Top management involvement in project management. Exclusive support practices for different project scenarios
Top management involvement in project management. Exclusive support practices for different project scenarios
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DOI：
10.1108/17538370810883837
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发表时间：
2008-06
影响因子：
2.7
通讯作者：
O. Zwikael
中科院分区：
文献类型：
--
作者：
O. Zwikael
目的 – 由于高层管理人员的支持被认为是项目管理成功的关键因素之一，因此有效的高管参与可以显着提高项目的成功。然而，文献并未为组织提供清晰的有效高层管理支持实践列表，以实现此类支持。因此，本文的目的是强调对项目成功做出重大贡献的高层管理支持流程。设计/方法/方法——由于不同项目场景的结果预计会有所不同，因此从七个行业和三个国家（日本、以色列和新西兰）的 700 名项目经理及其主管收集了数据。调查结果——结果表明，高层管理人员的支持与项目的成功显着相关。结果还表明，任何行业和文化都应实施不同的高层管理支持流程。原创性/价值——本文介绍并讨论了每个行业和国家的关键高层管理支持流程的详细列表，最后介绍了支持这些流程的最佳实践。
Purpose – As top management support is considered one of the critical success factors in project management, effective executive involvement can significantly improve project success. However, the literature does not provide organizations with a clear list of effective top management support practices to achieve this type of support. Hence, the purpose of this paper is to highlight the top management support processes, which highly contribute to project success. Design/methodology/approach – As it is expected that results vary among different project scenarios, data were collected from 700 project managers and their supervisors in seven industries and three countries – Japan, Israel, and New Zealand. Findings – Results reassure that top management support is significantly correlated with project success. Results also show that different top management support processes should be implemented in any industry and culture. Originality/value – The paper introduces and discusses a detailed list of critical top management support processes for each industry and country, and concludes with introducing best practices to support these processes.