are the key for contribution to the project success. Second, the importance of communication in PRM is also found, which is not conducted at a specific but throughout the entire PRM process and need to be managed as essential factor for successful PRM..

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

Recently companies have increased the new projects to improve and innovate the business process in order to adopt the advanced technologies such as IoT (Internet of Things), Big Data Analysis, Cloud Computing, mobile and artificial intelligence technologies for sustainable competitive advantages under rapid technological and socioeconomic external environmental changes. However, there are obstacles to achieve the project goals, corporate's strategy and objectives due to various kind of risks based on characteristics of projects and conflicts of stakeholders participated on projects. Hence, the solutions are required to resolve the various kind of risks and conflicts of stakeholders. The objectives of this study are to investigate the impact of the project governance, agency conflicts on the project success based on agency theory by using the statistical hypothesis testing the relationship among those variables. As a result of hypothesis testing, we could find that the project governance impacts positively on project success and negatively on the agency conflicts. Further, the agency conflicts impacts negatively on the project success. Finally, we could find that the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and team members impact negatively on the project success. Meanwhile, the project governance impact positively on the project success, negatively impact on the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and project team members. In order to increase the project success rate, the project governance institutions such as PGB (Project Governance Board), EPMO (Enterprise Project Management Office), PSC (Project Steering Committee) are needed to prevent or reduce the agency conflicts between project manager and team members. 1)

Use of ICT in Government has ability to improve service delivery to its citizens, and yet many developing countries have lagged behind in the implementation of e-Government. Many e-Government initiatives also failed to achieve their objectives in developing countries. This paper therefore aims to identify critical failure or success factors in Kenya, using Heeks’ Factor Model. A survey questionnaire was developed and data were collected and analyzed from officials and interested citizens. The analysis results enabled to highlight seven specific success and failure factors, and their constituent elements in Kenya. The Kenyan overall e-Government implementation score belongs to the Zone of Improvement (3.52 of total 5.0), which means partial success or failure. The enablers of e-Government projects are good strategy formulation, and internal and external drive, whereas main failures of e-Government are weak ICT infrastructure. The areas for improvement are project management, design, competencies and funding. Data analysis highlights both strengths and weaknesses for each factor or variable. In particular, Kenyan government excels at the drive for change by top to bottom government officers as well as external stakeholders, while the government officers who are using e-Government are satisfied with the availability of vision, strategy and plan of e-Government implementation. Both technologies and e-transactions laws were the worst of all the variables in e-Government implementation. Two areas should be improved using immediate corrective action. In-depth study reveals that government officers and citizens can’t fully use their laptop and mobile devices due to the lack of both ICT network and its operating technology, and legal system associated with the transaction of business information. Finally, the study ends up with recommendations for policy makers to shape the future of e-Government system in both developing and developed countries.

6 sigma is a management innovation strategy which improves most of all managerial processes including transactional and project based operations such as marketing, purchasing, accounting, and construction. Even though 6 sigma is trying to solve problems from the customer’s viewpoint in the scientific manner, project leader feels some difficulties in implementation because of several reasons. Especially the difficulties are prevalent in construction site. This paper investigates the cause of the difficulties through questionnaires, analyzes the investigation results, and verifies the critical success factors of 6 sigma implementation. Factor analysis has been usually employed in reducing quantity of data and summarizing information chaos. In this study, several variables from questionnaires are grouped into just only four factors by the process of factor analysis. The critical success factors are extracted as project management system, implementation mechanism, site condition, and project ownership. Some ideas for each individual success factor are suggested, which are expected to be useful in successful implementation of 6 Sigma in construction site.

기업 환경이 점점 더 프로젝트화 되어가면서 여러개의 프로젝트가 동시에 진행되며 더불어 일반업무까지 운영되고 있는 게 현실이다. 또한 기업내 한정된 자원으로 다수의 프로젝트와 일반업무를 조직의 비전과 목표에 맞게 수행해야 한다. 이러한 기업환경 때문에 2000년도 초반부터 프로젝트경영이란 경영철학이 대두되어 오고 있다. 기업내 프로젝트경영을 실현하기 위해 전사적프로젝트관리 (Enterprise Project Management) 도입의 필요성이 높아가고 있으나 기업에 전사적프로젝트관리를 도입하는 것은 쉬운 일이 아니며, 실패할 확률이 높은 프로젝트 이다. 본 연구에서는 전사적프로젝트관리의 개념과 필요성을 이해하고, 기업의 변화와 혁신이란 관점에서 접근 방법과 핵심요인들을 알아보고자 한다. 이를 위해 구축 사례와 문헌연구를 통해서 체계적인 방법론과 핵심성공요인을 도출하고자 한다. 이를 바탕으로 성공적인 전사적프로젝트관리 도입을 위한 방법론을 제시하고자 한다.

This study aims to explore the critical success factors of the Water Public-Private Partnership (PPP) Projects in developing country with evidence from Indonesia. We all know that water is a basic need and therefore it becomes very important for the governments especially in the developing countries to develop and formulate a comprehensive water policy to deliver and manage the water services in the most appropriate manner as well tackle several challenges such as budget and project efficiency. In this context, PPP is a promising scheme to address the water problems, hence it becomes important to reveal the success factors of water PPP projects. An Analytic Hierarchy Process (AHP) questionnaire built from delphi methods is used to capture the perception of the relevant stakeholders in relation to the success factors. The results of this study show the most critical success factors in PPP water projects is the support and acceptance of the stakeholders from the community, whereas the private and public entities are the the second and third important factors . These findings contribute to the success of the PPP stakeholders by enhancing the policy-making decision process and by executing the water policies to support the development of PPP in the Water Sector.

The paper aims to examine the relationship of emotional intelligence on the project success, the causal relationship between emotional intelligence and project success, and also investigate the influence of emotional intelligence and the mediating role of transformational leadership as well as the moderating effect of organization commitment on the relationship between emotional intelligence and project success. Cross sessional research is applied to collect the data in this study. By applying quantitative research and survey question, the study collects 325 respondents who are the project managers. Snow-ball sampling method is used to distribute the questionnaires by face to face survey (68% of respondents) and online survey (32% of respondents). The collected data is analyzing by applying partial least square (PLS-SEM) via software SmartPLS 3.0.The result shows that the emotional intelligence and the transformational leadership making the project even more successful as the mediation actor. Furthermore, the project commitment also has the moderator effect between transformational leadership and project success. With the result of study, project managers should be aware of the importance of emotional intelligence and their commitment to the ability to manage projects successfully. A successful project is a combination of many actors, the most critical actor is the leader of the project.

The study aims to contribute to the improvement of project management in Vietnam. It focuses on developing new critical success factors (CSFs) which can be used to assess the success of project management in the country. This is a promising issue considering the rapid changes occurring within the business environment. The reason is because CSFs carry great consequences on project management issues, particularly in the context of Vietnam, which is currently experiencing many big scale projects involving both local and foreign investors. Two applications are utilised. One is to adapt the business model of Belassi and Tukel (1996) to observe the transitional and emerging economy of Vietnam. The other is to examine the data collected from a survey to examine the new CSFs which can then be used to assess the success of its projects and project management in Vietnam. The research results showed some remarkable differences between CSFs of Vietnam and foreign countries in both number of success factors and its impact levels which should be paid attention by foreign project managers/owners when doing investment and project management in Vietnam. The outcome generated can be useful to project owners/managers as well as policy makers in Vietnam’s business environment.