|Institution:||University of Technology, Sydney|
|Full text PDF:||http://hdl.handle.net/10453/30351|
Modern project management is a highly regarded approach for delivering successful projects. However, despite applying project management principles, the rate of success in projects is still below expectations. This major fact motivates the research on project success in many sub-areas of interest, such as the financial side of project success or the human resource aspect. The research in each area of interest reveals distinct results that fill a distinct knowledge gap. This thesis therefore sets out to explore project success from the perspective of the project context and in particular, in respect of national crises as a context for project management. National crises, such as wars, natural disasters and economic crises are increasing in number, frequency and severity worldwide. These crises are unique contexts and they induce the emergence of new dynamics and abnormal challenges that affect projects. Seeking project success in such contexts is different from seeking it in peaceful situations. However, existing literature in the project success field does not clearly show the distinction between the two different contexts or how to achieve success in the context of national crises. To tackle the topic of project success during national crises, this thesis applies the qualitative research method on multiple sets of data. The main approach of this thesis is one of multiple case studies, and several interviews, archival documents, video data and expert discussions have provided rich sources of data. Qualitative content analysis was the main analysis method used to extract the results of this research. As a result of the ambiguity that exists in the definition of project success, this thesis provides a framework to clarify and define project success itself. The concept of managing projects during national crises is developed, and the thesis then provides its core: the success strategies employed during national crises and the model that links them to common success factors. The thesis concludes by highlighting the contributions and implication this research has made, such as the new model and framework that can guide practitioners to deliver projects successfully during national crises, the enhancement of the theory through the provision of new concepts, and suggestions for further research.