Table 1.
Factors affecting attributes of “great projects” (Source: Own study)
| Factors | Attributes of “great projects” | |
|---|---|---|
| F1 | Company flexibility | These factors are involved in creating a unique competitive advantage and/or an exceptional value for its stakeholders (Bakhelili, 2020; Rismansyah, et al. 2022; Kabue and Kilika, 2016) |
| F2 | Readiness for change | |
| F3 | The presence of irreplaceable company resources | |
| F4 | Human resources | |
| F5 | Application of project management methodology | These factors help with the definition of a long period, powerful vision, and clear needs, so that the best execution approach can be selected (Frödell, et al, 2008; Hamada and Akzambekkyzy, 2022) |
| F6 | The presence of a highly qualified project manager | |
| F7 | Clear and concise project goal | |
| F8 | An Agile organizational culture | These factors help to create a revolutionary project culture (Lin and Forrest, 2011; Wei and Miraglia, 2017; Ajmal and Koskinen, 2008; Wang, et al., 2019; Zheng, et al., 2017) |
| F6 | The presence of a highly qualified project manager | |
| F9 | Usage of networks | A highly qualified project leader can obtain the unconditional support of the top management (Project Management Institute, 2017a; Medina and Medina, 2014; Hyväri, 2007; Sundqvist, 2019; Fatoki, 2023; Afzal, et al., 2018) |
| F10 | Knowledge sharing | |
| F10 | Knowledge sharing | These factors jointly maximize the use of existing knowledge, often in cooperation with outside organizations (Forrest and Liu, 2021; Silvius and Schipper, 2014; Zheng, 2017; Rupčić, 2013; Drewniak and Karaszewski, 2020; Mueller, 2014) |
| F7 | Clear and concise project goal | |
| F11 | Organization's risk orientation | |
| F1 | Company flexibility | These factors help integrate development teams with fast problem-solving capabilities and the ability to ride business, market, and technology changes (Hoda, et al., 2013; Gersick, 1991; Moe, et al., 2008; Espinosa-Curiel, et al., 2018; Li and Zhou 2010) |
| F12 | Agile corporate culture | |
| F13 | Trust | These factors help project teams to develop and maintain a strong sense of partnership and pride (Ashleigh and Prichard, 2012; Langfred, 2007; García-Cabrera and García-Soto, 2010; El Baroudi, et al., 2019; Moura, et al., 2019; Aronson, 2015; Mathew, 2019; Shokory and Suradi, 2018; Bąk and Sukiennik, 2019; Tulembayev, et al., 2019) |
| F14 | Good competencies of team members | |
| F12 | Agile corporate culture | |
| F6 | The presence of a highly qualified project manager, leader | |
Table 2.
Correspondence between the characteristics of “excellent organizations” and the factors that affect the attributes of “great projects” (Source: Own study)
| № | Characteristics of“excellent organizations” | Factors that affect the attributes of “great projects” |
|---|---|---|
| 1 | A bias for action | F2, F11 |
| 2 | Close to the customer | F1, F9, F10 |
| 3 | Autonomy and entrepreneurship | F6 |
| 4 | Productivity through people | F4, F14 |
| 5 | Hands-on, value-driven | F5, F12 |
| 6 | Stick to the knitting | F7, F8, F13 |
| 7 | Simple form, lean staff | F3, F8, F14 |
| 8 | Simultaneous loose–tight properties | F1, F5 |
Figure 1.
Organizational value creation through projects (Source: Own study)