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FACTORS INFLUENCING THE SUCCESS OF PROJECT MANAGEMENT AMONGST MANUFACTURING COMPANIES IN MALAYSIA: A CONCEPTUAL FRAMEWORK

CHAN Wai Kuen, School of Management, Universiti Sains Malaysia, Penang, Malaysia Tel. No.: 04 6577888
Fax No.: 04 6577448

Assoc Prof Dr Suhaiza ZAILANI, School of Management, Universiti Sains Malaysia, Penang, Malaysia Tel. No.: 04 6577888 ext 3952
Fax No.: 04 6577448
Email: shmz@usm.my

Factors Influencing the Success of Project Management amongst Manufacturing Companies in Malaysia: A Conceptual Framework

ABSTRACT

The project management process is complex, usually required extensive and collective attention to a broad aspect of human, budgetary and technical variables. In addition, projects often possess a specialized set of critical success factors in which if addressed and attention given will improve the likelihood of successful implementation. On the other hand if these factors were not taken seriously might lead to the failure of the project management. As projects are being used widely in the manufacturing industry, it is therefore, vital to identify factors that contribute to the successful implementation of project and to identify the factors’ relative importance as the project journeyed throughout its life cycle. This paper, therefore, identifies what are the influencing factors for the success of the project, particularly in the Malaysian context. Being a conceptual paper, this paper provides a framework that identifies the factors for the project success. The framework is expected to be tested empirically using data from manufacturing firms in Malaysia.

INTRODUCTION

The manufacturing sector has been the engine of the growth of the Malaysian economy for the past 30 decades. This is seen by the steady growth of new investments and re-investments by multinational corporations (MNC) particularly in the electrical and electronic sector as well as local companies. As of the statistics published by the Department of Statistics Malaysia in the first quarter of 2006, the manufacturing sector contributes the highest export value which estimated to RM25.5 billion as of first quarter of 2006. Large-scale engineering and construction projects have traditionally dominated the subject of project management and implementation. According to Pinto (1986), the project management process is complex, usually required extensive and collective attention to a broad aspect of human, budgetary and technical variables. In addition, projects often possess a specialized set of critical success factors in which if addressed and attention given will improve the likelihood of successful implementation. On the other hand if these factors were not taken seriously might lead to the failure of the project management.

RESEARCH PROBLEM

The use and management of projects has risen to a new prominence, with projects seen as critical to economic in both the private and public sectors. The reason behind the expansion of project-based work typically arise due to the new challenging environment and opportunities brought about by technological developments, the shifting boundaries of knowledge, dynamic market conditions, changes in environmental regulations, the drive towards shorter product life cycles, increased customer involvement and the increased scope and complexity of interorganizational relationships (Bredillet, 2005).

Business today is operating under high level of uncertainty, projects implementation are open to all sorts of external influence, unexpected events, ever growing requirements, changing constraints and fluctuating resource flows. This clearly shows that if projects are applied and steps are not taken in order to manage them effectively and efficiently, the chance of failure is high. In 1994 the Standish Group, a renowned market research and advisory firm in the United States reported that only 9 percent of projects in...
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