Article2007

Project management tools and techniques in high‐technology SMEs

102 citations0/0 files storedManagement Research News

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Construction Project Management and Performance Software Engineering Techniques and Practices Economic and Technological Systems Analysis

Abstract

Purpose This paper aims to examine the use of project management practices in small high‐technology firms and to identify what contributes to project success. Design/methodology/approach The results presented in this paper are based on a survey of Irish high‐technology small‐to medium‐sized enterprises (SMEs). A questionnaire was distributed to over 200 organisations via e‐mail and a response rate of 20 per cent was achieved. Findings Results suggest that the existence of a project manager and the use of project planning significantly contribute to project success. Control for projects resides primarily with owner‐managers and achieving quality standards is a significant success criterion. Additionally, having clear goals/objectives and top management support are identified as the most important success factors in the firms surveyed. Research limitations/implications This paper presents the findings of an initial investigation into the management of projects within SMEs. The study has been limited by the number of respondents and also by the use of a survey as a research instrument. Further research to develop a deeper understanding of how projects are managed in SMEs and how project success can be improved would require a more varied research methodology. Practical implications Findings suggest that project management tools and techniques are being used to a limited extent by high‐technology SMEs. Analysis suggests that the employment of a project manager and the implementation of project planning techniques are likely to contribute to the overall success of projects. SMEs also strongly believe that past experiences are a vital factor in implementing effective management procedures and determining future success. Originality/value While most research into the use of project management has concentrated on practices within large firms, there has been a lack of investigation into project management in small firms as addressed by this paper.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 102 citations exist upstream.

References

2002The “real” success factors on projects 1992Successful industrial innovation: critical factors for the 1990s 1996A new framework for determining critical success/failure factors in projects 1996The role of project management in achieving project success 2001Theory and practice in SME performance measurement systems 2002Current practice in project management — an empirical study 2003The Project Excellence Model®: linking success criteria and critical success factors 2005Framing of project critical success factors by a systems model

Cited by

2012Project management in small to medium‐sized enterprises 2017A profession but not a career? Work identity and career satisfaction in project management 2017Linking Team Condition and Team Performance: A Transformational Leadership Approach 2014An exploration of the extent to which project management tools and techniques can be applied across creative industries through a study of their application in the fashion industry in the North East of Scotland 2010Towards assessing the leadership style and quality of transformational leadership

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.