Final Dissertation 2015 2 PDF

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Dissertation Title:
The Critical Success Factors of Success Project: Case Study Kurdi Group in Jordan
Programme: MSc Project Management Dissertation
Student Number: 14030225
Student’s Family Name : Alkurdi
Students Given Name(S): Hana
Supervisor: Ms Angela Bond
Dissertation Module Leader: Ms Angela Bond
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“University of Hertfordshire Dissertation (2015)”

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University of Hertfordshire Business School
MSc Project Management
The Critical Success Factors of Success Project: Case Study Kurdi Group in
Jordan
Author: Hana Alkurdi
Student Number: 14030225
Supervisor: Ms Angela Bond
Submission Date: 3/9/2015
Final Word Count: 16684
Ethics Number (Primary Research Only): Cbus/PG/UH/00997

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ACKNOWLEDGEMENT
I would take this opportunity to thank my research supervisor Ms Angela Bond, family,
friends and Kurdi group for their support and guidance without which this research
would not have been possible.

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Abstract
Kurdi Group was established in the year 1990 and is a leading business group in
Jordan providing real estate solutions. Since establishment, it has been able to deliver
many successful projects in the country and beyond. However, certain drawbacks and
challenges were identified to hinder its organisational performance like failure to
manage time and costs, centralised decision making and lack of use of project
management tools and techniques. The aim of the study was to critically examine the
relationship between project management critical success factors and Kurdi group
project success by using 10-factor CSFs framework suggested by Slevin and Pinto’s
(1986, 1987). In order to address research aim two research objectives were
formulated, which included exploring an empirically verified CSFs list reflecting upon
relevant literature for Kurdi Group to help the group to improve the performance of its
projects and measuring the dependent variable (project success) of Kurdi Group. The
set of methodology was applied in this research study grounded on “research onion”
model suggested by Saunders & et.al. (2009). The study applied mixed research
method and data were collected using interview and survey questionnaire tools.
Statistical tools bivariate correlation and multiple regression were used for analysing
the quantitative data while thematic analysis was applied for the analysis of the
qualitative data. Measure of dependent variable (project success) of Kurdi Group
demonstrated that CSFs Of Kurdi Group’s project success and the CSFs identified by
Slevin and Pinto’s (1986, 1987) are positively related. In addition, four variables were
identified to be strongly related to the Kurdi Group project success. The study was
limited to Kurdi Group only thus the application of its findings in other organisation
might not be as effective as in the case of Kurdi Group.

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The sample recruited for the study was quite low, which might have limited the
reliability of the findings. It was thus recommended to conduct this research in different
countries considering the broader industry base and with more sample size.

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Table of Contents
Abstract .................................................................................................................................................. 4
Chapter 1: Introduction ........................................................................................................................ 12
1.1 Background ............................................................................................................................ 12
1.2 Research Problem .................................................................................................................. 13
1.3 Research Aims and Objectives .............................................................................................. 14
1.3.1 Research Aims ............................................................................................................ 14
1.3.2 Research Objectives .................................................................................................... 15
1.4 Research Question and Hypotheses ....................................................................................... 15
1.4.1 Research Question ...................................................................................................... 15
1.4.2 Research Propositions and Hypotheses ...................................................................... 16
1.5 Overview of Methodology..................................................................................................... 17
1.5 Research Structure ................................................................................................................. 19
Chapter 2: Literature Review............................................................................................................... 20
2.1 Introduction............................................................................................................................ 20
2.2 Definition and Meaning of Project and Project Management ............................................... 20
2.3 Project Success Definition and Meaning ............................................................................... 21
2.4 Critical Success Factors of Project Management .................................................................. 22
2.5 Evaluating Project Management Critical Success Factors in Different Project Stages ......... 28
2.6 CSF Frameworks in Project Management ............................................................................. 34

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2.7 Project Excellence Model and Critical success Factors ........................................................ 40
2.8 The Project Implementation Profile....................................................................................... 41
2.9 Conceptual Framework .......................................................................................................... 42
2.10 Summary .............................................................................................................................. 43
Chapter 3: Research Methodology ...................................................................................................... 45
3.1 Introduction............................................................................................................................ 45
3.2 Research Philosophy.............................................................................................................. 46
3.3 Research Approach ................................................................................................................ 47
3.4 Research Strategy .................................................................................................................. 47
3.5 Time Horizons ....................................................................................................................... 49
3.6 Data Collection Technique and Process ................................................................................ 49
3.6.1 Research Instrument.................................................................................................... 50
3.6.2 Research Sample ......................................................................................................... 51
3.6.3 Data Analysis .............................................................................................................. 51
3.7 Research Setting .................................................................................................................... 52
3.8 Reliability and Validity ......................................................................................................... 53
3.9 Ethical Consideration............................................................................................................. 53
3.10 Research Limitation ............................................................................................................. 54
3.11 Summary .............................................................................................................................. 55
Chapter 4: Results and Analysis .......................................................................................................... 56

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4.1 Introduction............................................................................................................................ 56
4.2 Qualitative Data Analysis ...................................................................................................... 57
4.3 Quantitative Data Analysis .................................................................................................... 62
4. 4 Summary ............................................................................................................................... 72
Chapter 5: Discussion of the Findings ................................................................................................. 75
5.1 Introduction............................................................................................................................ 75
5.2 Discussion .............................................................................................................................. 75
5.3 Summary ................................................................................................................................ 77
Chapter 6: Conclusion and Recommendations .................................................................................... 78
6.1 Introduction............................................................................................................................ 78
6.2 Conclusion ............................................................................................................................. 78
6.3 Recommendations.................................................................................................................. 81
6.4 Limitations ............................................................................................................................. 83
6.5 Recommendations for Future Research ................................................................................. 84
Reflective Report ................................................................................................................................. 84
References............................................................................................................................................ 88
Appendices .......................................................................................................................................... 95
Appendix 1: Semi Structure Interview Questions and Transcript ............................................... 95
Appendix 3: Summary of Hypotheses Test ............................................................................... 115
Appendix 4: Statistical Analysis ................................................................................................ 118

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Appendix 5: The Project Excellence Model .............................................................................. 121
Appendix 6: The Ethical forms.................................................................................................. 121
Appendix 7: Permission letter ........................................................................................................... 190

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List of Figures
Fig 1.1 Research Structure ...................................................................................... 19
Fig 1.2: Project Planning Development Structure (Public Procurement Guide, 2008)
................................................................................................................................. 30
Fig: 1.3 Summary of the research on critical success factors for projects
(Westerveld, 2003, p. 414) ....................................................................................... 42
Fig 1.4: 10 CSFs included in PIP framework (Slevien & Pinto, 1987 p. 35) ............. 44
Fig: 1.5 Conceptual Framework ............................................................................... 45
List of Tables
Table 1.1 Project Critical success factors (Ofori1, 2013) .......................................... 35
Table 1.2: (CSFs propounded by Belassi & Tukel, 1996)........................................ 38
Table 1.3 Seven lists of critical success factors (Adapted from Belassi & Tukel, 1996)
................................................................................................................................. 40
Table1.4: Comments on Impact of Project Mission, Communication and Employees’
Training on Project Success ..................................................................................... 63
Table: 1.5: Comments on the Influence of Project Coordination and Monitoring and
Feedback on Project Success .................................................................................. 64
Table: 1.6 : Choosing Right Personnel, Client Acceptance and Consultation .......... 65
Table 1.7: Mean, Standard Deviation ....................................................................... 66
Table: 1.8: Bivariate Correlation ............................................................................... 67
Table 1.9: Simple Regression .................................................................................. 71
Table 1.10: Standard Regression ............................................................................. 72
Table 1.11: Stepwise Regression ............................................................................. 73

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Chapter 1: Introduction
1.1 Background
Founded in the year 1990, Kurdi Group is a Jordan based leading business group that
deals with providing real estate solutions. The credit of establishing the Group goes
to honourable Mr Obaida Alkurdi along with his two brothers namely Mr. Mohammad
and Mr. Abdel-Wadoud Abdel-Rahim Seydo AlKurdi who created the Group with
almost 3,000 workers. At the early stage of the development, the Group started its
pioneering spirits of developing the gold market across the city of Amman. The primary
vision of the Group is to maintain its legacy and leading position in the real estate
development sector by delivering successful projects (Kurdi Group, 2015).
During the early stage of the 21st century, the establishment of “Abdoun Mall” was one
of the remarkable projects of the group to garner its strong image in the blooming real
estate sector of Jordan. According to the recent business position, the Group tends to
include a number of successful projects mostly the luxury shopping centres and malls
namely Mecca Mall, Abdoun Mall in Jordan and Shahba Mall in
Syria. In the year 2003, the successful opening of “Mecca Mall” is considered as a
major business success of Kurdi Group. The establishment of this mega mall has
revolutionised the concept of luxury shopping experience in the city of Amman (Kurdi
Group, 2015).
On the other hand, the establishment of “Green Land” in the year 2005 is also a
remarkable business of Kurdi Group, which was launched with 150,000m 2 for 200
numbers of luxury apartments and villas. Similarly, the establishment of “Shahba
Mall” within the heart of the city Aleppo is further considered to be a major part of the
success of Kurdi Group. The establishment is also known for modernising the

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shopping experience of the citizen across the ancient city of Aleppo with more than
350 modernised stores and ample amenities (Kurdi Group, 2015).
With due regard to its business performance over the past years, it can be critically
observed that the real estate and shopping centre /mall business have created an
increased opportunity for the Group to expand its business and cement its position as
a in the real estate development sector. It can also be considered that the
longstanding commitment along with strong professionalism with the local partners
and other stakeholders have substantially facilitated the Group to achieve its strong
and long-term sustainability. In order to extend its long-term sustainability, the Group
adopted a belief and continuing its pioneering excellence by developing its surrounding
communities through its various project management initiatives. The Kurdi Group in
the recent phenomenon has able to maintain its pioneering excellence by positioning
itself as one of the successful and innovative leaders in the real estate development
sector in Jordan (Kurdi Group, 2015).
1.2 Research Problem
The business performance of Kurdi Group has been identified to achieve continuous
success due to its strong commitment of making continuous development of the
realestate sector in the nation. Furthermore, a cutting edge solution process of its
range of project management functions is one of the key aspects of the Group towards
building its strong and sustainable position in this respective business domain.
However, the employees in the company reported that the project management
operation of the Group is faced with a major issue due to its owner structure and
centralised decision making processes. In relation to the ownership structure of the
business, Kurdi Group incorporates a centralised organisational structure and it runs
by the family. Therefore, minimum or inappropriate focus on project management

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decisions has been identified as a major concern of the Group especially while
managing actual cost and time regarding the completion of its range of real-estate
projects.
In addition, the employees within the company stated that the current business
performance of the Kurdi Group has faced major issues while managing activities
within stipulated period of deadline. According to the retail projects of the Group, it has
been identified that the project managers have faced major complexities due to the
inappropriate managing and/or scheduling process of the project activities.
Nevertheless, the project management activities of the Group have also encountered
various hurdles and uncertainties due to inappropriate decision making process by the
Kurdi Group. In this regard, a significant deficiency in terms of implementing theoretical
concepts in the project management activities can be duly regarded as a major flaw in
the project management team of the Group. Inappropriate planning, lack of
coordination and collaboration of the project team members have also been identified
as few of the major flaws resulting to increase significant cost and lead time of the
project activities (Behzad & et. al., 2014; Chua, 1999). Therefore, the research study
focuses on critically evaluating relationship between the ten critical success factors
and the Kurdi Group’s project success (Abunameh, 2011).
1.3 Research Aims and Objectives
1.3.1 Research Aims
The aims of this study is to critically examine the relationship between two variable
i.e. project management critical success factors and Kurdi group project success by
using 10-factor CSFs framework suggested by Slevin and Pinto’s (1986, 1987).

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1.3.2 Research Objectives
In order to address the research aims two major research objectives have been
formulated. These two research objectives are:
• Exploring an empirically verified CSFs list reflecting upon relevant literature for
Kurdi Group to help the Group to improve the performance of its projects
• Measuring the dependent variable (project success) of Kurdi Group
The first objective of the research study incorporates a clear and empirical evaluation
of the CSFs using the relevant literature. Accordingly, through the review of literature
various factors influencing the project success of Kurdi are identified using project
implementation profile (PIP). Thereafter, suggestions for improving the performance
of Kurdi Group project have been made using excellence model. The excellence
model generally is composed of five “Enablers” and four “Results.” Notably ,
“concentrate on how the organisation is run and operated and Results concentrate on
what is seen to be achieved, by all those who have an interest in the organisation, and
how achievement is measured and targeted” (Pyke, C. J. & et. al., 2001.
The second objective of this research study is measured the dependent variable
(project success). In this regard, moderate regression has been used identify the
structure and bivariate correlation has been used to determine the relationship
between the critical success factors (independent variables) and project success of
Kurdi Group (dependent variables).
1.4 Research Question and Hypotheses
1.4.1 Research Question
In order to achieve the aims and objectives following research question has been
formulated.

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“What are the relationships between Slevin and Pinto (1986, 1987) 10 project
management critical success factors and project success of Kurdi group?”
The above research question has been measured using bivariate correlation, and
moderated regression analysis. In this regard, the relationships between independent
and dependent variables were tested for correlation grounded on 10 CSFs which
include project mission, support from top management, project time and schedule,
consultation, project personnel understanding regarding their roles, technical aspects,
client acceptance, feedback monitoring, communication, the competence level.
1.4.2 Research Propositions and Hypotheses
In order to determined the relationships between independent and dependent
variables hypotheses grounded on 10 CSFs were formulated. Interviewees have been
conducted based on the excellence model to validate and expand the factors that are
considered to be critical to project success in Kurdi Group. Furthermore, bivariate
correlation and multiple regression have been used to test the hypotheses.
These statistical tools were chosen for testing the hypotheses, as these techniques
are considered to provide researchers an appropriate tool to efficiently measure the
relationship between the independent and dependent variables.
The hypotheses are articulated below:
H1: Higher the emphasis on project mission, higher is the chances of project success
H2: More the support from top management, more is the chances of project success
H3: Higher the emphasis on project time and schedule, higher is the chances of project
success
H4: More the emphasis on consultation, more is chances of project success H5: More
the project personnel understand their roles and responsibility, more is the chances of
project success
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H6: Higher the emphasis on technical aspects, higher is the chances of project
success
H7: More the emphasis on client acceptance, more is the chances of project success
H8: More the emphasis on monitoring and feedback, more is the chances of project
success
H9: More the emphasis on communication, more is the chances of project success
H10: Greater the competence level, greater is the chances of project success
1.5 Overview of Methodology
A set of methodology is used in the study to address the research question and derive
valid and reliable inferences from the study. The set of methodology used in this
research study is derived from the “research onion” model suggested by Saunders &
et.al. (2009). This study is grounded on the philosophy of positivism.
The positivist approach was selected as in this study hypotheses were developed
based on Slevin and Pinto’s (1986, 1987) 10 project management CSFs against the
project success of Kurdi Group. This study is deductive research where the
relationship between independent variables and dependent variables are explained.
Since the study is based on mixed method, both survey as a quantitative tool and case
study as a qualitative tool have been adopted. The research strategy adopted in this
study is survey. The mixed method has been applied as this method facilitates more
accurate generalization of data. Since the study is based on mixed method, both
survey as a quantitative tool and case study as a qualitative tool have been adopted.
The further uses correlation to measure the relationships between the
CSFs suggested by Slevin and Pinto’s (1986, 1987) and the project success of Kurdi
Group. The correlation and moderated regression will be applied in the study as it
enables researchers to measure the relationships amid two or more variables clearly
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and easily. In the similar context, the research uses cross-sectional survey design.
The reason behind its selection is that this design is considered as a suitable technique
for studies in which relationship among the variables are to be determined. This design
also saves cost and time due to the fact that it is carried out at single point of time over
a short duration. Since, the research expounds about the Slevin and Pinto’s (1986,
1987) model of CSFs pertaining to project success in the Kurdi
Group projects, thus the study involves the use of Project Implementation Profile (PIP)
methodology advocated by Slevin and Pinto (1986, 1987). Accordingly, PIP is the
CSF, which defines the independent variables and project performance encompassing
12 items which depicts the dependent variables or project success. Collection of
accurate and reliable data are essential in order to draw inferences in consistent to the
research aims and objectives. In this study, qualitative data were collected by applying
semi-structure interview and qualitative data were collected using close ended
questionnaire. A set of uniform questionnaire were framed grounded on the PIP
framework. Each questionnaire was divided into two sections.
Accordingly the first section, included 12 items for measuring the dependent variable
(project success factors in Kurdi Group) and the second section included 50 items for
measuring the 10 independent variables (CSFs suggested by Slevin and Pinto). Both
the independent and dependent variables of the instrument were measured on a 7-
point Likert-scale (Likert, 1932), from 1 to 7 where in ‘1’ implied the state of
“strongly disagree” and ‘7’ implied the state of strongly agree.
Convenient sampling technique has been used in this study to collect data for testing
hypotheses. This study includes a manageable size of 10 respondents as a research
sample. The stakeholders of Kurdi Group, which included owner of the company,
supervisor, manager and engineers directly responsible for the implementation and

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management of projects, were recruited as the representative sample for the study.
The data gathered from the questionnaire survey were analysed using bivariate
correlation, and moderated regression analysis. A substantial effort has been laid to
eliminate any possible ethical or legal consequences. Thus, prior to the survey
informed consent was obtained from each respondent and data obtained from the
questionnaire were stored electronically in order to prevalent misuse of the same and
for future references.
1.5 Research Structure
The structure of the research is divided into six chapters starting from introduction,
literature review, methodology, result and analysis, discussion and conclusion and
recommendations. In order to acquire a better understanding about the research
structure, a pictorial representation has been illustrated
below.
Fig 1.1 Research Structure

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Chapter 2: Literature Review
2.1 Introduction
This section of the research study is designed with the aim of investigating and
exploring the critical success factors of project management and associating them with
the current project management gaps identified in the real-estate projects of Kurdi
Group. In this regard, the section initially focuses on deriving understanding regarding
the project and project management as well as project success using extant literature.
Next, the various critical success factors propounded by the project management
researchers are reviewed. On further note, some common CSFs frameworks are
discussed.
2.2 Definition and Meaning of Project and Project Management
As per Grey (1998), different project management scholars have defined the concept
of project differently. In this regard, Grey (1998) defined a project as a finite
undertaking having clear set of objectives, which involves various interrelated tasks
performed by a group of people under the supervision of a leader to realize certain
pre-determined goals within a set parameters like time, costs and quality (Grey, 1998).
Contextually, Munns & Bjermi (1996) noted that it is quite hard to distinguish project
and project management as the project management is merely a component of project
and thus their definitions often overlaps. Nevertheless, Munns & Bjermi (1996) noted
that a project involves achievement of the specified objectives and involves an array
of activities, which utilize resources. In addition, a project needs to be completed within
a set time frame and budget. On the other hand, project management involves
achievement of specified project objectives and uses the organisational structure as
well as resources and further requires managing the project with the application of

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various tools and techniques without influencing the day to day operation of the
organisation. Atkinson (1999) defined project management as the use of a set of tools
and techniques for effective utilization of available resources towards the
accomplishment of complex and one-time costs within the specified schedule budget
and quality. Munns & Bjermi (1996) in their study attempted to distinguish the project
and project management concepts. Munns & Bjermi (1996) further affirmed that
application of project management tools and technique is extremely vital for achieving
the project success. Accordingly, the application of project management tools and
techniques enables the systematic and effective utilisation of the available resources
throughout the project life cycle and thus facilitates in achieving project success.
2.3 Project Success Definition and Meaning
According to Cooke-Davies (2002), project management scholars are for several
decades are involved in discovering the factors that lead to the project success while
have reached the conclusion and has drawn several factors differently as criteria for
defining project success. However, despite focusing on these critical success factors,
organisations are disappointed with the outcome.
As per Hyväri (2006) criteria for defining project success largely varies depending upon
the project undertaken, yet in general a project is considered to be successful where
it is delivered on time, within the specified budget and without compromising the
performance criteria. Baccarini (1999) in his study noted that project success is
composed of two different components, which include ‘project management success’
and ‘project product success’ (Baccarini 1999 p. 25). Furthermore, it has been
asserted that the project management success involves project management process
which primarily deals with the accomplishment of the project objectives in terms of
time, budget and quality. On the contrary, project product success is ascertained to be
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related to implications of the project’s outcome. Accordingly, a clear distinction
between the project management success and the project product can be made yet
both these success criteria are essential for an overall project success. Attarzadeh &
Ow (2008) noted that lack of appropriate planning and scheduling of project as a two
major causes of project failure and in order to achieve project success, it is vital to
focus on these two factors while other imperative issues such as quality of project,
project time, and project leaders also need to be considered seriously to avoid project
failure. Correspondingly, it can be ascertained that though many of the project
management researchers have commonalities in their findings regarding the criteria
necessary for project success yet defining the exact factors influencing the project
success has not been achieved.
2.4 Critical Success Factors of Project Management
With reference to the empirical findings achieved by Ofori (2013), project management
critical success factors are generally an effective set of project variables that are often
identified to have strong relationship with project success. The study results also
explore that a significant maximisation or minimisation of these variables based on
their most favourable position can expressively determine the project management
success (Ofori, 2013).
Development of Project Scope Statement
The research results retrieved from the study of Byatt & et. al., (2011) postulated that
the development of a project scope statement is one of the earliest land relatively vital
steps for project management to achieve success. The primary purpose of developing
project scope statement is to critically assess the deliverables along with activities
required for successfully implementing project plan of the organisations. The
development of statement would enable to effectively address and document

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appropriate characteristics of the project management activities along with different
products and services associated with the project (Byatt & et. al., 2011). In the similar
context, the empirical study of Heldman (2009) critically stated that an appropriate
design of the project scope statement helps building appropriate control mechanism
of the project management activities. This is owing to the fact that the development of
scope statement for projects would help the project managers to incorporate
appropriate process of identifying effective approaches and criteria of acceptance
which facilitate projects to obtain their desired outcomes (Heldman,
2009).
Project Management Planning
As per Vargas (2007) formulating a competitive planning is one of the critical success
factors of a successful project. In relation to the study revealed by the author, planning
is one of the most essential factors that determine successful completion of the project
activities. The planning process in project management incorporates enough detail
and provides a clear instruction regarding each activity along with their required cost
and time of completion (Vargas, 2007). In relation to the benefits of planning in project
management, Terry (2002) provides a major set of advantages that can enable
organisations to successfully enjoy project management goals. With due regards to
the results revealed by the author, it has been identified that the planning stage
involves appropriate documentation and of the project milestones and helps to
formulate valid and realistic timescales of the project management activities. In
addition, the study findings of the author also reveals that planning process also
includes appropriate estimation of costs to be produced in each project management
activity (Terry, 2002). The experiential research of Heldman & Mangano (2011) also
determines that planning in project management is quite an essential part in terms of

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documenting resource requirements associated with each project activity. The way of
planning appropriate estimation of the resources plays a major role in terms of keeping
continuous flow of progress in each project stage (Heldman & Mangano, 2011).
Managing Organising and Communicating Process
Salleh (2009) critically explores the management system along with organising and
communicating planning are also essential factors of a successful project. Keeping
with an intensive focus on the construction based projects, Salleh (2009) further
identified that a proper management of the project activities including appropriate
scheduling of functions along with allocation of competent workforce plays a pivotal
role for the organisations to successfully achieve the predetermined goals of a project.
In addition, organising tasks in accordance with the competency level of the individuals
is also an important decision for the project managers to avoid uncertain delay of the
project activities. Organisation of the resources including human capital, products and
services associated with the project activities can also be considered as major factors
behind a successful project. In the similar context, the research results of the author
also illustrates that flawless communication process across each level of workforce
associated with the project is also a major aspect to successfully accomplish desired
project goals (Salleh, 2009).
Control Mechanisms or Systems
In relation to the study findings revealed by McBride (2005), maintaining an effective
controlling system or mechanism is one of the most essential factors in project
success. According to the research survey conducted by the author, it has been
recognised that preserving appropriate control of project activities along with
monitoring performance of the individuals can help to reduce possible uncertainties of
any project. Additionally, Belassi & Tukel (1999) also stated that adequate controlling

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measures in accordance with the external conditions such as legal or political;
economic and environmental factors associated with the project are essential for the
managers of a particular construction-based project. Therefore, an effective controlling
measure in decision making relating to project activities is essential for the
organisations while dealing with construction based projects
(Belassi & Tukel, 1996).
Allowing Changes in Project Scope Statement
In terms of avoiding future difficulties, the organisations, especially based on the
construction industry should maintain an adequate consent towards changes in the
project scope statement. In this context, the research study conducted by Steinfort &
Walker (2007) critically stated that the project managers or the authoritative body of
any project should highly prioritise changes in the project scope statement. The way
of incorporating changes along with enough capability to perform activities in line with
the change can enhance quality as well as reliability of the project management
activities. Moreover, the acceptance of changes associated with political or legal
circumstances can also reduce possible risks that can negatively impact on the project
management activities. Indeed, the process can also help organisations to avoid any
types of delay in terms of completing project activities (Steinfort & Walker, 2007).
The empirical research findings of Alexandrova & Ivanova (2001) critically explored
that an adequate process of increasing knowledge about the risk management
activities can also be regarded as a major successive factors in project management.
In this context, a major focus on changes designed to deal with risks can be a major
process for the project managers to accomplish desired goals of a particular project
(Alexandrova & Ivanova, 2001).

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Risk Identification and Management
Identification of risk factors along with their managing approaches can be regarded as
one of the crucial factors of any projects to achieve success. With due regards to the
theoretical implications, Project Management Institute (2000) stats that risks are
significantly threats to the project management success. In relation to the study
revealed by the organisation, it has been identified that the risk characteristics
triggered in the project management and develop an issue whose reaction may or may
not be determined by the organisations. The identification of risk factors generally is a
process of examining aspects that have negative impact on the project activities to
successfully achieve their desired success (Project Management
Institute, 2000). Correspondingly the empirical study research of Hughes & Cotterell
(1999) also reveals that project risk management process generally includes an
appropriate evaluation and identification of risk factors that might have different types
of impact on the project. Moreover, a critical evaluation of the potential impact to be
triggered by the risk factors and their probability to expand in project stages along with
defining their appropriate controlling measures are significantly considered to be the
risk management activities (Hughes & Cotterell, 1999).
With due respect to the research evidence retrieved from both Project management
Institute (2000) and Hughes & Cotterell (1999), project risk management activities are
generally performed during the planning stage of any particular project. The way of
examining risk factors in the initial planning stage helps standardising their impacts
and developing appropriate mitigation measures so that the factors cannot be
emerged in future project stages to be implemented by the organisations (Project
management Institute, 2000; Hughes & Cotterell, 1999).

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Team Motivation
Continuous motivation of the members associated with project is also a critical factor
in project management success. In relation to the study findings of the Washington
State Department of Transportation (2005) critically explore that a critical
understanding of the roles to be played by the team and motivating each member
towards their assigned goals are few of the major steps of the project managers. In
this regard, a significant effort towards mitigating conflicts and building cooperative
behaviour among the team members can substantially increase their performance
across different segments within a particular project. The way of eliminating gap
between superiors and followers can increase the willingness of the members towards
successfully achieve the ultimate goals associated with the project. Moreover, the
study report of the Department also discloses that major initiatives towards maintaining
equality as well as prioritising their perception can also be a crucial part for project
management success (Washington State Department of
Transportation, 2005). In the similar context, the empirical assessment result of
Carbone & Tippeti (2011) also suggests that having an appropriate and easily
understandable plan to handle with project management risks can also reenergise the
long-term association of the members within a particular project. Moreover, the
process also enables streamlining performance both in the context of productivity and
quality of the members associated with project. The process can substantially facilitate
to project management success of the organisations (Carbone & Tippeti, 2011).
According to the empirical research work of Larson & Gray (2014), it has been
identified that the process of providing adequate training and development education
about the key deliverables and risk factors of the project can also be a major team
motivation in a successful project. The way of developing productivity, communication

28
and technical knowledge of the members can increase their ability to uphold adequate
quality while performing range of project management activities (Larson & Gray, 2014).
2.5 Evaluating Project Management Critical Success Factors in Different Project
Stages
According to Larson & Gray (2014); Sofian (2003), Project management process
consists a certain set of activities which are applied for accomplishing the project goals
and objectives. In this regard, the requirement for applying the project management
process has been asserted to be an indicator for the accomplishment of project
success. In the review of literature conducted by Loo (2003) illustrated that integrated
and inclusive project management process, procedures and policies that are
continuously applied for smoothly carrying out the project activities during the project
lifecycle are another important criteria necessary for achieving project success.
Moreover, the project management researchers such as Godbout (2003); Datta &
Mukherjee (2001) in their empirical study highlighted the significance of project
alignment. Accordingly, it has been noted that project alignment creates a requirement
for project management process in order to synchronize the various elements of
project management such as sharing project goals, mission, plans and tactics among
others by the project participants and the project stakeholders.
The project management study developed by the Public Procurement Guide (2008)
has provided an insightful learning regarding the factors that are crucial in different
stages of a particular project. It has been critically identified that the critical project
management success factors are often regarded as a sequence of activities that are
required to be effectively organised at different project stages. In relation to the study
findings developed by Pathan (2005), the identification of the key project stages and
milestones is a set of fundamental steps in order to critically determine the role of each
29
activity in project success. The study also reveals that a successful and effective
project management considerably encompasses few major stages which are
discussed below:
Project Initiation Stage
The academic research conducted by Byatt (2011) has defined that the project
introduction or initiation stage can be regarded as one of the most essential stages to
determine success or failure of a particular project. The study results determine that
the stage considerably involves developing or recognising the project management
scope, purposes and objectives along with required deliverables (products/services).
Moreover, he project stage also includes an effective way of making strategic
directions regarding various inputs to be performed or executed in each phase of the
project (Byatt, 2011). The research results of Kendrick (2009) have also stated that
the project initiation stage further verifies project management scopes from the
associated members and different groups of stakeholders. From the perspective of
construction based project management activities, the initiation stage is one of the
major stages wherein range of strategies are developed in accordance with the
business objectives of the organisations (Kendrick, 2009).
Project Planning Stage
According to the Public Procurement Guide (2008), project planning stage
encompasses a link them to the execution phase of the project. A clear view of the
project planning structure and their flow across the different stages has been illustrated
through the following structure.

30
Fig 1.2: Project Planning Development Structure (Public Procurement Guide, 2008)
Project Plan Stage
The project management research study of Simpson (2010) consists of three major
activities ranging from scheduling activities, resource planning to overall cost planning
and managing activities. In the scheduling activities, an appropriate identification of
the tasks to be accomplished along with their appropriate estimation of time of
completion is determined. In the context of planning resources, appropriate
management of the human capital along with required materials and services across
each activity are generally estimated. And in the cost planning process of the project,
the project managers or the authoritative members of any project are liable to develop
an appropriate estimation of costs associated with internal and external
project activities.
In addition, Koskela & Howell (2001) has also stated that despite the process in
scheduling, resource and cost managing activities, the project planning stage also
incorporates a strong focus on planning risk and quality management areas in order
to achieve project success. Additionally, issue management, change and acceptance
plan regarding various uncertainties have also been identified as few of the major
planning processes of a successful project (Koskela & Howell, 2001).

31
Project Executing Stage
With regard to the present doctrine of project management, the Guide to the Project
Management Body of Knowledge (PMBOK Guide) critically explores that the execution
phase of any project determines to explore activities to be performed in the project.
The research investigation study of Shyamala & Kothai (2014) revealed that PMBOK
Guide details that the primary process of project executing is not to distribute project
activities into different sub-processes. The process also includes an effective way of
managing appropriate training and development activities that help members to
effectively perform as per the actual goal and objectives of the project management
activities (Shyamala & Kothai, 2014). The academic research of Kliem & Anderson
(1997) also suggests that the project execution also determines success or failure of
the projects as the activities in this stage involve integrating and managing participants
along with allocating skilled manpower in accordance with the complexities of project
management activities at different levels. In addition, the study outcomes also detail
the significant role of identifying risks or possible constraints along with their
appropriate mitigation processes are also a major set of activities in the project
execution stage (Pooly, 2003; Kliem & Anderson, 1997). Therefore, it is quite evident
that the activities associated with the project execution phase have major significance
on the success of a project.
Project Monitoring and Controlling Stage
From an academic perspective, Khraiwesh (2013) critically explored that the
monitoring and controlling activities in the project management oversees each task as
well as metrics required to make ensure that the project has valid scopes with
appropriate budget and time efficient so that the activities can be performed with
minimum numbers of risks or constraints. In this context, the study findings of

32
Khraiwesh (2013) critically explored that the process of monitoring and controlling in
project management includes making appropriate comparison of the actual
performance with the performance measures planned at the project introductory
stages (Khraiwesh, 2013). Correspondingly, Tom & Paul (2013) have also asserted
that the monitoring and controlling activities are a set of continuous processes
performed by the project management body throughout the entire life-cycle of the
project (Tom & Paul, 2013). According to their observation, it has been identified that
the monitoring and controlling activities are designed with the following key tasks to
achieve consistent success of the project management activities. The tasks associated
with this stage involves
• Verifying scope and changing control mechanism
• Controlling of the scheduling activates of project activities along with resources
• Controlling costs and required time to complete each project activity
• Maintaining adequate control of quality relating to each tasks performed in the
project stages
• Continuous reporting of the performance levels of each project stage
• Controlling and managing appropriate risk handling measures
• Completely reviewing the monitoring and controlling activities performed across
different stages of the project
Source: (Khraiwesh, 2013; Tom & Paul, 2013)
Project Closing Stage
According to Munns & Bjeirmi (1996), the closing stage of the project management is
the final step which significantly aims to evaluate the implementation and results of the
activities of the overall project. The closing phase of the project further involves three
major steps such as evaluation review of the project, administrative closure and post-

33
review of the project. The evaluation review process of the project management is
conducted during the evaluation process in order to identify whether the project
achieved its objective or not. The administrative closure process involves the activities
of finalizing project records and releasing collected and achieved resource elements.
Finally, the post review process of the project management involves assessing of
benefits acquired by the project’s products after being used for a certain period of time
(Munns & Bjeeirmi, 1996).
The research findings obtained by Westland (2007) also reveals that creating a
productive project closure details and reviews about the overall activities that have
been performed throughout different stages in the project. The closure report entails
undertaking a clear overview by implementing assessment of the outcomes revealed
in different stages ranging from the project initiation stage, planning stage,
implementation process and project monitoring and controlling phase. The process of
reviewing outcomes derived from each project stage helps the project managers to
identify different flaws and streamline their skills of managing any types of projects in
future.
In an empirical study conducted Ofori1 by (2013) Ghanaian organizations in which 200
managers were recruited as the sample identified CSFs in the four phases of project
management were identified which are illustrated below are illustrated below in table
1.1:
Phase Success Factors

34
Conceptualizing Clear understanding of project
environment
Effectiveness of consultation
with stakeholders
Competency of project team
Planning Alignment with development priorities
Adequate resource support Effectiveness
of consultation with stakeholders
Implementation Compatibility of regulations for project
management Effectiveness of consultation
with stakeholders
Consistency of support for stakeholders
Closing Adequacy of project closure activities

Effectiveness of consultation with
stakeholders Competency of project team
Table 1.1 Project Critical success factors (Ofori1, 2013)
2.6 CSF Frameworks in Project Management
There are various frameworks propounded by various project management scholars
yet the two widely accepted CSFs framework were given by Kerzner (1987), and
Belassi & Tukel (1996). According to Kerzner (1987), there are six CSFs which are
crucial for accomplishing a successful project. These six CSFs identified by Kerzner

35
(1987), includes ‘corporate understanding of the project management,’ ‘executive
commitment, ‘organizational adaptability,’ ‘project manager selection criteria’ and
‘leadership style’. It can be stated that these CSFs are quite comprehensive in nature
yet very inward and limited to organisation and project member. Other external factors
such as client consultation and client acceptance can be seen to be omitted by Kerzner
(1987).
The research result revealed by Belassi & Tukel (1996) critically examined that there
can be a large numbers of CSFs that determine success or failure of a particular
project. The empirical study of the authors has developed a new framework which had
helped them to critically identify the core aspects that ensure organisations to achieve
project management aims and goals. The framework developed by the authors
includes [project management critical success factors along with helps to identify their
possible impacts on each project stage of the organisations. The following framework
developed by Belassi & Tukel includes seven key characteristics that help to identify
scope and importance of project management critical success factors in a particular
project of the organisations.
Critical Success Factors Possible Impact of Each Factor
Defining Project Goals • Make known of project management commitment
• Realise competence level of the project managers
Determining Project • Improves ownership structure
Management Philosophy • Builds strong vision of each project management
stage
• Enhances decision making capability

across
different project management stages

36
General Support from the • Enables engaging appropriate personnel in project
Management activities
• Increases participation of individuals from different

project levels
Organising and delegating • Helps allocating appropriate individual on their
project managing authority specialised project levels
• Enables reducing possible risks and uncertainties

across different project activities
Selecting competent project • Facilitates to complete project activities within

team
stipulated time and cost
• Streamlines quality of each project activity
• Strengthens performance of each project activity
Allocating appropriate resource • Helps project managers to effectively perform
activities
• Improves cost associated with each project stage
Designing effective project • Increases risk management ability

management controlling
mechanism • Helps developing effective managing tools
• Reduce obstacles in each project stage

37
Planning and reviewing project Provides major assistance to improve quality and
disclosure
managing capability of project management
activities
Improves decision making abilities of the project
managers in future projects of the organisations
Table 1.2: (CSFs propounded by Belassi & Tukel, 1996)
Martin Locke Cleland and Sayles and Baker, Pinto and Morris and
(1976) (1984) King (1983) Chandler Murphy and Slevin Hough
(1971) Fisher (1989) (1987)
(1983)
Define goals Make project Project Project’s Clear goals Top Project
commitment objectives
known summary manager’s managemen
competemnc t support
Select Project Operational Scheduling Goal Technical

project concept commitment uncertainity
organisatio authority of project innovation
nal team
philosophy from top
managemen

38
General Appoint Top Control On-site Personal Politics

manag ment
support competent managemen systems and project recruitment
project t support responsibiliti manager

es
manage
Organize Set up Logistic Monitoring Adequate Technical tasks Community

and and involvement
delegate communica requirement feedback funding
authority
tions and s to
procedure completion
Select Set up Facility Continuing Adequate Client Schedule

project team support involvement project team acceptance duration
control in the project capability urgency
mechanism
(schedules,
etc.)
Select Progress Market Accurate Monitoring and Financial

project team meeting initial cost feedback contract
resource intelligence estimate legal
problems
(who is the
client)
Provide for Project Minimum Communicat Implement

schedule problems
control and start-up ion
difficulties
information
mechanism
Requi
re

39
planning
and review
Executive Planning Troubleshooting

development and control
and training techniques
Manpower Task (vs. Characteristi

and
organisation Social cs of the
orientation)
project team
leader
Acquisition Absence of Power and

bureaucracy
politics
Information Planning Environment

and and control events urgency
communicati techniques
on channel
Project
review

40
Table 1.3 Seven lists of critical success factors (Adapted from Belassi & Tukel, 1996)
2.7 Project Excellence Model and Critical success Factors
According to project excellence model is a framework that is used for evaluating
business excellence. It serves as motivation to organisations and individuals to build
quality improvement initiatives and to display sustainable greater performance in all
facet of the business. Broadly, the excellence model is categorised into two criteria
namely enablers and results. Enablers deal with how the activities and tasks are
performed while results deal with target and achieve. Westerveld (2003) in his study
strived to modify key features of the excellence model to formulate Project Excellence
model. This model is grounded on the conjecture that for managing project
successfully organisations need to concentrate on results areas for project success
criteria and organisational areas for critical success factors. Accordingly, six
components for each area have been identified. Accordingly the result areas
comprises of project results, appreciation client, appreciation project personnel,
appreciation users, appreciation contracting partners, appreciation stakeholders. On
the other hand the organisational area encompasses leadership and team, policy and
strategy, stakeholder management, resources, project management. In addition, the
model rather than identifying single critical success factor, it defines cluster of success
factors (Westerveld, 2003). This project excellence model related to critical success
factor

41
Fig: 1.3 Summary of the research on critical success factors for projects (Westerveld, 2003, p.
414)
2.8 The Project Implementation Profile
The project implementation profile (PIP) methodology was developed by Denis P.
Slevin and Jefferey K Pinto in the year 1987 to assess that factors that have
considerable impact on project success and failure. The PIP methodology is a
collection of critical success factors that helps to determine whether a project succeeds
or fails. Besides, these CSFs also are considered to be useful in measuring the impact
of other interrelated factors on the project success. The PIP framework suggested by
Slevin and Pinto (1987) consists of 10 set of critical factors which are considered to be
crucial for accomplishing a successful project.

42
These ten critical factors as identified by Slevin and Pinto (1987) are illustrated in the
fig 1.1. The 10 CSFs of PIP framework include project schedule plan, client
acceptance, project mission, communication, client consultation, project leader,
monitoring and feedback, personnel, technical task, top management support. It has
been noted that these 10 factors are not only represent the 10 critical success factors
for the success of the project but are also correlated to one another.
Fig 1.4: 10 CSFs included in PIP framework (Slevien & Pinto, 1987 p. 35)
2.9 Conceptual Framework
Considering the various variables that can be categorised as CSFs for project
management, measuring the critical success factors in Kurdi Group can be best
addressed using a conceptual model that constitutes the 10 CSFs of PIP framework
suggested by Slevin and Pinto (1987). A pictorial representation of the conceptual
model generated for this study is illustrated below in fig: 1.5.

43
Fig: 1.5 Conceptual; Framework
2.10 Summary
With due regards to the literature undertaken in this research, there a number of
factors have been identified that usually have major role on the project success. In this
part of the review, the discussion includes critically identifying the major critical
success factors of project management as well as exploring some common CSF
frameworks. The review of literature provides valuable insight regarding the project
and project management. In addition, it shed a light on the project success and critical
success factors in the project management. Nevertheless, a significant gap has been
observed in the project management research with respect to identification of critical
success factors influencing the project success. It has been observed that despite
many researches in this field, the project managers researchers have not been able
to accurately define and identify the CSF influencing the project Success.

44
In this regard, different researchers have identified different set of critical success
factors.

45
Chapter 3: Research Methodology
3.1 Introduction
Since 1960s, project management researchers have identified success factors for
project (Cook-Davies, 2002). Correspondingly, the project management critical
success factors are widely being recognized as project management practices and
processes which leads to successful projects when applied in consistent with the
project objectives and purposes (Fortune and white, 2006). Nevertheless, Ika & et al.
(2012) argued that there is no universal critical success factor that guarantees the
success of all projects. In other words, it has been stated that different projects have
different requirements and the managers responsible for the management of the
projects must implement process according to the specific requirements of the project
rather than relying solely on pre-identified project practices and processes. Various
factors are attributed that causes differences in the project such as project types,
environmental and cultural difference as well as uniqueness in operations. In order to
address this problem and to develop universally accepted CSFs list Slevin and
Pinto(1986,1987) collected data for more than two years and developed a 10 factor
CSFs model that has been used with over 400 projects so far (Kuen, et al.,
2012; Hyvari, 2006; Pinto & Prescott, 1988). As per Moretti (2009) these 10 factor
CSFs model serve as an important tool for testing and measuring he relationship
between project management critical success factors, and project success for different
types of projects and industries (Moretti, 2009). Correspondingly, this study will
examine the relation of project management critical success factors and Kurdi group
project success by using 10-factor CSFs model. In order to achieve the aims of the
current research study a set of methodology has been applied. In this regard, Frey

46
et.al. (1991) noted that methodology in a research as a rational way or a method to
gather relevant data to test hypotheses.
In this chapter, the research methodology applied in this study is identified. Notably,
the research methodology in this study makes use of “research onion” model
suggested by Saunders & et.al. (2009). the research onion model identifies the variety
of options in layers that can be applied by researcher for conducting a research study.
This chapter further provides explanation and justification for the selected research
philosophy, the approach, the research strategy, the time horizon, along with the data
collection and data analysis techniques and procedures. This chapter concludes by
addressing the issue of ethical consideration and research limitations. Finally, a
summarized fact about the chosen methodology is provided in the conclusion section.
3.2 Research Philosophy
Research philosophy is placed at the outermost layer of the research onion and is the
first step any research. The fundamentals of any study significantly relies on defining
the philosophical views that a researcher considers after evaluating the pros and
cons and adopting the most ideal philosophy that portrays how a researcher perceive
the world and how he/she reckon that knowledge is constructed. According to there
are primarily three types of research philosophies that can be applied in a research
study. Correspondingly, the three types of research philosophies that include
positivism, realism, and interpretivism. In this regard, positivism research philosophy
deals with adaptation of the natural scientist and is about framing research strategy
grounded on existing theory to develop hypotheses and then measuring and
confirming these hypotheses. On the other hand, interpretive philosophy considers
beliefs and values as an important element to provide justification for a research
problem (Mkansi & Edwin, 2012).

47
Next, the realism philosophy deals with scientific enquiry. There are two types of
realism philosophy namely direct and critical realism. Direct realism is relates with what
an individual feels see or hear, while critical realism relates with an individual’s
experience with respect to a particular situation (Mkansi & Edwin, 2012).
This study is grounded on the philosophy of positivism. The positivist approach was
selected as this approach is considered to be most suitable than the other two
approaches where as hypotheses are formulated and tested for the correlation,
Correspondingly, this research involves the framing of hypotheses based on Slevin
and Pinto’s (1986, 1987) 10 project management CSFs against the project success of
Kurdi Group and are tested using appropriate statistical tools.
3.3 Research Approach
The next layer of research onion is the research approach. The selection of research
approach significantly relies on the design of a research. There are mainly two types
of research approaches including deductive and inductive. Application of deductive
research approach involves identifying and developing theory or the hypotheses and
then framing research strategy to measure these hypotheses. On the other hand,
inductive approach is vice-versa to deductive approach. Accordingly, application of
inductive research approach involves collection of data to develop theory based on the
critical evaluation of these data. This study follows deductive approach where the
relationship between independent variables and dependent variables are explained
(Yuruk & et. al., 2000).

3.4 Research Strategy
Research strategy is the third layer in the research onion and an important section in
the research methodology. It provides an idea regarding how the research question
will be addressed to derive a valid inference. There are numerous research strategy

48
adopted by researchers in different research studies such as survey, action research,
experiment, grounded theory, ethnography, case study and archival research.
However, before identifying the most suitable research strategy for the current study it
is essential to define and expound the research aim and purpose as its selection is
largely determined by the objectives to be archived from the current study. Saunders
& et.al. (2009) aligned the purpose with the research question and suggested three
types of research namely explanatory, descriptive and exploratory. As mentioned
earlier, this study examines the relationship of project management critical success
factors and Kurdi group project success by using 10-factor CSFs model. This research
is an exploratory study and will use literature search and questionnaire for the
collection of data. An exploratory study has been selected as it facilitates researchers
to alter the direction of the study when new data and insight are gathered (Saunders
et. al. 2009, p. 140; Bryman & Bell, 2011).
Since the study is a mixed research, both case study and survey were employed in
the study. Case study was as it facilitates in acquiring an in-depth understanding about
the complex phenomenon by allowing the researcher to focus on the ‘real-life event’
like organisational and managerial practices. For the case study purpose, data were
assimilated through interview process from the employees in Kurdi Group.
Furthermore, this study involves survey as a strategy to collect data for measuring the
relationship between the independent variable and dependent variable.
According to Saunders & et. al. (2009) survey strategy is the most ideal strategy for
exploratory research. According to Brodens & Abbott (2010), survey is one of the
widely applied research techniques and is generally used to evaluate specific
behaviour, attitude, or perceptions.

49
3.5 Time Horizons
There are generally two types of time horizon used in any type of research namely the
cross sectional and the longitudinal study. The choice of time horizon depends on the
time frame required for the completion of a research study. In this regard, the cross
sectional study is opted for a study when the time factor act as a constraint in the
research and when a particular study is to be accomplished in specified time frame.
On the other hand, longitudinal research is used when the study is conducted for a
long duration and observes certain phenomenon. Moreover cross sectional study is
predominately used in academic research when time act as a major issue and it
primarily used to measure how factors are associated for different organisation and
when the survey are to be conducted for a short duration (Kumar, 2010). This study
is cross-sectional as it aims to measure the relationship between the independent
variables (10 CSFs) and the dependent variables (project success) by conducting a
survey with the stakeholders in the Kurdi Group. Cross sectional is the most ideal way
of collecting the data relevant for measuring the relationship between the independent
variables and the dependent variables.
3.6 Data Collection Technique and Process
Data collection is considered as an integral and an important element of any research
process. Accordingly, it has been stated that researcher can opt for one or multiple
data collection techniques. Saunders & et.al. (2009) in this regard identified and
referred the data collection technique as mono-method and multiple methods. Notably,
multiple methods are related with the application of both quantitative and qualitative
methods. On the other hand, mono methods involves application of one method either
quantitative or qualitative method. This study uses both qualitative and quantitative
method by conducting interview and questionnaire survey. Thus, the study uses mixed
50
methods. Mixed method was selected as it facilitates the researchers to overcome the
challenges impose by the use of any single method including qualitative or
quantitative.
3.6.1 Research Instrument
This research follows multiple method, hence both interview as a qualitative tool and
questionnaire survey as a quantitative tool used to gather data from the respondents.
Correspondingly, using excellence model, semi structured interview was conducted
with Project management professionals in Kurdi Group. Interview as a qualitative data
collection instrument has been chosen as it facilitates in acquiring rich data as well as
enhance the rate of response.
Questionnaire was chosen as the appropriate quantitative instrument for collecting
data as it facilitates researchers to gather information quite easily and the responses
obtained from the questionnaire can also be coded without any problem. The
questionnaire used for collecting the data is derived from PIP framework suggested by
Slevin and Pinto (1987). The questionnaire framed in this study included closeended
questions. The questionnaire was targeted to ascertained fair and honest views of
stakeholders of Kurdi Group with regard to project success in their organization.
Furthermore, the questionnaire was divided into introduction and two main sections.
The first section or section A contains 12 items for measuring the dependent variable
(project success). The second section or section C contains 50 item measures for the
10 independent variables (Project management CSFs), 5 items for each variable.
Both the independent and dependent variables of the instrument are measured on a
7-point Likert-scale (Likert, 1932), from 1 to 7. 1(strongly disagree) and 7 (strongly
agree). The questionnaire was estimated to be completed within 20-25 minutes. The
intention behind this was to reduce the respondent’s time in order to ensure timely
51
completion of the research and to ensure that enough time is available for the
completion of the subsequent chapters.
3.6.2 Research Sample
Sampling in general involves selecting a certain pool or segment from the entire
population for the purpose of gathering data. Sampling is necessary element when
collecting data from the entire population is relatively difficult or impossible to perform.
Besides, sampling technique is useful in any research as the application of sampling
technique saves considerable time and money. For this research study, data relevant
to the study will be collected through questionnaire survey by randomly selecting the
respondents for the study that included “Supervisors, Managers, and Engineers” of
Kurdi Group. The employees from Kurdi Group were selected as the representative
sample to collect data owing to the fact that the targeted participants were associated
with the case company and had substantial expertise in managing and monitoring
several projects in the company for quite a long time.
Convenient sampling technique was used as it is considered as one of the most ideal
sampling technique that provides ease of recruiting the sample. Moreover, this
technique is considered as unbiased technique as every targeted sample has equal
possibility of being selected (Plooy, 2003).
3.6.3 Data Analysis
Data analysis is regarded as the most complex and an important phase in any research
study, as the validity and generalization of data obtained using research instrument
significantly depends on effectiveness of the data analysis and presentation.
According to Singh (2007) data analysis is the process by which researcher’s attempts
to answers to questions and test hypotheses through evaluation and interpretation of

52
data. The primary process involved in the data analysis involves certain process and
procedures including determining issues, ensuring the availability of appropriate data,
selecting methods most suitable testing hypotheses and for answering the questions
framed, applying the methods and examining, summarizing and interpreting the
results.
Data analysis also has a pivotal role with respect to the assessment of data quality by
addressing data quality issues and problems in the survey undertaken to collect data.
To that extent data analysis is ascertained to influence future enhancement of the
survey process. Furthermore, without appropriate data analysis tools it is quite difficult
to generalize results from surveys (Singh, 2007). Correspondingly, in this study all data
obtained from the questionnaire survey were labelled in Microsoft Excel. The data
obtained from the survey questionnaire was analyzed with the CSFs in the PIP. Ten
CSFs were identified and analysed using statistical tools by applying moderated
regression and bivariate correlation. Moderated regression and bivariate correlation in
this study as these statistical tools are recognised as the most suitable methods for
examining and testing the hypotheses.
Various analysis tools are used for the purpose of analysing the qualitative data such
as thematic analysis and content analysis. However, this study uses the thematic
analysis tool to determine the themes relevant to the study and synthesise the data
gathered from the semi-structure interview (Elliott, 2005).
3.7 Research Setting
The study was targeted to Kurdi Group in Jordan from real estate sector. The
employees in the company were contacted as a sample representative for the study.
Face to face interview with the five participants were organised who explained about

53
the questions before proceeding with the interview. The sample selected for the study
included owners, supervisors and managers. To get access to the organisational data,
self-administered questionnaire survey with the 10 employees of the organisation was
conducted.
3.8 Reliability and Validity
As per Saunders & et. al. (2009) the concepts of reliability and validity are often
associated with the quality of quantitative research, but at the same time these
concepts have also been significant matter of discussion in the qualitative research as
well. Furthermore, Saunders et al. (2009) conceptualise reliability as “the extent to
which data collection techniques or analysis procedures will yield consistent findings”
(Saunders et al. 2009 p. 156). On the other the validity is referred as “the extent to
which data collection method or methods accurately measure what they were intended
to measure” (Saunders et al. 2009 p. 157). In this study, validity was addressed by
coherently explaining the concepts that were investigated and by consulting with the
project supervisor who acted as an external auditor. Furthermore, the reliability of the
study was preserved by carefully documenting the interview transcripts and by
maintaining the detail records of the entire project process.
3.9 Ethical Consideration
Saunders & et. al. (2009) noted that notion of ethics has been a matter of discussion
among the research communities over the last few decades. Moreover, it has been
argued that many elements of the research process are critical to ethical consideration
and is thus to be aware of the notion of ethics and the role it plays in conducting
research. As per Saunders et. al. (2009), ethics in conducting research deals with
“appropriateness of your behaviour in relation to the right of those who become the

54
subject of your work, or are affected by it.”According to Denzin & Lincoln (2011) the
concept of ethical consideration is classified into four categories namely informed
consent, deception, privacy and confidentiality, and accuracy. Thus, in this research
study an attempt was made to ensure highest standard of ethical consideration.
Accordingly, in conducting research anonymity of identities of respondents will be
ensured. Furthermore, the data obtained from the respondents will not traceable back
to them or to their organisation. This was achieved by removing the personal
information before data analysis and is performed.
In addition, all the respondents were duly informed about the issue, purpose and goal
of the research study. Moreover, respondents were allowed to withdraw themselves
during any part of their involvement in the research. In order to ensure privacy and
confidentiality of the data obtained from the survey questionnaire, the data thus
obtained were saved in electronic format and were protected using passwords. As far
as aspect of accuracy is concerned was ensured that all the sources of secondary
literature used in this study were cited and acknowledged appropriately in accordance
to the university guidelines.
3.10 Research Limitation
This research study owes certain limitation. First limitation is associated with the
survey questionnaire. In this regard, it can be argued that using survey questionnaire
does not facilitate in recording the emotions and behaviours of respondents. Next
limitation is related with the distribution of questionnaire. Notably, use of email as a
distribution channel might have resulted in reduced motivation among the respondents
to provide honest and accurate response to survey questionnaire. Another major
limitation is associated with semi-structure interview. Since, the study mostly based on
and relies upon the selected interviewees’ knowledge in the region any kind of
55
reluctance from the interviewees to provide accurate information might have reduced
the over validity and reliability of the study. In order to eliminate the limitations to the
research study, efforts were made to keep the questions in the questionnaire simple
to be understood by each respondent. In addition, each employee was duly informed
about the significance of the research study so that they feel motivated to participate
in the survey questionnaire.
3.11 Summary
To summarize, this study is an exploratory study grounded on the philosophy of
positivism. This study employs survey as a strategy to collect data for measuring the
relationship between the independent variable (project management 10 CSFs) and
dependent variable (Kurdi Group project success).
Furthermore, this study follows cross-sectional design as it aims to measure the
relationship between the independent variables and the dependent variables by
conducting a survey with the stakeholder in the Kurdi Group namely owners,
supervisors and managers. This study uses mixed method and thus collected
qualitative data by conducting semi-structure interview and quantitative data by
conducting questionnaire survey. Questionnaire as a suitable research instrument for
collecting data is applied with the intent to gather the responses relevant to the study
from the sample recruited. The questionnaire used for collecting the data was adopted
from PIP framework suggested by Slevin and Pinto (1987). Convenient sampling
technique is employed for the recruitment of sample. The data obtained from the
questionnaire survey were labelled in Microsoft Excel were analyzed and with the
CSFs in the PIP. Statistical tools like moderated regression and bivariate correlation
were applied for testing the relationship between project management 10 CSFs and
project success of Kurdi Group. Sufficient attention was laid on the concept of ethical
56
consideration and attempts will be made to address the element of ethics including
informed consent, deception, privacy and confidentiality, and accuracy.
Chapter 4: Results and Analysis
4.1 Introduction
This research aimed at realising the two broad objectives which included:
• Exploring an empirically verified CSFs list reflecting upon relevant literature for
Kurdi Group to help the Group to improve the performance of its projects
• Measuring the dependent variable (project success) of Kurdi Group In order
to achieve the research objectives mixed method i.e. both qualitative and
quantitative method of data collection were applied. Semi-structure interview as
a qualitative instrument of data collection was applied while survey
questionnaire as a quantitative method of data collection were applied.
Correspondingly, the interviewees for the semi-structure interview included five
employees from Kurdi Group who have been engaged in carrying out projects
in the company. On the other hand, survey questionnaire were directed to ten
respondents which include 10 employees from the Kurdi Group. The analysis
of the data obtained from the semistructure interview and the survey
questionnaire yielded significant insights and understanding about the critical
success factors of Kurdi’s project success and its relationship with the Slevin
and Pinto (1986, 1987) 10 project management critical success factors. The
subsequent section of the study provides the analysis of the data obtained from
both semi-structure interview and the survey questionnaire. In order to have a
precise understanding about the results, the analyses of qualitative and
quantitative data are segregated into two qualitative and quantitative data
analysis.
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4.2 Qualitative Data Analysis
The questions for the interview purpose were based on project excellence model and
face to face interview procedure was adopted to conduct the interview with the
employees of Kurdi Group. The participants for the interview were recruited from
different professional background, which included supervisor, manager and engineers
who were responsible for the implementation and management of the project in Kurdi
Group.
During the interview process, some interviewees who had spend considerable time
working in the organisation imparted comprehensive views while others who were less
familiar about the organisation than other senior employees precisely addressed the
interview questions. The responses obtained from the interviewee were ascertained
to be more focus on external factors and stakeholder management included in ten
organisational areas of the excellence model. The qualitative data obtained from the
interview revealed certain important factors, which have significant implications on the
project success and failure of Kurdi Group. Interview responses were analysed based
on three broad themes determined from the literature review.
Role of Top Management in Project Success
Accordingly, participants strongly emphasised on top management support as a
crucial element, which has considerable impact on the project success of Kurdi Group.
According to the interviewees, the project in which top management exhibited their
support has contributed in project success. On the other hand, when asked about the
factors that has cause project failure in the past projects, the interviewees reported
that in project where management support was minimum, the project ended with
failure. The responses obtained from the interview clearly illustrated that top

58
management support is a strong determinant of project success and failure. Some
relevant comments related to top management role in project success has been
illustrated below.
Interviewee 2 2. In your viewpoint, what did Top management support
the project manager emphasise or
not emphasise that
was particularly
significant in determining
the outcome of the project?
Interviewee 4 4. Would you please describe Failure of top Management

some factors that caused the past
project to be successful?
Interviewee 5 3. Why do you think are the Top management
critical factors that determine the

success or failure of a project?
Interviewee 5 5. Would you please describe There was no top management

some factors that caused past support
project unsuccessful?
Impact of project mission and employees’ training on project success
The participants further reported that project mission is another important factor that
influenced the project success in Kurdi Group. In addition, the analysis of the interview
data revealed that and budget significantly influenced the success of project in Kurdi
Group. The interviewees agreed that availability of manpower is essential factor
behind the success of the project in Kurdi Group. The participants further illustrated

59
that training of members involved in the project is vital for increasing their competency
level since it has a considerable impact on the project success of Kurdi Group.
Appropriate communication among the stakeholders during the project implementation
is further argued by the participants as a major determinant of the project success.
Some comments on impact of project mission, communication and employees’ training
on project success are depicted below in table 1.4:
Interviewee 5. Would you please describe some lack of competencies to

factors that caused past project continue according to the
1 unsuccessful? plan
1. Why do you think the past project The lack of a time plan
was successful or why it was not?
fragmented at intervals to
measure the level of
achievement and
expenses
Interviewee 1. Why do you think the past project Project budget is on target
was successful or why it was not?
2
3. Why do you think are the critical factors Full understanding of

that determine the success or failure of a
project? project mission
Good communication
between stakeholders
Interviewee 1. Why do you think the past project It achieve because it
3 was successful or why it was not? achieved project purpose
Interviewee 6. If you were allocated a project what More importance on

would you do differently for its success?
3 Human resource
More importance for

60
training for
More importance
employee intensive
Table1.4: Comments on Impact of Project Mission, Communication and Employees’ Training on
Project Success
Moderated effect of project coordination and Monitoring and Feedback on
project Success
On further analysis, of the interview data it was ascertained that monitoring the project
work on continuous basis is also an important factor for the success of the project in
Kurdi Group. In addition, the project coordination, planning consultation and
scheduling were further recognised as important factors for the success of the project
in Kurdi Group. Interviewees also argued that project management strategies are
important factors for the project success. Some relevant comments on the influence
of project coordination and Monitoring and Feedback on project
Success are illustrated below in table 1.5:

Interviewee 1 3. Why do you think are the Continuously monitor the work
within a clear plan and goals
success or failure of a project?
Interviewee 2 5. Would you please Planning and long term
describe some factors that strategies
caused past project
unsuccessful?

61
Interviewee 3 5. Would you please Quality, timing good planning
describe some factors that
caused past project
unsuccessful?
Interviewee 4 6. If you were allocated a project Using project management
what would you do strategies
differently for its success?
Interviewee 5 2. In your viewpoint, what did the Emphasise on coordinate
project manager emphasise or between stakeholders
not emphasise
that was particularly significant in

determining the outcome of the
project?
Table: 1.5: Comments on the Influence of Project Coordination and Monitoring and Feedback
on Project Success
Choosing Right Personnel, Client Acceptance and Consultation
The interviewees also agreed that client acceptance to project has also considerable
impact on the project success of Kurdi Group. Regarding client consultation,
understanding the needs of stakeholders is also important determinant of project
success. In addition, the role of personnel involved in the management of project has
also been reported to be imperative factor for the project success. Some comments
on right personnel, client acceptance and consultation depicted below in table 1.6.

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Interviewee 4 3. Why do you think are the Acceptance of end users
success or failure of a
project?
Interviewee 1 6. If you were allocated a project Choosing the right staff and
what would you do fragmentation of tasks and
differently for its success? responsibilities, Workflow control
and pre-prepared plan, Handling
distractions and hire the
appropriate staff
Interviewee 5 6. If you were allocated a project Marketing and customer
what would you do Relationship management
differently for its success? (CRM)
Table: 1.6: Choosing Right Personnel, Client Acceptance and Consultation
4.3 Quantitative Data Analysis
The quantitative data for the research were collected using survey questionnaire. The
questionnaires were carefully prepared based on the PIP framework suggested by
Slevin and Pinto (1987). A self-administered questionnaire survey was conducted in
order to ensure reliability and validity of the data obtained there from. The each set of
questionnaire were given to 10 employees of Kurdi group from different backgrounds.

63
Descriptive Statistics
Table 1.7: Mean, Standard Deviation
The descriptive statistics pertaining to survey items are shown above in the Table
1.7:

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Bivariate Correlation Analysis
Table: 1.8: Bivariate Correlation
The table 1.8 above illustrates the bivariate correlation for the selected independent
variables. Accordingly, the analysis of the correlation between the project mission and
the top management was 0.34 which signifies that these two variables are moderately
correlated. Similarly, correlation between the project mission and project schedule was
0.33 implying that these two variables are moderately correlated with each other.
Again, the correlation between project mission and technical task as well as project
mission and client acceptance was 0.29 respectively. These signify that project
mission is moderately related with both client consultation and client acceptance. With
respect to communication, it has been ascertained that project mission and
communication is also moderately related which was determined to be 0.31. The
analysis of the correlation between the project mission, and the monitoring and
feedback was calculated to be 0.30, which denotes that these two independent
variables are moderately correlated. The lowest correlation was observed between the
project mission (0.28) and the project leader while the highest correlation was
ascertained between the project mission and the personnel (0.51). In addition, the

65
correlation between the project mission and the project success were determined to
be 0.46 which illustrates that project mission and project success are moderately
correlated with each other.
In the similar context, the correlation between the top management support and the
project schedule were ascertained to be 0.56. This signifies that these two
independent variables are highly correlated with each other. The estimation of
correlation between the top management support and the client consultation revealed
these two variables are moderately related with each other. On further analysis, the
correlation between the top management support and technical tasks was observed
to be 0.57 which denotes that these two variables are highly correlated with each other.
A high correlation was also determined between the top management support and the
client acceptance (0.51) as well as between the top management support and the
communication (0.54). The correlation between the top management support and the
monitoring and feedback was 0.23 which implies these two variables are moderately
related to each other. Concerning the correlation between the top management
support and the personnel a high correlation was determined (0.54). The correlation
between the top management support and project success was ascertained to be
highly correlated.
The analysis of the correlation between the project schedule and client consultation
demonstrated that significant correlation between the two variables (0.50).
Furthermore the estimation of the correlation between the project schedule and
technical task illustrated a correlation of 0.55 which signifies a high correlation between
the two variables. Similarly, it was observed that the project schedule is highly
correlated with the client acceptance (0.57). The project schedule and the
communication were further determined to be highly correlated. The estimation of

66
correlation between the project schedules was demonstrated that these two variables
are highly correlated with each other. The correlation between the project schedule
and monitoring and feedback was ascertained to be moderately correlated. The
correlation between the project schedule and the personnel were also determined to
be highly correlated. It was observed from the analysis that project schedule and
project success are highly correlated with each other. The analysis demonstrated that
project schedule and project success are highly correlated to each other.
The correlation between the client consultation and technical tasks was calculated as
0.44 which signifies that these two variables are moderately correlated with each other.
The correlation between the client consultation and the client acceptance was
estimated to be 0.57 which indicates that these two variables are highly correlated to
each other. In the similar context the correlation between the client consultation and
communication was observed to be 0.55 which indicates that these two factors are
highly correlated with each other. On the other hand correlation between the client
consultation and project leader was determined to be moderately correlated with each
other. The correlation between the client consultation and monitoring and feedback
was further calculated to be 0.28 which signifies that these two variables are
moderately correlated with each other. The correlation between the client acceptance
and the personnel were determined as 0.36 which signifies that these two variables
are moderately related with each other. The correlation between the client consultation
and project success was observed to be highly correlated.
The correlation between the technical tasks and client acceptance was determined to
be 0.58 which signifies that these two variables are highly correlated with each other.
The correlation between the technical tasks and communication was ascertained to
be 54 which denote that these two variables are highly related to each other.

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Furthermore, the technical task and project leader was observed to be 0.47 which
denotes that these two variables are moderately related to each other. The estimation
of correlation between the technical tasks and project monitoring and feedback
revealed that these two variables are moderately correlated to each other. In the
similar context, the estimation of correlation between the technical tasks and personnel
was determined to be 0.33 which signifies that these two variables are moderately
related to each other. The correlation between technical task and project success was
further determined to be highly correlated.
The correlation between client acceptance and communication was ascertained to be
0.57 which indicates that these two variables are highly correlated with each other.
Similarly, correlation between the client acceptance and project leader was identified
to be 0.55 which illustrated that these two variables are highly correlated with each
other. The measure of correlation between the client acceptance and monitoring and
feedback demonstrated moderate correlation. The correlation between client
acceptance and personnel was determined to be high. The correlation between the
client acceptance and project success was ascertained to be highly correlated.
The measure of correlation between communication and project leader demonstrated
a high correlation while the correlation between communication and monitoring and
feedback was observed to be moderate. Similarly, a moderate correlation was also
observed between communication and personnel. The correlation between the
communication and project success was determined to be highly correlated.
The correlation between project leaders and monitoring and feedback as well as
between project leader and personnel were observed to be moderate. The estimation
of correlation between the project monitoring and feedback, and personnel was
observed to be high. The correlation between the project monitoring and project

68
success was also ascertained to highly correlate. In the similar context, the correlation
between the personnel and project success was also ascertained to be highly
correlated.
Multiple Regression Analysis
Multiple regression was conducted to analysis the relationship between the

independent variables and the dependent variable. First the simple regression was
performed to draw inference between the independent variables and the dependent
variable. Further t-test was conducted for the simple linear regression. The table 1.8
illustrates summarized result for the simple regression.
Unstandarized Unstandarized Unstandarized Adjusted
Independent cofficient cofficient Beta R2
Variables B std.Error cofficient R2 t p value
Technical tasks 0.50 0.04 0.60 0.36 0.36 12.29 0
Project Leader 0.48 0.04 0.59 0.35 0.34 11.86 0
Project Mission 0.49 0.05 0.46 0.21 0.21 8.5 0
Project schedule 0.41 0.04 0.57 0.33 0.33 11.42 0
Top 0.40 0.04 0.53 0.28 0.28 10.25 0
management
support
Client 0.51 0.04 0.57 0.34 0.34 11.66 0
Acceptence
Client 0.41 0.04 0.5 0.25 0.25 9.43 0
Consultation
Communication 0.44 0.04 0.56 0.31 0.31 11 0
Monitoring and 0.40 0.04 0.52 0.3 0.3 10.3 0
Feedback
Personnel 0.47 0.05 0.53 0.21 0.21 0.8 0
Table 1.9: Simple Regression
Unstandarized Unstandarized Unstandarized
Independent cofficient cofficient Beta p
Variables B std.Error cofficient t value
Technical tasks 0.20 0.5 0.2 3.52 0
Client 0.14 0.05 0.14 2.29 0.02
Acceptence
Project Mission 0.22 0.05 0.22 4.84 0
Top 0.05 0.04 0.05 0.85 0.4
management
support

69
Project schedule 0.12 0.04 0.12 1.98 0.05

Client 0.06 0.04 0.06 1.17 0.25
Coonsultation
Communication 0.07 0.05 0.07 1.17 0.24
Project Leader 0.18 0.05 0.18 3.22 0
Monitoring and 0.06 0.04 0.11 0.8 0
Feedback
Personnel 0.5 0.4 0.06 0.75 0.23
Table 1.10: Standard Regression
From the above presented table, the confidence level has been observed to be 95%
while the P value was observed to be below the significance level. This implies that
each independent variables are positively related to the dependent variables i.e.
project success. After estimating the significance level of the independent variables in
determining the project success, multiple regression was applied for the further
investigation. Standard and stepwise models were selected for exploring the
relationship between the independent variables and the dependent variable. The
assessment of standard regression illustrated that among the 10 independent
variables four variables were significant in determining the project success owing to
the fact that these variables demonstrated lower p value than the significance level.
Unstandari Unstandari Unstandari Chang Cummulat

zed zed zed Beta e in ive
cofficient cofficie cofficien Adjust Adjusted
Independ B nt t p ed R 2 R2
ent std.Erro valu
Variables r t e
Project 0.50 0.04 0.6 12.2 0 0.36 0.36
schedule 9

70
Project 0.33 0.05 0.4 7.24 0

schedule
Project 0.3 0.04 0.37 6.68 0 0.09 0.45
Leader
Project 0.29 0.04 0.34 6.55 0

schedule
Project 0.26 0.04 0.32 6.17 0
Leader
Project 0.29 0.05 0.27 6.03 0 0.07 0.52
Mission
Project 0.22 0.05 0.21 4.72 0

schedule
Project 0.21 0.04 0.24 4.76 0
Leader
Project 0.27 0.05 0.26 5.69 0
Mission
Client 0.19 0.05 0.22 4.06 0 0.03 0.54
Acceptenc
e
Table 1.11: Stepwise Regression
The table 1.10 above demonstrates the results obtained from the assessment of the
stepwise regression model. Correspondingly, the result obtained thus revealed that
among the ten independent variables four variables were significant in determining the
project success. Thus, this result was observed to confirm the result obtained from the
assessment of standard regression. Moreover, the estimation of adjusted R 2 value
illustrated that independent variables and dependent variable are positively related.

71
The Hypotheses Testing
For the purpose of meeting the research objectives 10 hypotheses were frame based
on the Slevin and Pinto (1986, 1987) PIP model. Correspondingly, these hypotheses
were tested against the project success grounded on ‘t’ value obtained from the
analysis of data (refer table 1.1). All the hypotheses that were formulated in the study
were accepted and none of the hypotheses were tested negatively. The subsequent
section presents that result for the 10 hypotheses tested in this study.
H1: Higher the emphasis on project mission, higher is the chances of project
success
The test of this hypothesis confirmed that higher the emphasis on project mission,
higher is the chances of project success
H2: More the support from top management, more is the chances of project
success
The test of this hypothesis confirmed that more the support from top management,
more is the chances of project success
H3: Higher the emphasis on project time and schedule, higher is the chances
of project success
The test of this hypothesis confirmed that higher the emphasis on project time
and schedule, higher is the chances of project success
H4: More the emphasis on consultation, more is chances of project success
H5: More the project personnel understand their roles and responsibility, more
is the chances of project success
The test of this hypothesis confirmed that more the project personnel understand their
roles and responsibility, more is the chances of project success

72
H6: Higher the emphasis on technical aspects, higher is the chances of project
success
The test of this hypothesis confirmed that higher the emphasis on technical
aspects, higher is the chances of project success
H7: More the emphasis on client acceptance, more is the chances of project
success
The test of this hypothesis confirmed that more the emphasis on client acceptance,
more is the chances of project success
H8: More the emphasis on monitoring and feedback, more is the chances of
project success
The test of this hypothesis confirmed that more the emphasis on monitoring the
feedback, more is the chances of project success
H9: More the emphasis on communication, more is the chances of project
success
The test of this hypothesis confirmed that more the emphasis on communication, more
is the chances of project success
H10: Greater the competence level, greater is the chances of project success
The test of this hypothesis confirmed that greater the competence level, greater is the
chances of project success
4. 4 Summary
This chapter provide the analysis and results of the data obtained from the semi
structure interview and the survey questionnaire. The first section of this chapter
provided the analysis the qualitative data. In the similar context the second section
illustrated the result of the bivariate correlation and the multiple regression.

73
Correspondingly, in the last section, the hypotheses framed in the study were tested.
Furthermore, it was observed from the analysis that majority of the respondents included in
the survey questionnaire had 4-6 years working experience in Kurdi Group.
The findings from the analysis of the semi-structure interview revealed that project
mission is the most main determinant of Kurdi’s project success. In addition, the
interview findings revealed that the top management support is another important
factor that has considerable influence on the project success. The results from analysis
of the interview data also facilitates that Other factors such as project time and
schedule, client consultation, project personnel, technical aspects, client acceptance
monitoring and feedback, communication, and competence level were also
determined to have considerable influence on the Kurdi Group’s project success.
Bivariate correlation was performed for each independent variable which postulated
that all the ten independent variables correlated with one another and also with the
project success. Further the highest correlation was measured between the project
leader and the project success (0.59). On the other hand the lowest correlation was
estimated between the client consultation and the project succeeds (0.32).
Furthermore, the standard and stepwise regression models were applied for
examining the relationship between the independent variables and the dependent
variables. The findings from the analysis of the regression demonstrated that four
among the 10 critical success factors are the most significant factors influencing the
project success. These four independent variables were determined as project
schedule plan, client acceptance, and project mission and project leader. Accordingly,
the strongest relationship was observed in the case of project mission, which showed
a standardized β coefficient of 0.25. Project mission was followed by the project leader
having standardized β coefficient of 0.24. In the similar context, Project schedule and

74
Client acceptance demonstrated the beta value of 0.21 and 0.22 respectively. This
measure implies that the above stated four variables are extremely important for
ensuring the project success in Kurdi Group. Furthermore the hypotheses framed for
this study were also tested in this chapter. The test result suggested that all the
hypotheses are positively correlated.

75
Chapter 5: Discussion of the Findings
5.1 Introduction
This chapter provides an interpretation and discussion of the findings obtained in the
previous chapter from the analysis of qualitative and quantitative data in the light of
the literature review.
5.2 Discussion
The CSFs for the Kurdi Group’s project were ascertained to be similar to that of CSFs
identified by Slevin and Pinto (1986, 1987) as illustrated in the literature review and in
the conceptual model for the study. The CSFs that were found to be important for the
project success in Kurdi Group included project mission, top management support,
project time and schedule, client consultation, project personnel, technical aspects,
client acceptance, monitoring and feedback, communication and competence level.
The findings from the analysed of the data revealed that majority of the employees in
the Kurdi group consider top management support as an important determinant of the
project success in their organisation. Similar results were drawn by the researchers
like Locke (1984), Pinto and Slevin (1989), Cleland and King (1983) in their studies in
which the researchers have emphasised the importance of top management for
achieving successful projects.
The participants in the study also agreed that the project was success where the
project mission was clear and definite. This findings of the study strongly relate with
the findings obtained by the researchers such as Belassi & Tukel (1996), Morris and
Hough (1987) and Pinto and Slevin (1989) in their empirical study where they asserted
that a need for clear mission and goals.

76
On further note, the participants within the Kurdi Group also postulated that choosing
talented and skill personnel are critical factor for ensuring the project success.
Correspondingly, the researchers like Belassi & Tukel (1996), Martin (1976) and Pinto
and Slevin (1989), Cleland and King (1983) in their studies have illustrated the similar
findings where they have emphasised on the selection of right project personnel, team
and manpower.
The result from the study also indicated that project schedule, and monitoring and
feedback to have considerable influence on the ability of Kurdi group to achieve project
success. In line with these findings, the review of literature also provides similar
findings. Accordingly, the researchers such as Khraiwesh (2013, Pinto and Slevin
(1989), Locke (1984), Sayles and Chandler (1971) have stressed on project schedule,
and monitoring and feedback.
The further analysis of the data the employees in Kurdi Group reported that client
consultation and client acceptance as tow important factors which have considerably
influenced the project success their organisation. Similar results were reflected in the
studies conducted by Pinto and Slevin (1989). In addition, the majority of participants
reported that components of project life cycle such as planning budget, and
communication also had considerable influence on the project success of Kurdi Group.
Notwithstanding, it has been observed that this findings of the study related to the
results derived in studies by several other project management researchers like Ofori1
(2013), Belassi & Tukel (1996), Locke (1984), Cleland and King (1983), Sayles and
Chandler (1971), Baker, Murphy and Fisher (1983), Pinto and Slevin (1989) and Morris
and Hough (1987) who in their studies have emphasised on factors such accurate

77
initial cost estimate, communication, planning and control techniques, project,
implementation, and closing.
Moreover, the study findings also revealed that CSFs such as project time and
schedule, client consultation, project personnel, technical aspects, client acceptance,
project mission, top management support, monitoring and feedback, communication
and competence level are not only correlated to project success but are also
correlated to one other. This finding of the study has been observed to be in line with
the results derived in the studies by Pinto and Slevin (1989) and Ofori1 (2013).
5.3 Summary
The chapter presented discussion of the CSFs identified from the study and were
linked with the findings derived from the literature review to ensure the reliability and
validity of these findings. The discussion revealed that project mission, top
management support, project time and schedule, client consultation, project
personnel, technical aspects, client acceptance, monitoring and feedback,
communication and competence level as the major factors influencing the project
success in Kurdi Group. In addition, other factors such as the components related to
project life cycle including planning, communication and budgeting and employees
training were also ascertained to be considerable influence on the project success. In
addition, it has been observed from the discussion that CSFs are also correlated with
one another and with project success.

78
Chapter 6: Conclusion and Recommendations
6.1 Introduction
This chapter presents the conclusion derived from the study based on the literature
review findings and findings obtained from the analysis of the data. Furthermore,
recommendation based on findings is provided which has been targeted to Kurdi
Group improvement for project success. In addition, research limitations and
recommendation for future research have been addressed at the end of this chapter.
6.2 Conclusion
Kurdi Group is a leading business company in Jordan established in the year 1990.
The operations of the company mainly deal with providing real estate solutions to its
customers. The major goals of the company are to sustain its business and maintain
its leading position by continuously delivering successful projects. Since, its
establishment the company has undertaken several projects Jordan, Middle East and
beyond. However, the major challenge of the Group is related to its decision making
capacity. Accordingly, it was observed that the Group being a family run business
significantly relies on the owner’s ability to make various decisions related to its
business and is less focused on considering the project management concepts. On
further note, it has also been noted that the Group has been faced with delays in
project delivery coupled with high costs of the project undertaken. In certain
circumstances, difficulties in obtaining project license was also been identified.
Though, the Group has achieved greater competitive advantage over its rivals
particularly in the retail project. It was observed that in order to secure its position as
a leading real estate solution providers, the Group need to implement project
management tools and technique for ensuring the timely completion of the projects as

79
well as to ensure that the project undertaken are completed within the specified costs.
Furthermore, the need for considering the project management concepts has further
been intensified with the increasing numbers of competitors and investors hiring the
services of Project Management. Against this backdrop, the research study was
conducted with the purpose of critically examining the relationship between project
management critical success factors and Kurdi Group project success using 10-factor
CSFs framework suggested by Slevin and Pinto (1986, 1987). PIP framework
consisting of 10 CSFs was used in the study as it is considered as one of the most
reliable predictors of project success and is also extensively used in many others to
predict the project success. The factors considered in this study including the ten
project management critical success factors and Kurdi Group project success
were categorized as independent variables and dependent variable. Correspondingly,
two objectives were formulated to address this research aim. The first objective was
to explore an empirically verified CSFs list reflecting upon relevant literature for Kurdi
Group to help the Group to improve the performance of its projects and second
objective was to measure the dependent variable (project success) of Kurdi Group.
Furthermore in order to complement the research aim and objectives a research
question and hypotheses based on ten CSFs suggested by Slevin and Pinto were
framed and tested.
The methodology applied in this study was derived from “research onion” model
suggested by Saunders & et.al. (2009). Correspondingly, the research is a deductive
study based on the philosophy of positivism. Mixed research approach was considered
to eliminate the possibility of biases. For the data collection purpose primary data
collection technique was used. The primary data were further collected using two
research instrument including semi-structure interview and survey questionnaire. For

80
the interview purpose five employees were selected from Kurdi Group. On the other
hand, ten employees were recruited as sample for collecting questionnaire response.
The data gathered from the questionnaire survey were analysed using bivariate
correlation, and moderated regression analysis.
Furthermore, literature review was conducted for expanding the knowledge base
regarding the critical success factors in the project management. The findings from the
review of literature suggested many critical success factors such as project goals,
support from top management, project organisation, project team, project controlling,
project planning and reviewing, allocation of resource, communication and motivation,
project mission, and project leader among others. In other words, the review of
literature suggested that critical success factors are multi-dimensional and are not
limited to few factors only. Accordingly, the analysis of the data obtained from the
interview illustrated that there are many critical success factors common in the study
and Project Implementation Profile suggested by Slevin and Pinto (1987) which
included project mission, project time and schedule, project leader, top management
support, personnel, technical tasks, client consultation, client acceptance, monitoring
and feedback and communication.
Research Objective 1: Exploring an empirically verified CSFs list reflecting upon
relevant literature for Kurdi Group to help the Group to improve the performance
of its projects
It has also been determined from the study that project success in Kurdi Group is
influenced by many factors and not by any single factor. These factors included project
mission, top management support, project time and schedule, client consultation,
project personnel, technical aspects, client acceptance, monitoring and feedback,
communication and competence level. Besides, CSFs, other factors such as project

81
planning budget and training of the employees engaged in managing the project were
also identified to influence the Kurdi Group’s project Success.
Research Objective 2: Measuring the dependent variable (project success) of
Kurdi Group
The findings from the study also confirmed that Slevin and Pinto (1986, 1987) 10
project management critical success factors are correlated with one another and also
with project success in Kurdi Group. With respect to independent and dependent
variables highest correlation was ascertained between the project leader and the
project success in Kurdi Group. On the other hand, the measure of correlation revealed
lowest correlation between the project mission and Kurdi Group project success. In
addition, out of ten independent variables, four variables were identified to be strongly
related to the project success. More specifically, the four variables including project
time and schedule, project leader, project acceptance and project mission. Notably,
the study revealed that these four variables are the most important factors influencing
the project success
Thus, based on this study, it is concluded that it is essential for Kurdi Group to
understand the critical success factors which have substantial influence on the project
success and implement project management tools and techniques
accordingly for retaining its leading position in the real estate sector of Jordan and
other countries in the Middle East.
6.3 Recommendations
It has been ascertained from the study that Kurdi Group has some issues in its
business operations. At the same time, the Group so far has not been able to take the
advantage of project management tools and techniques. In addition, the findings also
revealed that there are certain critical factors which are essential for Kurdi Group to

82
take into consideration in order to retain its leading position in the context of Jordan’s
real estate sector. Accordingly, based on the literature review and the analysis of the
data, recommendations have been provided in the subsequent
section.
The study presented that there are several critical success factors that have
considerable impact on the project success. The Group should exert its effort to
address these success factors in the most comprehensive manner. Though it is quite
challenging for the Group to focus on all the critical success factors yet few factors are
ascertained to be extremely important for the success of its project. In this regards, the
four critical success factors including project leader, project mission, and project time
and schedule and client acceptance are ascertained to be crucial factors for project
success. Correspondingly, the owners in the Kurdi Group should clearly define the
project missions and visions. A coherent project missions and visions will provide a
direction for the members engaged in the accomplishment of the project goals and
objectives. The project mission aligned with the organisational strategies are further
ascertained significantly contribute towards the project success. Next, the Group
should lay substantial attention and spend time on project schedule and planning prior
to the commencement of the project. It will facilitate the
Kurdi Group to eliminate the wastage of time which it can use in other areas. The
effective project scheduling and planning will also enable the Group to the timely
completion of each tasks assigned to the project team members and will eventually
result in completion of project within the specified budget. Client acceptance is another
important factor to be considered by the Kurdi Group. The Group should ensure that
adequate documentation of the project is performed and the clients are imparted with
substantial information about the project. It will generate greater acceptance of the

83
project by the clients and will ultimately result in project success. Similarly, it is
essential for the Kurdi Group that leaders assigned with the task of managing projects
are skilled and are competent enough to deal with the project challenges in more
effective manner. The skilled and competent project leaders will enable the Group to
ensure that the various tasks necessary for the accomplishment of the successful
project are in line with the project schedule and plan. Furthermore, it will also contribute
towards attaining the wholehearted support of the employees. Finally, the group
should not only focussed on the above stated four critical factors but other factors such
as personnel, top management support, client acceptance, technical tasks,
communication and monitoring and feedback are also vital factors for the Group to
consider for accomplishing the successful project.
6.4 Limitations
This research although is of immensely useful for academicians, business unit and
project management professionals but it also has certain limitations. First, the study
was limited to Kurdi Group only thus the application of its findings in other organisation
might not be as effective as in the case of Kurdi Group. Secondly, the sample recruited
for the study was quite low which might have limited the reliability of the findings. Thus,
it can be argued better and more reliable could have been drawn by expanding the
study to broader industry base and by recruiting more participants for the survey.
Again, the employees’ perceptions towards the project success might have further
influence the inferences drawn in the study. However, none of the above listed
limitations impaired the quality of this research study as there was minor difference
between this study and the study conducted by Slevin and Pinto.

84
6.5 Recommendations for Future Research
The context of this study is limited to Kurdi Group of Jordan only and thus the result
and the analysis was performed on this particular domain only. Besides, the sample
size for the survey was limited to 10 respondents only which might have influence the
findings derived from this study. Thus it is recommended to conduct this research in
different countries considering the broader industry base and with more sample size.
The detail investigation in this field will facilitate in drawing more insights and
understanding about the critical success factors and project success.
Reflective Report
This past summer’s lesson was probably one of the most memorable and informative
experience that I ever enjoyed as a student. Along with my MSc (Project Management)
class at the University I was offered with an opportunity to research and write
dissertation. I was very excited yet in the beginning I have some doubts in mind. Along
with other students I had to select a topic for writing up my dissertation.
I had selected “The Critical Success Factors of Success Project: Case Study Kurdi
Group in Jordan” as a topic for conducting my research work keeping the time frame
and effort required in mind for the completion of the project. In fact, I wanted to

85
research on this topic because I wanted my work at least to serve some broader
purpose than merely attaining my MSc (Project Management). Particularly, I had been
intrigued by the concepts of critical success factors in the project management and I
wanted to explore what exactly are the factors that lead to project success in an
organization like Kurdi Group. Thus, I decided to use 10CSFs suggested by
Slevin and Pinto’s (1986, 1987) to explore an empirically verified CSFs lists. The major
reason behind the implementation of 10 CSFs suggested by Slevin and Pinto’s (1986,
1987) and not other was its widespread use by the modern organisation undertaking
various projects.
Prior to the completion of the dissertation, I had very little knowledge and skills
regarding the secondary research. Nevertheless, during the course of writing the
dissertation, I experienced considerable improvement with respect to my secondary
research knowledge and skills. It is a known fact that the 21st century is an era where
information and ability of companies to analyse it plays a considerable role in attaining
competitive advantage. Thus, it cannot be denied that the secondary research skills
that I developed while producing this dissertation would undoubtedly contribute
towards my career progression in the years to come. More specifically, the analyses
of the secondary data facilitated in improving my skills related to two major aspects
including prioritising the secondary data and the critical analysis of secondary data.
Since there are plenty of information available in books, journals, articles and websites,
it is not possible to analyse all data. Hence, the study facilitated in enhancing my
knowledge regarding extracting the most relevant data for the analysis and evaluation
purpose. Another important insight gain from the study is to be view the data from the
critical mindset. It can be acknowledged that before engaging in this project, I used to

86
accept almost everything written and discussed in the books but after taking up this
project, it has substantially changed by view point.
Apart from the secondary research skills, the study also facilitated in enhancing by
skills related to primary research. It was a unique experience for me to engage in
research involving the use of primary data for the purpose of data collection and
analysis. Through this study, knowledge regarding the different types of the research
methods including qualitative and quantitative methods has been acquired.
Furthermore, it was an unprecedented experience to conduct interviews and survey
through semi-structured interview questions and questionnaires. In addition, it was
indeed a great experience to evaluate the advantages and disadvantages of the
alternative methods and approach related research methodology. At the same time,
before engaging to this project, I was unaware of the concept of ethics in research and
its importance while conducting a study. This study resulted in clarifying my doubts
about the ethics in research and reason why it should be considered.
On professional level, the experience that I derived from this study immensely
benefitted me improving my skills related to time management. In particular, carrying
out a research requires effective planning and management of time, across different
stages of the project. Hence, the skills and knowledge that I have gained from this
study with respect to time management would enable me to carry other similar projects
in the more organised and with a stipulated time frame.
Since I laid considerable attention on research method, it facilitated me to proceed
ahead effectively with determining the research findings without any hindrances.
Through this research, was able to develop some interesting findings related to CSFs
in project management. Though the findings that obtained from the study were quite

87
similar to the findings obtained by other researchers in the project management, but
eliminated my doubts regarding what factors are more important for ensuring project
success. The analysis of the interview data and survey questionnaire reflected that
project mission, top management support, project time and schedule, client
consultation, project personnel, technical aspects, client acceptance, monitoring and
feedback, communication and competence level as suggested by by Slevin and
Pinto’s (1986, 1987) are important factors influencing the project success. Besides,
the components involved in the project life cycle such as planning, budgeting and
communication were also ascertained to moderately influence the project success.
With the help of statistical tools like bivariate correlation and multiple regression I was
able to draw relationship between the independent variables and the dependent
variable. The analysis of the relationship between the independent variables and
dependent variables revealed that the CSFs such as project mission, top
management support, project time and schedule, client consultation, project
personnel, technical aspects, client acceptance, monitoring and feedback,
communication and competence level are not only correlated to project success but
are also correlated one another. All in all, the findings derived from the study did not
upset expectations and thus facilitated in drawing reliable recommendations for Kurdi
Group to improve the performance of its projects.
To sum up, the study though was challenging task for me yet very knowledgeable and
fruitful for me. It significantly facilitated in enhancing my confidence level to undertake
such project in the most effective manner. Thus, I am looking ahead to undertake
similar research on more sophisticated topic and issue in future to further improve my
knowledge and skills on the subject and also to assess skills that I have developed
through this study.

88
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Appendices
Appendix 1: Semi Structure Interview Questions and Transcript
Semi Structure Interview
1. Why do you think the past project was successful or why it was not?
2. In your viewpoint, what did the project manager emphasise or not emphasise
that was particularly significant in determining the outcome of the project?

96
3. Why do you think are the critical factors that determine the success or failure of
a project?
4. Would you please describe some factors that caused the past project to be
successful?
5. Would you please describe some factors that caused past project
unsuccessful?
6. If you were allocated a project what would you do differently for its success?

97
Sample Interview Transcript

98
Factor Strongly Neutral Strongly
Agree Agree
PART 1: Please tick (√) for the most appropriate answer.
Project Performance 1 2 3 4 5 6 7
(Please provide your assessment for the

past projects by responding to the
following Questions)
1 The past projects have come on
schedule
2 The past projects have come on budget
3 The past projects were used by its
intended client
4 The past projects have directly
benefited the intended users
5 These projects were the most suitable

choice among the set of alternatives
6 Key clients were directly affected by the

projects

99
I was satisfied with the process applied

for the completion of the project
8 The project that has been developed
has been able to meet the
predetermined goals
9 The projects were readily accepted by
its intended users.
1 The projects have led directly to
0 improvement in performance of the
clients
1 The projects have a positive impact on

the end users of the same
1
1 The results of this project represents

definite improvement
2

100
PART 2: Please tick (√) for the most appropriate answer.
Agree Agree
1. Project Mission 1 2 3 4 5 6 7
1 The objectives of the organization were

in line with the general goals of the
clients organization
2 The objectives of the project
transparent and well communicated to

the users
3 The project outcome benefitted the

clients parent company
4 Stakeholders were enthusiast about the

chances for accomplishment of this
project

101
Individuals associated with the project
were well aware useful consequences
to the client’s organization
Agree Agree
2. Top Management support 1 2 3 4 5 6 7
1 Top management was quick to respond

to our requests for supplementary
resources, when needed
2 Top management shared responsibility

with the project team for ensuring the
project success
3 I agreed with the top management on

the level authority granted and
responsibility assigned to me for this
project
4 Top management supportive in crisis
situation
5 Top management supported our
decisions concerning the project

102
Agree Agree
3. Project schedule Plan 1 2 3 4 5 6 7
1 Personnel were aware about slack time

or slack resources that could be utilized
in other areas during crisis
2 There was detailed plan for the
completion of the project
3 There was a detailed budget for the
project
4 Key personnel were specified in the

project plan
5 Contingency plans were framed in case

the project was off schedule or
specified budget

103
Agree Agree
4. Client Consultation 1 2 3 4 5 6 7
1 The clients were given the flexibility to
provide input in the project
development
2 The clients were regularly updated about

the project’s progress
3 The value project was discussed with the

clients
4 The clients were included in the
discussion regarding limitations of the

project
5 The client communicated whether or

not their input was included into the
project plan.
Agree Agree
5. Technical Task 1 2 3 4 5 6 7
1 Project tasks were managed effectively

104
2 All personnel including technical team

involved in project were competent
3 The technology applied in the project

worked well.
4 The appropriate technology was selected

according to the project requirements
5 The people implementing the technical

aspects ahs substantial understanding about
their roles
Agree Agree
6. Client Acceptance 1 2 3 4 5 6 7
1 Adequate documentation of the project

were maintained for the clients’ use
2 usefulness of the project were
discussed with the potential clients

105
An simple and comprehensive
presentation of the project was
developed for the clients

4 In situation, when problems or
question arose, clients knew whom to

contact
5 Adequate advance preparation was

done to ensure the delivery of the
projects
Agree Agree
7. Communication 1 2 3 4 5 6 7
1 The results of planning meetings were

distributed to personnel involved in the
projects
2 Suppliers received feedback about the

acceptance or rejection of their input
3 The changes undertaken and the

reasons for the change were shared
with members of the project team

106
The reasons to the changes to existing

procedure or policies were explained to
the members of the project
5 All groups affected by the project were
well aware about whom to
communicate
Agree Agree
8. Project Leader 1 2 3 4 5 6 7
1 Adequate skills were possessed by the
project leader
2 Adequate interpersonal skills were

possessed by the project leader
3 Adequate administrative skills were
possessed by the project leader
4 The project leaders motivated and

guided team members
5 The project leader work towards
maintaining cohesive project team.

107
Agree Agree
9. Personnel 1 2 3 4 5 6 7
1 Personnel involved in the projects
understood their roles and
responsibility
2 Sufficient manpower were involved in

the project
3 The performance of the personnel

involved in the project were evaluated
regularly
4 Job sp0ecification and description each
member in the project were
clarified
5 Adequate training were provided to the

personnel involved in the project
Agree Agree
10. Monitoring and Feedback 1 2 3 4 5 6 7

108
Important aspects in the project were

prudently monitored
2 Regular meetings were conducted to

discuss and obtain feedback
3 The project progress were compared

with the pre-determined schedule and
budget
4 The project progress with all
individuals associated with the
projects
5 During circumstances where changes in

policies were introduced, project
members were consulted

109

110
Sample Response sheet

111

112

113

114

115
Appendix 3: Summary of Hypotheses Test

Critical Hypotheses Findings
Success
factors
project mission H1: Higher the emphasis on project mission, higher is the Confirmed

116
Top H2: More the support from top management, more is the Confirmed
management
support
Project time H3: Higher the emphasis on project time and schedule, Confirmed
and schedule higher is the chances of project success
Client H4: More the emphasis on consultation, more is chances Confirmed

consultation, of project success
Project H5: More the project personnel understand their roles Confirmed
personnel and responsibility, more is the chances of project
success
Technical task H6: Higher the emphasis on technical aspects, higher is Confirmed
the chances of project success
Client H7: More the emphasis on client acceptance, more is the Confirmed
acceptance chances of project success
Monitoring and H8: More the emphasis on monitoring the feedback, Confirmed
feedback more is the chances of project success
communicatio H9: More the emphasis on communication, more is the Confirmed
n chances of project success
Project leader H10: Greater the competence level, greater is the Confirmed

117

118
Appendix 4: Statistical Analysis
Descriptive Statistics
Bivariate Correlation
Simple Regression
Unstandarized Unstandarized Unstandarized Adjusted

Independent cofficient cofficient Beta R2
Variables B std.Error cofficient R2 t p value
Technical tasks 0.50 0.04 0.60 0.36 0.36 12.29 0
Project Leader 0.48 0.04 0.59 0.35 0.34 11.86 0

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Project Mission 0.49 0.05 0.46 0.21 0.21 8.5 0

Project schedule 0.41 0.04 0.57 0.33 0.33 11.42 0
Top 0.40 0.04 0.53 0.28 0.28 10.25 0
management
support
Client 0.51 0.04 0.57 0.34 0.34 11.66 0
Acceptence
Client 0.41 0.04 0.5 0.25 0.25 9.43 0
Consultation
Communication 0.44 0.04 0.56 0.31 0.31 11 0
Monitoring and 0.40 0.04 0.52 0.3 0.3 10.3 0
Feedback
Personnel 0.47 0.05 0.53 0.21 0.21 0.8 0
Standard Regression
Unstandarized Unstandarized Unstandarized

Independent cofficient cofficient Beta p
Variables B std.Error cofficient t value
Technical tasks 0.20 0.5 0.2 3.52 0
Client 0.14 0.05 0.14 2.29 0.02
Acceptence
Project Mission 0.22 0.05 0.22 4.84 0
Top 0.05 0.04 0.05 0.85 0.4
management
support
Project schedule 0.12 0.04 0.12 1.98 0.05
Client 0.06 0.04 0.06 1.17 0.25
Coonsultation
Communication 0.07 0.05 0.07 1.17 0.24
Project Leader 0.18 0.05 0.18 3.22 0
Monitoring and 0.06 0.04 0.11 0.8 0
Feedback
Personnel 0.5 0.4 0.06 0.75 0.23
Stepwise Regression
Unstandari Unstandari Unstandari Chang Cummulat

Independ zed zed zed Beta p e in ive
ent cofficient cofficie cofficien valu Adjust Adjusted
2
Variables B nt t t e ed R R2

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std.Erro
r
Project 0.50 0.04 0.6 12.2 0 0.36 0.36
schedule 9
Project 0.33 0.05 0.4 7.24 0

schedule
Project 0.3 0.04 0.37 6.68 0 0.09 0.45
Leader
Project 0.29 0.04 0.34 6.55 0

schedule
Project 0.26 0.04 0.32 6.17 0
Leader
Project 0.29 0.05 0.27 6.03 0 0.07 0.52
Mission
Project 0.22 0.05 0.21 4.72 0

schedule
Project 0.21 0.04 0.24 4.76 0
Leader
Project 0.27 0.05 0.26 5.69 0
Mission
Client 0.19 0.05 0.22 4.06 0 0.03 0.54
Acceptenc
e

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Appendix 5: The Project Excellence Model
Appendix 6: The Ethical forms
UNIVERSITY OF HERTFORDSHIRE
FORM EC1: APPLICATION FOR ETHICAL APPROVAL OF A STUDY
INVOLVINGHUMAN PARTICIPANTS
(See Guidance Notes)

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Relevant ECDA: OFFICE USE ONLY
Science & Technology
Protocol Number:
stecda@herts.ac.uk
Office Use only Date Received by
Clerk:
Expedited Review
Approved by Reviewer 1 (sign & date) Approved by Reviewer 2 (sign & date)
Further Action: (tick appropriate box and provide details)
Request Further Information Details:
Refer for Substantive Review
Refer for Full review
Reject
Substantive Review

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Further Action: (tick appropriate box and provide details)
Refer for Full review
Reject
Full Review
Reject
CONFIRMATION OF APPROVAL
[To be completed by the Chairman or Vice-Chairman of the relevant ECDA, or by the
Chairman of the University Ethics Committee –(see GN 2.1.4)]
I confirm that this application has been approved by or on behalf of the committee named below.
Name/Sign…………………………………………………………Date……………………..
Name of committee ……………………...

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DECLARATIONS
1 DECL
ARATION BY APPLICANT (See GN 2.1.3)
1.1 I undertake, to the best of my ability, to abide by UPR RE01, ‘Studies Involving the Use of
Human Participants’, in carrying out the study.
1.2 I undertake to explain the nature of the study and all possible risks to potential
participants, to
the extent required to comply with both the letter and the spirit of my replies to the
foregoing questions (including information contained in Appendices 1 & 2).
1.3 Data relating to participants will be handled with great care. No data relating to named or
identifiable participants will be passed on to others without the written consent of the
participants concerned, unless they have already consented to such sharing of data
when they agreed to take part in the study.
1.4 All participants will be informed (a) that they are not obliged to take part in the study,
and (b) that they may withdraw at any time without disadvantage or having to give a
reason.
(NOTE: Where the participant is a minor or is otherwise unable, for any reason, to give full
consent on their own, references here to participants being given an explanation or

information, or being asked to give their consent, are to be understood as referring to
the person giving consent on their behalf. (See Q 19; also GN Pt. 3, and especially 3.6
& 3.7))

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Enter your name here…………HANA ALKURDI…………..Date……8/6/2015………….
2 GROUP APPLICATION
(If you are making this application on behalf of a group of students or staff, please complete this section
as well)
I confirm that I have agreement of the other members of the group to sign this declaration on
their behalf
Enter your name here ……………………………………………………. Date …………………
3 DECLARATION BY SUPERVISOR (see GN 2.1.3)
I confirm that the proposed study has been appropriately vetted within the School in respect of
its aims and methods as a piece of research; that I have discussed this application for Ethics
Committee approval with the applicant and approve its submission; that I accept responsibility

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for guiding the applicant so as to ensure compliance with the terms of the protocol and with any
applicable ethical code(s); and that if there are conditions of the approval, they have been met.
Enter your name here…Angela Bond………………...Date……30/06/2015.…………

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PERMISSIONS
DECLARATION BY APPLICANT (please refer to Question 7 and GN 2.2.1)
Please select ONE of the following statements and delete the rest:
I have yet to obtain permission but I understand that this will be necessary before I
commence my study and that the original copies of the permission letters must be
verified by my supervisor by the time I submit my results (please delete if not
applicable).
Enter your name here ………………HANA ALKURDI………… Date ……8/6/2015…………
Instructions for Applicants
Applicants are advised to read the Guidance Notes before completing this form.
Use of this form is mandatory [see UPR RE01, SS 7.1 to 7.3].

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Approval must be sought and granted before any investigation involving human
participants begins [UPR RE01, S 4.4(iii)].
Abbreviations
GN=Guidance Notes
UPR=University Policies & Regulations
Q=Question
S=Section
SS=Sections
Pt =Part

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PLEASE NOTE:Where alternative answers are offered, put a cross in the appropriate box.
X
For example: YES
Where a “write in” answer is requested, begin in the space provided below the question and continue
as necessary. All questions must be answered. Please answer in BLACK INK.
1. THE STUDY
Q1. Please give the title (or provisional title) of the proposed study. (NB – you will be
asked for further details later)
The relationship of project management critical success factors and project success:
case study Kurdi group in Jordan
2. THE APPLICANT
Q2. Please answer eitherQ2.1orQ2.2 by providing the information requested. Q2.1 should
beanswered by individual applicants, both staff and students, who require protocol approval
forwork which they themselves intend to carry out. Q2.2 should be answered by academic

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staffrequiring approval for standard protocols governing classroom practical work (or
equivalentwork) to be carried out by a specified group of students. (See GN 2.2.2)
Q2.1. Name of applicant/(principal) investigator
……………Hana KURDI…………………………………………………….
Student registration number (or staff number for staff application)
……………14030225……………………………………………………….
Email address
……………hanoush_85@yahoo.com…………………………………….
(in the case of a group application, please list the names, registration numbers and email
addresses of all members of the group, starting with the lead applicant)
Status:
(a) undergraduate
(b) postgraduate (taught/research)
(c) academic staff

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(d) other - please give details here
School/Department:
If application is from member of staff or student NOT based at University of Hertfordshire,

please give the name of the institution:
Name of Programme: MSc Project Management
Module name and module code: 7BSP1192-0909-Dissertation: Information Systems and
Project Management
Name of supervisor: Angela Bond
Supervisor’s contact details (email, extension number): a.bond@herts.ac.uk
Name of Module Leader if applicant is undertaking a taught programme/module: Angela Bond
Name of Programme Tutor: Angela Bond
Q2.2. Class Protocol Applications Only.
(do NOT use this section if you are a group of students undertaking a joint project, instead,
complete Q2.1 and list the names of all students involved in the project, together with
their student registration numbers. It is assumed that just one member of staff will be
responsible for supervision.)

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Name of applicant/(principal) investigator (member of staff)
School/Department
Programme of study or award (e.g. BSc/MA)
Module Title and Code
Year/group to be governed by the protocol
Number of students involved in study per academic year
Programme Tutor (if different from the applicant)
University of Hertfordshire E-mail address

133
Please note: Risk Assessment Form EC5 (or subject specific risk assessment) is
mandatory for all Class Protocol Applications and must accompany this application.

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3. DETAILS OF THE PROPOSED STUDY
Q3.1 Is it likely that your application will require approval by a National Research Ethics Service
(NRES) ethics committee whereby completion of an IRAS form would be required? (See GN
2.2.3)
If you are unsure whether your application should be referred to a National Research Ethics
Service (NRES) ethics committee, please use the NHS decision tool. The ECDA clerks have
the details. Should you receive an indication that it is not necessary to submit your
application to an NRES ethics committee, or if the application is being submitted to NRES by
a collaborating institution, please continue to complete Form EC1.
YES NO
(If YES, please answer 3.2 and 3.3)
(If NO, please continue on to Q4)
Q3.2 Please confirm whether your research involves any of the following:
Exposure to any ionising radiation

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NHS or Social Carepatients
NHS or Social Care staff*
Note, it is not always necessary to refer studies involving this

group of participants to the NRES for approval: students
should consult their supervisor concerning use of NHS
decision tool
Clinical Trial of an Investigational Medical product
Clinical Trial of a Medical Device
Exposure to any ionising radiation
Adults who lack the capacity to consent
Human Tissue (see GN 2.2.3)

136
Q3.3 If your study is considered to be a Clinical Trial of an Investigational Medical

Products(CTIMP)
or Clinical Trial of a Medical Device, please indicate if the study involves any of the
following categories: (See GN 2.2.3)
Children under 5
Pregnant women
A trial taking place overseas
A trial with more than 5,000 participants
If you have answered ‘Yes’ to any of the above questions in (b), you will most probably
require NRES ethics committee approval and a sponsor. You will need to apply for NRES
ethics committee approval using an IRAS form. For University of Hertfordshire sponsorship,
you will need to complete Form SP1, which is obtainable as well as further advice regarding
IRAS from research-sponsorship@herts.ac.uk.
DO NOT complete this form any further butsubmit it to your relevant ECDA now. Please
note, you will be issued with a UH Protocol Number but this will not be valid until you
have sent your relevant ECDA a copy of your NRES ethics committee approval letter
and copy of the synopsis of the study.

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Please give a short synopsis of your proposed study; stating its aims and highlighting where
these aims relate to the use of human participants. (See GN 2.2.4)

Q4.
Please enter details here.
The current study aims to test the relationship between the critical success factors
and project success of Kurdi group projects and to measure the success of Kurdi
group proects by usingthe excellence model, and to provide a confirmed CSF list for
Kurdi group’s future projects.

138
Q5. Please give a brief explanation of the design of the study and the methods and
procedures used, highlighting in particular where these involve the use of human
participants. You should clearly state the nature of the involvement the human
participants will have in your proposed study and the extent of their commitment.
Thus you must complete and attach the Form EC6 (Participant Information Sheet)
(see Appendix 2). Be sure to provide sufficient detail for the Committee to be clear
what is involved in the proposed study, particularly in relation to the human
participants. (See GN2.2.5)
Data will collected by doing semi structured interviews with the owner to gain the
perspectives of Kurdi group stakeholders “Financial manager, project Managers, HR
manager and Engineers manager”about which are the most critical factors from their
perspictive and the level of Kurdi group success. Documentary evidence about the
company context and the projects will also be collected.
Q6.1 Please give the starting date1/7/2015
Q6.2 Please give the finishing date. 3/9/2015
(For meaning of “starting date” and “finishing date”, see GN 2.2.6)

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Q7. Where will the study take place?
Participants are in Jordan, so this is relevant to collecting company documents and
interviewing people from jordan.
Please refer to the Guidance Notes (GN 2.2.1) which set out clearly what permissions are
required;
ensure that you complete the Permissions box near the front of this application form
and indicate in Appendix 2 (last page of this application form) which permissions you
are attaching to the application.
Please enter details here.
written confirmation will be obtained bbefore data collection takes place.

140
Q8. It might be appropriate to conduct a risk assessment of the proposed location for your
study (in respect of hazards/risks affecting both the participants and/or investigators)
– this would be particularly relevant for off-campus locations but please consider
potential hazards oncampus as well (Question 11 also refers). Please use Form EC5
which is an example of a risk assessment OR use a subject specific risk assessment
form provided by your School or Supervisor (See GN 2.2.7 and Section 4 of the
Guidance Notes).
If you do not consider it is necessary to make a risk assessment, please give your
reasons:
There is no risk from this study they are covered by insurance.
Q9.1 Will anyone other than yourself and the participants be present with you when conducting this
study? (See GN 2.2.8)
YES NO

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If YES, please state the relationship between anyone else who is present other than the
applicant and/or participants (e.g. health professional, parent/guardian of the participant)
Q9.2 Will the proposed study be conducted in private? If NOT, what steps will be taken to ensure
confidentiality of the participants’ information. (See GN 2.2.8)
yes
4. HARMS, HAZARDS & RISKS

142
Q10. Will this study involve invasive procedures on the human participants? (See GN 2.2.9)
Yes No
(If YES, please fill out Appendix 1 –Increased Hazards and Risks.
Once this is complete, move on to Q15)
(If NO, answer Q11, Q12, Q13 and Q14)
Q11, Q12, Q13& Q14 - NON INVASIVE STUDIES ONLY
Note: You are advised to read GN2.2.10, 2.2.11, 2.2.12 & 2.2.13 carefully before you
answer the following questions.
Q11. Are there potential hazards to participant(s) and/or investigator(s) from the proposed study?
(See 2.2.10)
YESNO
If YES,
Indicate their nature here.

143
Indicate here what precautions will be taken to avoid or minimise any adverse effects.

144
Q12. Will or could the study cause discomfort or distress of a mental or emotional character to
participantsand/or investigator(s)? (See GN2.2.11)
0
YES NO
If YES, Indicate its nature here.
Indicate here what precautions will be taken to avoid or minimise such adverseeffects.
Q13. Will or could medical or other aftercare and/or support be needed by participants and/or
investigator(s) as a result of the study?(See GN 2.2.12)

145
YES NO
Q14
Please describe in appropriate detail what you would do should the adverse effects or events
which you believe could arise from your study, and which you have mentioned in your replies

146
to the previous questions, occur.
(See UPR RE01, S 2.3 (ii) and GN 2.2.13)
5. ABOUT YOUR PARTICIPANTS

147
Q15. Please give a brief description of the kind of people you hope/intend tohave as participants,
for instance, a sample of the general population, University students, people affected by a
particular medical condition, children within a given age group, employees of a particular firm,
people who support a particular political party, and state whether there are any upper or lower
age restrictions.
Stakeholders of kurdi group in Jordan who are involved with implementation and
management of Kurdi group projects
The owner of the group Mr.Obaid project
manager of each project- 6 projects
Financial Manager of kurdi group
Humman resource manager

Investment manager
architecture office
Q16. Please state herethe maximum number of participants you hope will participate in your study.

148
Please indicate the maximum numbers of participants for each method of data collection.
Interview with (the owner of the group
Mr.Obaid ) Simi structured interviews with:
project manager of each project- 6 projects
Financial Manager of kurdi group
Humman resource manager
Investment manager
architecture office
Total : 11 participants
Q17. By completing this form, you are indicating that you are reasonably sure thatyou will
be
successful in obtaining the number of participants which you hope/intend to recruit.
Please outline here your recruitment (sampling) method and how you will advertise
your study. (See GN 2.2.14)
I will arrange an appointment with the participents in the work place, and i will tell thim
about the purpose of the dissertation and to make recommendations for Kurdi group,

149
and i can be fairly confident that they will be willing to participate because i have a
good relationship with the participents

150
6.CONFIDENTIALITY AND CONSENT
[For guidance on issues relating to consent, see GN 2.2.15 &Pt. 3.]
Q18. Is it intended to seek informedconsent from the participants?
YES
NO
(See UPR RE01, S 2.3 & 2.4 and GN 3.1)
If YES, please attach a copy of the Consent Form to be used (See Form EC3 & EC4 for
reference and GN 3.2), or describe here how consent is to be obtained and recorded. The
information you give must be sufficient to enable the Committee to understand exactly what it
is that prospective participants are being asked to agree to.If consent is implicit or to be
provided by someone other than the participant (such as a parent or guardian), please provide
details here.
If NO, please explain why it is considered unnecessary or impossible or otherwise
inappropriate to seek informed consent.

151
Q19.If the participant is a minor (under 18 years of age), or is otherwise unable for any reason to give full
consent on their own, state here whose consent will be obtained and how? (See especiallyGN 3.6&3.7)
No participant under 18 years old
Q20. Are personal data of any sort (such as name, age, gender, occupation, contact details or images) to be
obtained from or in respect of any participant? (See GN 2.2.16) (You will be required to adhere to the
arrangements declared in this application concerning confidentiality of data and its storage. The Participant
Information Sheet (EC6 or equivalent) must explain the arrangements clearly.)
YES NO

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If YES,
Give details here of personal data to be gathered, and indicate how it will be stored.
I will ensure the participants’ identities will not be stured or published and I will code
the participants before storuing data on them.
State here what steps will be taken to prevent or regulate access to personal data beyond the

153
immediate investigative team, as indicated in the Participant Information Sheet?
The information will be kept on a password protected pc and hard copy information stored
securely, e.g. in a locked drawer.
Indicate here what assurances will be given to participants about the security of, and access
to, personal data, as indicated in the Participant Information Sheet.
I WII tell the participents that the information will be kept on a password
protected pc and hard copy information stored securely, e.g. in a locked drawer.

154
State here, as far as you are able to do so, how long personal data collected during the study
will be retained, and what arrangements have been made for its secure storage, as indicated in
the Participant Information Sheet.
six months after the study.
Q21. Is it intended (or possible) that data might be used beyond the present study? (See
GN 2.2.16)
YES NO
If YES, please give here an indication of the kind of further use that is intended (or which may
be possible).

155
The data analysis and findings and recommendations will be part of my study.
There shouldn’t be any need to re-use the data (e.g. for another research
study)
If NO, will the data be kept for a set period and then destroyed under secure conditions?
YES NO
If NO, please explain here why not.
Q22. If your study involves work with children and/or vulnerable adults you will require a satisfactory
Disclosure and Barring Service (DBS) Disclosure. (See GN 2.2.17)Please indicate as
appropriate:
(a) DBS Disclosure not required

156
(b) DBS Disclosure required and obtained
Please do not embed your DBS Disclosure within the (paper) application documentation.
It is recognised that the DBS Disclosure is a confidential document: If a satisfactory DBS
Disclosure is required, a copy of this must be forwardedto the ECDA Clerks for review by
the Chairman of the relevant ECDA who will note this on a Register which will be kept in
a secure place. (Note: only the relevant ECDA Clerk and Chairman will see this
document.)
Declaration of Disclosure and Barring Service disclosure
Please state the date on which your most recent DBS Disclosure was obtained
…………………….
I declare that I have received NO convictions, cautions, reprimands or final warnings or

driving offences resulting in a criminal conviction and that I am not involved with ongoing
police investigations since my most recent DBS screening.
I understand that ethics approval is given on the understanding that the three-year validity of
my most recent DBS Disclosure will cover the period in which this study will be conducted
and that, as a student, I will renew the declaration I make within the School in which I am
registered on an annual basis.
I also understand that it is my responsibility to inform the ECDA as soon as a conviction or
investigation arise during the period of the study to be conducted.

157
Enter your name here …………………………………………….. Date
…………………………………
7. REWARDS
Q23.1 Are you receiving any financial or other reward connected with this study? (See UPR
RE01, 2.3)
YES NO
If YES, give details here.

158
Q23.2 Are participants going to receive any financial or other reward connected with the
study?
(Please note that the University does not allow participants to be given financial
inducement (See UPR RE01, 2.3.))
YES NO

159
Q23.3 Will anybody else (including any other members of the investigative team) receive
any
financial or other reward connected with this study?
YES NO

160
8. OTHER RELEVANT MATTERS

161
Q24. Enter here anything else you want to say in support of your application, or which you believe
may assist the Committee in reaching its decision.

162
APPENDIX 1 – INCREASED HAZARDS AND RISKS
This section is to be completed if youranswer to Q10affirms the USE OF INVASIVE PROCEDURES in
your study.
Note: You are advised to read GN 2.2.10, 2.2.11, 2.2.12, 2.2.13 & 2.2.18carefully before you answer
the following questions.

163
QA1.Please give detailsof the procedures to be used (e.g. injection of a substance,insertion of a
catheter, taking of a blood or saliva sample), and any harm, discomfort or distress that their use
may cause to participants and/or investigator(s). (See GN 2.2.10)
Indicate here what precautions will be taken to avoid or minimise any adverseeffects.

164
QA2. Will the study involve the administration of any substance(s)? (See GN 2.2.10)
YES NO
If YES,
Give details here of the substance(s), the dose or amount to be given, likely
effects(including
duration) and any potential hazards to participant(s) and/or investigator(s).
Indicate here what precautions will be taken to avoid or minimise any adverse effects.

165
QA3. Are there any potential hazards to participant(s) and/or investigator(s) arising from the use of
the proposed invasive procedures? (See GN 2.2.10)
YES NO
If YES,
Indicate their nature here.

166
Indicate here what precautions will be taken to avoid or minimise any adverseeffects.
QA4.Will or could the study cause discomfort or distress of a mental or emotional character to
participantsand/or investigator(s)? (See GN 2.2.11)
YES NO
If YES,
Indicate its nature here

167
Indicate here what precautions will be taken to avoid or minimise such adverseeffects.

168
QA5. Medical or other aftercare and/or support must be made available for participants and/or
investigator(s)who require it where invasive procedures have been used in the study. Please detail
what aftercare and/or support will be available and in what circumstances it is intended to be used.
(See UPR RE01, S 2.3 (ii) and GN 2.2.12)
QA6.1 Please state here previous experience (and/or any relevant training) of the supervisor
(oracademic member of staff applying for a standard protocol) of investigations

involvinghazards, risks, discomfort or distress as specified. (See GN 2.2.13)
QA6.2 Please describe in appropriate detail what you would do should the adverse effects or events which
you believe could arise from your study, and which you have mentioned in your replies to the previous
questions, occur.

169
Please revert to Q15.

170
APPENDIX 2 – DOCUMENTS TO BE ATTACHED
Please indicate below which documents are attached to this application:
1 Permission to access groups of participants from student body
2 Permission to use University premises beyond areas of Schools
3 Permission from the off-campus location to be used to carry out this study
4 Risk assessment(s) in respect of hazards/risks affecting both the participants and

investigator(s)(Q8 and Q11)
5 Copy of Consent Form (See Form EC3 & Form EC4)(Q18)
6 Copy of Form EC6 (Participant Information Sheet)(Q5)
7 Disclosure and Barring Service disclosure
8 A copy of the proposed questionnaire and/or interview schedule (if appropriate for
this study). For unstructured methods, please provide details of the subject
areas that will be covered and any boundaries that have been agreed with your
Supervisor.
9 Any other relevant documents, such as a debrief, meeting report.

171
ETHICS COMMITTEE FOR STUDIES INVOLVING THE USE OF HUMAN PARTICIPANTS
(‘ETHICS COMMITTEE’)
FORM EC3
CONSENT FORM FOR STUDIES INVOLVING HUMAN PARTICIPANTS
I, the undersigned [please give your name here, in BLOCK CAPITALS]
..................................................................................................................
of [please give contact details here, sufficient to enable the investigator to get in touch with you, such as
a postal or email address]
....................................................................................................................
hereby freely agree to take part in the study entitled [insert name of study here]
The relationship of project management critical success factors and project success:
a case study of the Kurdi group projects in Jordan
1 I confirm that I have been given a Participant Information Sheet (a copy of which is attached to
this form) giving particulars of the study, including its aim(s), methods and design, the names and

172
contact details of key people and, as appropriate, the risks and potential benefits, and any plans for
follow-up studies that might involve further approaches to participants. I have been given details of
my involvement in the study. I have been told that in the event of any significant change to the aim(s)
or design of the study I will be informed, and asked to renew my consent to participate in it.
2 I have been assured that I may withdraw from the study at any time without disadvantage or
having to give a reason.
3 In giving my consent to participate in this study, I understand that voice, video or photo-
recording will take place.
4 I have been told how information relating to me (data obtained in the course of the study, and
data provided by me about myself) will be handled: how it will be kept secure, who will have access to
it, and how it will or may be used.
5 I understand that if there is any revelation of unlawful activity or any indication of non-medical
circumstances that would or has put others at risk, the University may refer the matter to the
appropriate authorities.
6 I have been told that I may at some time in the future be contacted again in connection with this
or another study.
Signature of participant……….........................…………..…Date…………....…………….

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Signature of (principal) investigator……HANAK……………Date…8/6/2015....……
Name of (principal) investigator [in BLOCK CAPITALS please]
……………………HANA KURDI...………………………………………………………


174
FORM EC6: PARTICIPANT INFORMATION SHEET
Title of study
The relationship between project management critical success factors and project success: a
case study of Kurdi group projects in Jordan
Introduction
You are being invited to take part in a study. Before you decide whether to do so, it is
important that you understand the research that is being done and what your involvement will
include. Please take the time to read the following information carefully and discuss it with
others if you wish. Do not hesitate to ask us anything that is not clear or for any further
information you would like to help you make your decision. Please do take your time to
decide whether or not you wish to take part.
http://sitem.herts.ac.uk/secreg/upr/RE01.htm
Thank you for reading this.

175
What is the purpose of this study?
Discovering an empirically verified list of critical success factors for Kurdi group, in
order to help Kurdi group to improve the performance of its projects.
Do I have to take part?
It is completely up to you whether or not you decide to take part in this study. If you do
decide to take part you will be given this information sheet to keep and be asked to sign a
consent form. Agreeing to join the study does not mean that you have to complete it. You
are free to withdraw at any stage without giving a reason. A decision to withdraw at any
time, or a decision not to take part at all, will not affect any treatment/care that you may
receive (should this be relevant).
Are there any ages or other restrictions that may prevent me from participating?
Only those over 18 years of age can take part in this study
How long will my part in the study take?
20 – 30 minutes to spend on being interviewed

176
What will happen to me if I take part?
The first thing to happen will be
Arranging or taking part in an interview. respondents will not complete this form but their
participation is voluntary, their implied consent and how much it time it should take to
complete the questionnaire in a short paragraph at the start of the survey.
What are the possible disadvantages, risks or side effects of taking part?
There should be no disadvantages other that the time it takes to complete the interview.
What are the possible benefits of taking part?
There are no direct benefits in taking part but they will be helping with my Master’s
dissertation and the recommendations may benefit the company’s project management.
How will my taking part in this study be kept confidential?
Not collecting personal data and coding participants’ identity.
What will happen to the data collected within this study?

177
I will use it and to analyze it to answer the question of the dissertation and make
recommendations for kurdi group
Who has reviewed this study?
This study has been reviewed by:
The University of Hertfordshire Science and Technology Ethics Committee with Delegated
Authority
The UH protocol number is <enter>
Who can I contact if I have any questions?
If you would like further information or would like to discuss any details personally, please get
in touch with me, in writing, by phone or by email
Phone number: 0044790303225
Email: hanoush_85@yahoo.com or hanak@kurdigroup.jo

178
Although we hope it is not the case, if you have any complaints or concerns about any
aspect of the way you have been approached or treated during the course of this
study, please write to the University’s Secretary and Registrar.
Thank you very much for reading this information and giving consideration to taking
part in this study.

179

FORM EC6: PARTICIPANT INFORMATION SHEET
Title of study
The relationship between project management critical success factors and project success: a
case study of Kurdi group projects in Jordan
Introduction
You are being invited to take part in a study. Before you decide whether to do so, it is
important that you understand the research that is being done and what your involvement will
include. Please take the time to read the following information carefully and discuss it with
others if you wish. Do not hesitate to ask us anything that is not clear or for any further
information you would like to help you make your decision. Please do take your time to
decide whether or not you wish to take part.
http://sitem.herts.ac.uk/secreg/upr/RE01.htm

180
Thank you for reading this.
What is the purpose of this study?
Discovering an empirically verified list of critical success factors for Kurdi group, in
order to help Kurdi group to improve the performance of its projects.
Do I have to take part?
It is completely up to you whether or not you decide to take part in this study. If you do
decide to take part you will be given this information sheet to keep and be asked to sign a
consent form. Agreeing to join the study does not mean that you have to complete it. You
are free to withdraw at any stage without giving a reason. A decision to withdraw at any
time, or a decision not to take part at all, will not affect any treatment/care that you may
receive (should this be relevant).
Are there any ages or other restrictions that may prevent me from participating?
Only those over 18 years of age can take part in this study
How long will my part in the study take?
20 – 30 minutes to spend on being interviewed

181
What will happen to me if I take part?
The first thing to happen will be
Arranging or taking part in an interview. respondents will not complete this form but their
participation is voluntary, their implied consent and how much it time it should take to
complete the questionnaire in a short paragraph at the start of the survey.
What are the possible disadvantages, risks or side effects of taking part?
There should be no disadvantages other that the time it takes to complete the interview.
What are the possible benefits of taking part?
There are no direct benefits in taking part but they will be helping with my Master’s
dissertation and the recommendations may benefit the company’s project management.
How will my taking part in this study be kept confidential?
Not collecting personal data and coding participants’ identity.
What will happen to the data collected within this study?

182
I will use it and to analyze it to answer the question of the dissertation and make
recommendations for kurdi group
Who has reviewed this study?
This study has been reviewed by:
The University of Hertfordshire Science and Technology Ethics Committee with Delegated
Authority
The UH protocol number is <enter>
Who can I contact if I have any questions?
If you would like further information or would like to discuss any details personally, please get
in touch with me, in writing, by phone or by email
Phone number: 0044790303225
Email: hanoush_85@yahoo.com or hanak@kurdigroup.jo

183
Although we hope it is not the case, if you have any complaints or concerns about any
aspect of the way you have been approached or treated during the course of this
study, please write to the University’s Secretary and Registrar.
Thank you very much for reading this information and giving consideration to taking
part in this study.

184
FORM EC7 – PROTOCOL MONITORING FORM
Ethics Committee with Delegated Authority (ECDA)

………………………………………..
…………Hana Alkurdi………………
Name of Principal Investigator
…………14030255…………………..
Student/Staff ID
…… MSc Project Management ….

Programme of Study or Module Name
Title of study The relationship of project management

critical success factors and project success: case study Kurdi group in Jordan…
UH Protocol Approval Number ……cBUS/PG/UH/00997…………….
Date ………1/9/2015……………………….

185
Has data collection for this project been completed? YES/NO
If NO, please explain why:
yes
If an extension is required, a Form EC2 will need to be completed and submitted.
Have any of the participants within the study experienced or reported any of the following: (if
you answer YES to any of these, you must provide the details)
Physical reaction/harm YES/NO - NO
Mental/emotional harm YES/NO - NO
Intrusion of privacy YES/NO - NO
Breach of confidentiality YES/NO - NO
Did the UH Protocol Approval you were originally sent include any conditions, for example
permission letter to be evidenced, supervisor to approve interview schedule prior to data
collection? YES/NO – YES Permission letter
If YES, please include any documents and/or information with this form.

186
DECLARATION (overleaf)

187
DECLARATION
Staff applicants
Declaration by staff applicants:
I confirm that I have followed the approved Protocol for this study and, where appropriate,
the relevant code(s) and/or practice(s) that apply
Signed (staff) ………………………………………….………..
Date ………………………………………………………………
…………………………………………………………………………………………………
…………………………….
Student applicants
Declaration by student applicants:
I confirm that I have followed the approved Protocol for this study and, where appropriate,
the relevant code(s) and/or practice(s)that apply

188
Signed (student) ……Hana Kurdi………………………………………….
Date ……………………1/9/2015…………………………………………
Declaration by supervisor:
As far as I can ascertain, the above student has followed the approved Protocol for this
study and, where appropriate, the relevant code(s) and/or practice(s)that apply
Signed (Supervisor) ……………………………………………
Please print name: ………………………………………….….
Date ……………………………………………………………….
This completed form, together with any relevant documents (where applicable) must be returned to the relevant ECDA
(ssahecda@herts.ac.ukstecda@herts.ac.ukhhsecda@herts.ac.uk ) when you submit your project/dissertation. Failure to
submit this Form may result in a breach of the University’s regulations (UPR RE01, ‘Studies Involving Human Participants’,
refers)

189

190
Appendix 7: Permission letter

Final Dissertation 2015 2 PDF

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1

Programme: MSc Project Management Dissertation

Student Number: 14030225

Student’s Family Name : Alkurdi

Students Given Name(S): Hana

Supervisor: Ms Angela Bond

Dissertation Module Leader: Ms Angela Bond

I have submitted a version of this dissertation on StudyNet

until electronic submission is confirmed.)

Ethics number (for primary research only): ......Cbus/PG/UH/00997.....

First Copy to Supervisor Second Copy to internal

Only one copy handed in:

Agreed Submission Date:

“University of Hertfordshire Dissertation (2015)”

University of Hertfordshire Business School

MSc Project Management

Author: Hana Alkurdi

Student Number: 14030225

Supervisor: Ms Angela Bond

Submission Date: 3/9/2015

Final Word Count: 16684

Ethics Number (Primary Research Only): Cbus/PG/UH/00997

“University of Hertfordshire Dissertation (2015)”

“University of Hertfordshire Dissertation (2015)”

challenges were identified to hinder its organisational performance like failure to

qualitative data. Measure of dependent variable (project success) of Kurdi Group

might not be as effective as in the case of Kurdi Group.

“University of Hertfordshire Dissertation (2015)”

“University of Hertfordshire Dissertation (2015)”

Chapter 1: Introduction ........................................................................................................................ 12

1.1 Background ............................................................................................................................ 12

1.2 Research Problem .................................................................................................................. 13

1.3 Research Aims and Objectives .............................................................................................. 14

1.3.1 Research Aims ............................................................................................................ 14

1.3.2 Research Objectives .................................................................................................... 15

1.4 Research Question and Hypotheses ....................................................................................... 15

1.4.1 Research Question ...................................................................................................... 15

1.4.2 Research Propositions and Hypotheses ...................................................................... 16

1.5 Overview of Methodology..................................................................................................... 17

1.5 Research Structure ................................................................................................................. 19

Chapter 2: Literature Review............................................................................................................... 20

2.2 Definition and Meaning of Project and Project Management ............................................... 20

2.3 Project Success Definition and Meaning ............................................................................... 21

2.4 Critical Success Factors of Project Management .................................................................. 22

2.6 CSF Frameworks in Project Management ............................................................................. 34

“University of Hertfordshire Dissertation (2015)”

2.7 Project Excellence Model and Critical success Factors ........................................................ 40

2.8 The Project Implementation Profile....................................................................................... 41

2.9 Conceptual Framework .......................................................................................................... 42

2.10 Summary .............................................................................................................................. 43

Chapter 3: Research Methodology ...................................................................................................... 45

3.2 Research Philosophy.............................................................................................................. 46

3.3 Research Approach ................................................................................................................ 47

3.4 Research Strategy .................................................................................................................. 47

3.5 Time Horizons ....................................................................................................................... 49

3.6 Data Collection Technique and Process ................................................................................ 49

3.6.1 Research Instrument.................................................................................................... 50

3.6.2 Research Sample ......................................................................................................... 51

3.6.3 Data Analysis .............................................................................................................. 51

3.7 Research Setting .................................................................................................................... 52

3.8 Reliability and Validity ......................................................................................................... 53

3.9 Ethical Consideration............................................................................................................. 53

3.10 Research Limitation ............................................................................................................. 54