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PLANNING AND TACTICAL FACTORS IN THE PROJECT IMPLEMENTATION PROCESS
231
Citations
19
References
1990
Year
Project-based OrganizationConstruction Project ManagementEngineeringProject ManagementManufacturing ManagementProject Life CyclePerformance Measurement SystemsOrganizational BehaviorStrategic ThinkingPublic Sector Project ManagementManagement DevelopmentManagementStrategic PlanningSoftware Project ManagementDesignStrategyStrategic ManagementProject Management ResearchSoftware DesignBusinessConstruction ManagementProject NetworkLife Cycle
Project implementation is facilitated by addressing critical success factors, which are divided into planning and tactical sub‑groups. The study explores how the perceived importance of planning versus tactical factors changes across four life‑cycle stages. The authors surveyed 408 project managers across four life‑cycle stages to assess perceived importance of planning and tactical factors. Results show that factor importance varies with life‑cycle stage and success measure, with planning dominating early and under external measures, while tactical factors become more critical under efficiency measures, leading to managerial implications and future research directions.
ABSTRACT It has been a well‐recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub‐groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When ‘external’ success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed.
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