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Factors influencing project management effectiveness in the Malaysian local councils

Factors influencing project management effectiveness in the Malaysian local councils The purpose of this paper is to examine the relationship between top management support, project mission (PM), synergy and project management effectiveness (PME) in the Malaysian local councils. It also attempts to analyze the relative importance and performance of the predictor constructs on the target construct for managerial actions.Design/methodology/approachPrimary data based on 169 respondents were collected and analyzed using PLS-SEM to assess validity, reliability, hypothesis testing and importance-performance matrix analysis (IPMA) of the study constructs.FindingsPM and synergy were found to be significantly and positively associated with PME. However, top management support was not related to PME. Synergy has the highest relative importance level in influencing PME and it is regarded as the most relevant construct for managerial actions.Research limitations/implicationsThis study examines the significant factors that contribute to the effectiveness of project management in the local councils. It forms a basis for other state local councils to emulate the research model and compare the findings among different project teams in different locations.Practical implicationsThe IPMA identifies synergy as a primary important construct for project management activities. It explains PME is linked with extensive collaboration, inter-departmental relations, interpersonal coordination and close liaisons.Originality/valueThis study is among the few that examines factors influencing PME in the Malaysian local councils. Inclusion of synergy as one of the predictor constructs will definitely help to improve the well-functioning and coordination of the project. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Factors influencing project management effectiveness in the Malaysian local councils

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1753-8378
DOI
10.1108/ijmpb-09-2018-0200
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine the relationship between top management support, project mission (PM), synergy and project management effectiveness (PME) in the Malaysian local councils. It also attempts to analyze the relative importance and performance of the predictor constructs on the target construct for managerial actions.Design/methodology/approachPrimary data based on 169 respondents were collected and analyzed using PLS-SEM to assess validity, reliability, hypothesis testing and importance-performance matrix analysis (IPMA) of the study constructs.FindingsPM and synergy were found to be significantly and positively associated with PME. However, top management support was not related to PME. Synergy has the highest relative importance level in influencing PME and it is regarded as the most relevant construct for managerial actions.Research limitations/implicationsThis study examines the significant factors that contribute to the effectiveness of project management in the local councils. It forms a basis for other state local councils to emulate the research model and compare the findings among different project teams in different locations.Practical implicationsThe IPMA identifies synergy as a primary important construct for project management activities. It explains PME is linked with extensive collaboration, inter-departmental relations, interpersonal coordination and close liaisons.Originality/valueThis study is among the few that examines factors influencing PME in the Malaysian local councils. Inclusion of synergy as one of the predictor constructs will definitely help to improve the well-functioning and coordination of the project.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Nov 18, 2019

Keywords: Project communication; Project effectiveness; Project leadership; Project objectives

References