Annotated Bibliography
Student’s Name
Professor’s Name
Course Name and Number
Date Submitted
Annotated Bibliography
Williams, J. (2018). An Exploration of the Extent to Which Project Management Practices Mediate the Relationship between Project Complexity and Project Outcomes (Doctoral dissertation, Capella University).
Williams’ dissertation investigates a hypothesis that claims project management techniques moderate the link between project complexity and project results. He gathered information from project managers on lately completed projects via a survey and investigated their correlations using a three-structural model. The survey and structural models utilized latent variables and existing instruments for project complexity, project results, and project management practices to examine the connections between the latent constructs. According to William’s findings, project management entails a favorable correlation between project management techniques and project outcomes.
Nonetheless, the conflicting findings of this study showed that further research was needed to improve project management theory better. This is due to several limitations, including a developing definition of project complexity, the lack of a standardized, validated instrument for measuring the components, and the difficulty of establishing causality because the study did not utilize an experimental design. Nonetheless, this study will provide relevant knowledge on how to identify project complexity in project management techniques so that project results may be improved.
Alagba, T. J. (2014). Examination of the relationship between project management critical success factors and project success of oil and gas drilling projects. Ph. D. Thesis.
The objective of the Alagba research was to come up with an empirically verified list of project management critical success factors (CSFs) that, when used consistently, contribute to successful and effective oil and gas drilling project execution. Alagba discovered ten project management characteristics that are independently connected to the performance of oil and gas drilling operations using data from an online poll. Furthermore, the study discovered that project staff position, participant and project demographics, and project location do not affect the correlations between the ten project management parameters and drilling project performance. According to Alagba’s research, using an empirically validated CSFs list to oil and gas drilling operations might assist oil companies in enhancing future drilling project performance.
Unfortunately, the research and findings were limited in several ways, including the failure to provide proof of cause-and-effect relationships between variables, the failure to examine possible interdependence among independent variables, the failure to investigate the variation of critical success factors across project life cycles, and the possibility of introducing an artificial strong agreement bias while using Likert-type scale. Nonetheless, this study will be useful in determining whether or not organizations can bridge the gap between project management CSFs literature and CSFs that lead to successful projects.
Nwagbogwu, D. C. (2011). The correlation between project management effectiveness and project success. Walden University.
According to Nwagbogwu, project management is motivated by cost savings, on-time project implementation, high-quality outcomes of the project, and shareholder contentment. Based on replies from a sample of 110 project managers, Nwagbogwu’s research study aimed to evaluate the con