TY - JOUR
T1 - Different perspectives of public project managers on project success
AU - Koops, Leonie
AU - Van Loenhout, Ceciel
AU - Bosch-Rekveldt, Marian
AU - Hertogh, Marcel
AU - Bakker, Hans
PY - 2017
Y1 - 2017
N2 - Purpose - The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach - In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an "average" perspective shared by a group of people. Findings - Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications - The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications - This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value - This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
AB - Purpose - The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach - In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an "average" perspective shared by a group of people. Findings - Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications - The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications - This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value - This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
KW - Construction management
KW - Government
KW - Management
KW - Organizational culture
KW - Performance criteria
KW - Project management
UR - http://www.scopus.com/inward/record.url?scp=85034225241&partnerID=8YFLogxK
U2 - 10.1108/ECAM-01-2015-0007
DO - 10.1108/ECAM-01-2015-0007
M3 - Article
VL - 24
SP - 1294
EP - 1318
JO - Engineering, Construction and Architectural Management
JF - Engineering, Construction and Architectural Management
SN - 0969-9988
IS - 6
ER -