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The Impact of Project Management Implementation on the Successful

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DOI: 10.18178/ijimt.2018.9.1.781

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 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

The Impact of Project Management Implementation on

the Successful Completion of Projects in Construction
Assem Al-Hajj and Mario M. Zraunig

 available, the complex question about the contribution of

Abstract—Although project success is the most discussed project management toward project success remains
topic of project management, little is known about the unanswered. To some extent, the corner stones of project
influence of project management success on the success of success achieve general agreement, whereas others have
projects. Despite the vast array of project management
massive disagreements [4]. Apparently, scholars,
literature and trainings available, project management
methodologies fail to deliver consistent project success. researchers and practitioners fail to agree on the influence of
Accordingly, there is a need to decode the role of successfully project management on project success and a lot of ground
applied project management methodologies on project success. is yet to be explored.
This paper examines the current status of project management
methodologies and their influence on the elements of project
success. Although projects are managed since ancient times, a
II. WHAT IS A PROJECT?
thorough literature review reveals that the theoretical
cornerstones of project management methodologies are not yet The BS ISO 10006:1997 defines a project as: “a unique
agreed upon. Project success depends on project management process consisting of a set of coordinated and controlled
success and the success of the end-product. This represents the activities with start and finish dates, undertaken to achieve
micro and macro perspective of project success, the boundary
an objective conforming to specific requirements, including
of which inspires polarized reactions. Project success is
influenced by many different factors, outside the control of constraints of time, cost and resources” [5]. Projects have
project management. This research analyses the data of specific characteristics and rules in comparison to
project practitioners, scattered over ten nations. The collected operational work [6]. Contemporary literature outlines such
data suggests that the majority of successful projects findings and offers ample definitions, highlighting the
implement, but do not fully utilize contemporary project uniqueness of every project. Projects are temporary
management tools and techniques to their capabilities. The
organisations, established to achieve desired goals and
influence of project management tools and techniques on
project success depends on the practitioners’ training, the objectives [7], resulting in project teams being also
timing and level of implementation achieved, whereas the temporary, redundant or reassigned after the completion of
human factor plays an essential part for achieving project the project. A major drawback in temporary organisations is
success. This research concludes that project management that project teams know that their contribution is only
success represents one of two essential ingredients for required for a limited period of time. Shenhar (2001) [8]
achieving project success, therefore, positively influencing
places emphasis on the common misconception that projects
project success.
are alike and argues that one of the reasons why projects fail
Index Terms—Project management, project success, tools is that project managers are using the same tools and
and techniques, success factors and criteria. techniques for all projects similarly. Projects are unique and
demand distinctive judgment. Therefore, it appears difficult
to implement a static management methodology capable of
I. INTRODUCTION successfully managing projects on a consistent level as the
Projects have been realised since ancient times [1], which “unique", “particular aim” and the individual project
leads to the assumption that its theories have matured into “objectives” point towards aiming at a moving target.
solid practices. Koskela and Howell (2002) [2] argued that
as of yet, there is no measurable value added by
implementing best practices of project management based III. MANAGEMENT OF PROJECTS
on the notion that contemporary concept of project Project management practices attempt completion of the
management lacks theoretical foundation and is based on a project as intended; getting it done most efficiently by
narrow and implicit theory that requires further development minimizing cost and achieving external goals related to
and enrichment. Traditional project management, however, customer needs [2]. Goals appear straightforward and
causes self-inflicted problems impacting project achievable, however, projects continue to run late, exceed
performance negatively or worse, causing projects to fail [2]. their budgets or fail to meet project objectives [9]. Modern
Recent studies point towards the lack of clear definitions of project management was introduced during the Manhattan
project management and project success [3]. project in the early 50‟s [10], but certainly, projects have
Despite the vast array of project management literature been realised before that time. It is accepted that Henry
Gantt developed the nowadays commonly used bar chart in
1916 [11]. Further review into the literature revealed that
Manuscript received October 14, 2017; revised December 18, 2017.
Assem Al-Hajj is with the Applied Science University, UK (e-mail: the Swiss Engineer Hermann Schuerch used a similar tool in
[email protected]). 1912, developing and successfully utilizing the bar chart as
Mario M. Zraunig is with the Heriot-Watt University Dubai Campus, a scheduling tool on a bridge project leading to the
UK (e-mail: [email protected]).

doi: 10.18178/ijimt.2018.9.1.781 21
 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

conclusion that the inception of modern project management concentrates on long-range customer satisfaction [22]. Such
was established approximately 40 years earlier than broadly a concept is an analogue to De Wit‟s (1988) [24] distinction
perceived. Project management is a newly developed between project success and project management success.
concept and thus, its literature is relatively young lacking in De Wit (1988) highlights that project success is measured
concepts and theoretical basis [12]. It can be however against the overall project objectives following project
argued that project management methodologies date back as completion.
far as 2550 BCE and that the Pyramids were delivered by
following an approach featuring a project charter and a TABLE I: LITERATURE SUMMARY OF PROJECT SUCCESS CRITERIA.
PARTIALLY (ADAPTED OF WESTHUIZEN, D. AND FITZGERALD E., 2005)
business justification, incorporated into a life cycle [15]
approach [1].
Projects are better designed to respond to expected
uncertainties [13], whereas project tasks demand proper
planning and may be more challenging to project teams,

Marchewka 2003
when compared to routine work. In addition, the PMBOK®

Wateridge 1998

Baccarini 1999

Thomsett 2002
Kerzner 2002
Guide (2000) points out that its project management

Booch 1996
mythology is only “…applicable to most projects most of
the time”. This leads to the questions “what” shall be used PROJECT SUCCESS CRITERIA
“when?” Most surprisingly, these questions remain
Quality of Project management
unanswered [14]. X X X
process
Project management methodologies are not designed to
Within time X X X X X X
be generic but applicable to all projects at any given time, as Within budget X X X X X X
they need to be adapted to individual project objectives, in Specified quality X X X X X X
order to achieve consistent project management success. Specified service quality X X X
Therefore, it appears that either PM methodologies are Project stakeholder satisfaction X X X X X
wrongly applied or project management does not directly User satisfaction X X X X X X
influence the success of projects.
Net benefits X X X X

IV. PROJECT SUCCESS Nevertheless, project management success is measured

during the project life cycle via the classic performance
The ultimate purpose of implementing project
measures [24]. Milosevic and Srivannaboon (2006) [25]
management practices is to achieve consistency in project
focus on the link between project management and the
success. Yet, there is no agreed definition of project success,
which only further complicates the achievement of such. projects final product as the new dimension for achieving
Table I shows a summary of literature on the criteria of project success, whereas project success is not achieved by
success for management of projects. completing the project within its constraints, but only after
The experience of the project manager directly influences achieving end-user satisfaction [25], [26]. Even so, this
the success of projects [16], [17]. Munns and Bjeirmi (1996) approach may intend to deliver individual business
[18] highlight that project management has its role in outcomes, rather than managing project activities
achieving project success, but several other factors beyond successfully for achieving successful project completion
the control of project management, also affect project [26]. Moreover, other researchers highlight that measuring
success. Peters and Horner (1997) [19] argue that project success shall be done from the perspectives of the individual
management does not possess the power to control time, owner, developer, contractor, end-user as well as the general
cost or quality. These measures are traps, purely to be seen public [22], [27]. Thus, it is broadly accepted that different
as either self-created or imposed, but rarely objective projects may have individual success factors [28]. Liu (1999)
yardsticks. Some projects miss all three parameters and are [29] highlights that every project may even have its unique
still hugely successful. Also Dvir et al. (2006) [20] highlight set of success measures. Apparently, this complicates
that traditional project success measures are incomplete and deriving an agreed definition of project success.
may be misleading. Although all three constraints are met as Interestingly, stakeholder satisfaction is commonly agreed
planned, a project may not meet the sponsor requirements to be a valuable addition to the iron triangle whereas a
[20]. Such findings lead Baccarini (1999) [21] to conclude successful project shall also satisfy its stakeholders [21].
that only the combination of project management success Kam and Müller (2005) [23] argue that if the end product of
with product success will create project success, whereas the project does not perform to customer satisfaction,
Lim and Mohamed (1999) [22] suggest that a project is only although the project is delivered within the time, cost and
successful, when achieving its objectives. Typically, project quality constraints, the project appears successful from the
success is perceived as a single measure, either the project project management perspective, but the product could
was a success or it failed [23]. Lim and Mohamed (1999) result in a failure. They further highlight this contradiction
[22] introduced the micro and macro perspective that looks with their statement “The operation was a success, but the
at project success from a different perspective. The micro patient died”. Therefore, in simplistic terms, project success
view focuses and assesses project management success at comprises of two main ingredients, project management
project completion, whereas the macro perspective success as well as product success [21]-[23].
incorporates the operational aspect of projects and

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 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

V. REVIEW OF CONTEMPORARY PROJECT MANAGEMENT to project failure.

TOOLS AND TECHNIQUES According to Globerson and Zwikael (2002) [40], the
There are no agreed definitions for the success of projects project manager is fully accountable for the success of the
and project management [3] and based on Dvir et al.‟s project. The project manager is ultimately responsible for
observation, there are no universal project success factors to developing the project execution strategy, which shall align
all projects and different projects have different project with the parent organisations primary strategy [40],
success factors [28], resulting in that contemporary research highlighting the importance of properly trained project
lacks in sufficient hard evidence, for justifying the positive managers. Eventually, Turner and Müller (2003) [13]
influence of project management on project success [14]. conclude that the title “Project Manager” shall be restricted
Nevertheless, in project management there is emphasis on to individuals, possessing professional certificates for
the successful application of tools and techniques against creating more confidence and trust to principals or sponsors,
project activities to achieve project success. Due to the rich during the process of selecting competent project managers
variety of different tools and techniques, which are [13], [41]. Further studies suggest that competence is
applicable to different project life cycle phases, it seems of essential to achieve project success, but does not guarantee
utmost importance to apply the right tool and technique at project success [13], [42]. Such studies partially align with
the right time. Zeitoun (1998) [30] suggests that the the micro and macro perspective for project success of Lim
influence of the tools and techniques depends on the and Mohamed (1999) [22] in that project management
practitioners training as well as the implementation process. success does not necessarily translate into project success.
Hence, several success factors relate to human influenced Nevertheless, the competence of the project manager plays a
factors, the so-called soft project management [31] and do vital role in choosing the right tools and techniques to
not relate directly to tools and technique of the hard project deliver the necessary project life cycle deliverables.
management. Other researchers namely Nguyen et al. 2004 According to Dvir et al. (2004) [43] “Plans are nothing,
[32]; Scott-Young and Samson 2004 [33]; Kloppenborg and changing plans is everything”. Certainly, it is unlikely to
Opfer (2002) [31] partially confirm these findings. Based on plan every activity exactly in the exact way it shall be
a study of Thamhain (1999) [34], only 50% of project accomplish. Project management practices need to cope
managers are familiar with project management tools and with the ever-changing internal and external factors,
techniques, whereas only 28% implement them effectively. influencing project success. Thus, it is important to
In a study Al-Hajj & Sayers (2014) [35] concluded similarly appreciate the competence of the project manager. Turner
that around 42% of UAE practitioners do not utilize the and Müller (2003) [13] confirm this point, which leads to
WBS (Work Breakdown Structure) in their projects and the conclusion that proper project management training is a
around 48% do not feature an OBS (Organisation predecessor to the top-ranked project success factors.
Breakdown Structure). Nevertheless, the investigated
projects achieve a success rate (time, cost and quality) of
around 66%. Such findings are surprising findings and one VI. LINK BETWEEN PROJECT MANAGEMENT AND PROJECT
may conclude that project management tools and techniques SUCCESS
are not directly influencing project success. Project management practices, in combination with
On the other hand, several studies conclude [36]-[39] that several other factors, influence project success and not all
properly and timely applied project management tools and project management tools and techniques are directly
techniques may lead to project success. It involves a associated with project success. Nevertheless, even a
sensitive decision-making process to choose the right tools thorough literature review could not identify any
or technique for the specific project life cycle phase, in successfully completed project, without having utilized
order to produce the demanded deliverables. Moreover, basic project management practices. Thus, many researchers
wrongly used project management tools and techniques may [36]-[39] highlight that correctly applied tools and
trigger the contrary [10], [37], [38], which could even lead techniques may positively contribute to project success.

TABLE II: PROJECT SUCCESS FACTORS OF LITERATURE REVIEW

Source: compiled from Ashley et al. 1987 [47]; Nguyen et al. 2004 [32]; Rohaniyati 2009 [51]; Toor et al. 2008 [52].
Rank Ashley et al. (1987) Nguyen et al. (2004) Rohaniyati (2009) Toor et al. (2008)
1 Organisational planning Competent project manager Project manager's capabilities and Effective project planning and
effort experience control
2 Project manager goal Having adequate funding until Clarity of project scope and work Sufficient resources
commitment project completion definition
3 Team motivation and goal Multidisciplinary/competent Organisational Planning Clear and detailed written
orientation project team contract
4 Scope and work definition The commitment to project The use of a control systems Clearly defined goals and
priorities of all stakeholders
5 Project manager capability Availability of resources Project manager's goal commitment Competent project manager
and experience
6 Control system Top management support Project team motivation and goal Adequate communication
orientation among related parties
7 Safety Awarding bids to the right Safety precaution and applied Competent team members
designer/contractor procedures

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 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

The contemporary literature refers to project management VIII. ANALYSIS OF RESULTS — PROJECT SUCCESS
practices, as the combination of concepts, processes, tools Findings from the survey show that 86.3% of the clients
and techniques. Besner and Hobbs (2004) highlight the and 89.9% of contractors were satisfied with the work
difference of applying tools and techniques, and using completed on projects. Considering that one-third of the
generic concepts and procedures with the metaphor “An surveyed project managers failed to keep their projects
experienced cook can give details about his recipe, but it is within the iron triangle shows that stakeholder satisfaction is
really looking at him in the kitchen, using his tools…” [48]. perceived independently. Hence, this finding may indicate
The metaphor illustrates the importance of correct that project management success influences perceived
implementation of generally available tools and techniques, project success. As at the time of the survey, the majority
rather than generic concept and procedures, which are (78.4%) of the projects were still in execution – monitor and
partially also applicable in operational management. control phase, it is doubtful that the project product success
Although, the traditional iron triangle seems outdated, it influences the rating of the stakeholder satisfaction, a
is still the broadly agreed measure for project management finding which contradicts the observation of previous
success. The arguments, whether the project product success researchers [21]-[23], who widely agree that project success
influences project success are also associated with the is a combination of project management success and
macro and micro perspective. However, in the long run it is product success. Moreover, it appears that projects failing in
unlikely that a project is considered successful when the traditional measures may still satisfy stakeholders.
project's product encounters failure. Hence, product success Most interestingly, 42.9% of unsatisfied stakeholders are
is an essential part of project success [21]-[24]. Table II reporting their project being on time, 71.4% are within the
shows the ranking of project success factors appearing in the budget and 28.6% deliver the project as per contract terms
literature. and conditions. Demonstrating the iron triangle of Atkinson
does not necessarily fully serve as an appropriate success
measurement. None of the unsatisfied stakeholders work for
VII. RESEARCH METHODOLOGY a client organisation, whereas 50% of the respondents work
for a contractor. Although, the overall result illustrates
This research aimed for collecting hard facts. The
projects with satisfied stakeholders, the above finding aligns
literature review revealed interesting facts, supporting the with the reviewed project management literature. Nowadays,
conclusion that project management positively influences considering time, cost and quality, as primary success
project success. A project may have individual sets of measures appears insufficient to assess the success of a
success criteria and factors. Thus, it is recommended project. Therefore, as already suggested in the literature,
initiating studies on a global scale, for identifying a possible additional parameters shall also be considered for evaluating
generic set of project success parameters. project success. The survey findings also show that the
Quantitative data was collected in a survey via a web- majority of projects respondents working on are within the
based questionnaire, featuring 20 Questions sent to 142 planned time (66.7%), within the agreed budget (72.5%) and
selected project managers. Participants were selected based comply or exceed quality requirements (66.7%). The
on their background, geographical location and their analysis unambiguously demonstrates that around two thirds
employment position. The quality of data received, by of the surveyed projects operate within the iron triangle and
having more than 75% of the respondents occupying a achieved stakeholder satisfaction. These projects achieve the
managerial position, has achieved the aim of this survey. broadly agreed definition for project management success.
The questionnaire features closed and five point Likert scale In contrary, merely 47.8% of the respondents predict their
project successful completion and only 19.6% of
questions in combination with matrix ratings, based on
practitioners are confident in achieving project success.
findings from the literature review.
Based on the respondents‟ opinions, the adequate funding
For the framework, the following assumptions were made:
until project completion strongly influences the success of a
 Successfully delivered projects utilize tools and
project. However, market or industry fluctuations, on a
techniques of project management practices. global scale, may have influenced such rating. Nevertheless,
 Project failures have patterns related to methods
it is apparent that even global changes may influence an
adopted to the implementation of project management individual project success, a finding that consolidates the
tools and techniques. micro and macro perspective of project success.
 Competent project managers have a strong command Nonetheless, a project does not operate in a vacuum.
of project management tools and techniques, relevant
to produce the project life cycle phase deliverables.
Thus, properly trained project managers have influence
on project success.
These assumptions are partially based on Turner and
Müller (2003) [13] conclusions that the certification of
project managers is essential for high performance.
Nevertheless, different projects have different success
criteria or success factors [28], [36], whereas recent research Fig. 1. Project success status.
[46] revealed that different nationalities and cultures
perceive project success differently. A. Beyond Stakeholder Satisfaction
Fig. 2 shows that, 19.6% of respondents replied with

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 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

“Excellent quality – better than required.” Interestingly, 70% practitioners perceive that gaining competence can be
of these answers originate from Asia, mainly Singapore. professional certification process, which around 20% have
Although Ashley et al. (1987) [47] emphasised that success an affiliation to a professional project management
is only achieved with delivering “results much better than organisation. Such results indicate that practitionaers
expected” this does neither align with advanced quality perceive that gaining competence can be achieved without
management thinking, nor with good project management obtaining professional training or through professional
practices. Wang (2006) also highlights this phenomenon in certification process, which contradicts the literature. More
his research earlier. Chinese stakeholders rate the than three-quarters of participants occupy a manager
position, wherein 22.2% of the respondents are senior
importance of relationships over the iron triangle as a
project managers or project directors. The age range of the
measurement for project success. Also Shenhar et al. (1997)
participants is between 25 and 65 years, where the majority
[53] rank stakeholder satisfaction before time, cost and of participants (55.6%) have a bachelor‟s degree or higher,
quality. Such practice may not be recommended by some with only one-third of practitioners having less than five-
professional institutions and be coined as “gold plating”. A year project management experience. Nevertheless, the
project manager shall not deliver extras to customers and affiliation to internationally recognised Project Management
shall only deliver what is necessary to meet the project organizations reveals that most of the respondents do not
objectives. The response to this question would partially have any recognized project management training.
indicate that Asian stakeholders attempt to foster Therefore, based on the collected data one may conclude
relationships by going beyond the contractual agreed that specific project management training is not necessarily
obligations. Nevertheless, 47.1% of the participants deliver related to project success. The majority of participating
their projects as per contract terms and condition (see Fig. 2). project managers entered the project management
profession through experience rather than through a
professional certification process, a finding that contradicts
Turner and Müller‟s position in that the title “Project
Manager” shall be restricted to individuals, having obtained
professional certificates [13].

Fig. 2. Project quality standards compliance.

B. Project Manager Competence

Fig. 3 shows that Competence as a trait of project
managers is the most important trait of a good project
manager. This finding contradicts what Turner and Muller
(2005) [49] who concluded that, there is no impact of the
Fig. 4. Professional affiliations.
leadership style and competence of the project manager on
project success.
D. Utilisation of Tools and Techniques
The ranking of tools and techniques in the literature
broadly agreed that project success factors show certain
similarities to the ranking of this survey. Effective project
planning and control achieved a rating of 4.78 out of 5,
whereas respondents rank a competent project manager
within the top eight success factors, indicating that there
could be a universal set of factors leading projects to
success, see Fig. 5.
Evidently, this finding contradicts with the observations
of Dvir et al. (1998) [28] and Liu (1999) [29], as they argue
that individual projects may have individual success factors
[28], [29]. The majority (78.4%) of the surveyed projects
Fig. 3. Traits of project managers. are in the execution, monitor and control phase, which may
have limited the responses to tools and techniques only
C. Project Management Traits applicable for this project phase. Nevertheless, 9.8% of the
A competent project manager should have a proper respondents, perceiving effective project planning and
training as well as a professional certificate [13]. control as most important, also rate Earned Value Analysis
Surprisingly, 60.9% of respondents stated that they do not (EVA) as very important, whereas 19.5% report that they
have proper project management training, whereas only that rarely use EVA, representing a conflict, see Fig. 6. EVA is

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 International Journal of Innovation, Management and Technology, Vol. 9, No. 1, February 2018

an essential tool for performance measurement and control cost, time and quality criteria remain as the preferred
of projects [50]. Most interestingly, 16.7% do not use and method to measure projects‟ success it does not guarantee
16.7% rarely use a work breakdown structure (WBS). These, stakeholders‟ satisfaction.
in sum 33.4% of participants, rate effective project planning Project success is a perceived measure, irrespective of the
and control as the most important factor leading to project individual success criteria and factors. None of the surveyed
success, representing another contradiction in that the WBS projects indicate the achievement of project success, without
is of utmost important for performing project planning and utilizing project management tools and techniques.
control. Moreover, the respondents rank clear objectives and There exists a universal set of project success measures,
scope only on sixth rank of the project success factors. A applicable to all projects in the construction industry. This is
finding which partially aligns with the responses of EVA due to the fact that information collected originates from
and WBS in that it appears that contemporary project projects scattered over ten nations. The data features
practitioners perceive project planning and control as significant similarities representing a new insight whereas,
independent tool and technique, rather than integrated the literature suggests that individual projects have project
concept, leading to the assumption that practitioners do not specific success measures.
fully appreciate project management tools and techniques, Although, data indicates that the project practitioners do
indicating a lack of professional training of the surveyed not utilize project management tools and techniques
practitioners. perfectly, the vast majority of project managers implement
project management methodologies.
Project management practices and techniques are widely
used in successful projects and therefore, project
management positively influences project success. The
majority of surveyed projects are successful.

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Houston, TX: Newtown Square, Project Management Institute, 1998. A. Al-Hajj was born in Anout, Lebanon on 28
[31] T. J. Kloppenborg and W. A. Opfer, “The current state of project December 1963. He has obtained the following degrees:
management research: Trends, interpretations, and predictions,” PgCert, Tertiary Level Teaching, The Robert Gordon
Project Management Journal, vol. 33, no. 2, pp. 5-18, 2002. University, Aberdeen, UK, 1997; Ph.D, construction
[32] D. L. Nguyen, S. Ogunlana, and D. T. Lan, “A study on project management and building economics, University of
success factors in large construction projects in Vietnam,” Dundee, Dundee, UK, 1992; M.Sc construction
Engineering Construction and Architectural Management, vol. 11, no. management, Heriot-Watt University, Edinburgh, UK,
6, pp. 404-413, 2004. 1987; BEng civil engineering, Beirut Arab University, Beirut, Lebanon,
[33] C. Scott-Young and Samson, “Project success and project team 1985; Assem has 25-year career spanning the UK, Africa and the MENA
human resource management: Evidence from capital projects in the region. He is currently the vice president for academic affairs and
process industries,” in Proc. the PMI Research Conference, London, development at Applied Science University in Bahrain. Prior to joining
2004. ASU, Assem worked as: academic head, director of studies, research,
[34] H. J. Thamhain, “Emerging project management techniques: A recruitment, project and programme director, lecturer and researcher and as
managerial assessment,” in Proc. Portland International Conference training consultant.
on Management of Engineering and Technology, 1999. Assem has more than 60 publications including: A. Al-Hajj and K.
[35] A. Al-Hajj and A. Sayers, “Project management performance in the Hamani, “Material Waste in the UAE Construction Industry: Main Causes
UAE construction industry,” in Proc. ASCE/CIB Conference, 2014. and Minimisation Practices”, International Journal of Architectural
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[38] M. Hatfield, “Managing to the corner cube: Three-dimensional 16(4), pp. 459-470, 1998; Assem‟s interest in research is in project
management in a three-dimensional world,” Project Management management particularly construction sustainability and lean applications.
Journal, vol. 26, no. 1, pp. 13-20, 1995. Dr. Al-Hajj is a senior fellow of HEA, a fellow of CIOB, and AIQS. He
[39] D. Milosevic and L. Inman, “Impact of project management was selected by the FM Middle East magazine as one of the 50 most
standardization on project effectiveness,” Engineering Management influential professionals in the facilities management industry in the Middle
Journal, vol. 13, no. 4, pp. 9-16, 2001. East in 2012 to 2014. He is the winner of MBM research and teaching
[40] S. Globerson and O. Zwikael, “The impact of the project manager on award at the AIQS Australia.
project management planning process,” Project Management Institute,
vol. 33, no. 3, pp. 58-64, 2002.

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