Often complex projects are deemed unsuccessful because project managers that do not have the proper training on managing projects and end up mismanage them (Kwak, & Anbari, 2009). As companies realized this, they started to research the various attributes that contributed to project failures, however in many cases the people running the projects were not examined. In the 1990s, certain industries noticed that many project managers needed to be properly trained and since then require that project managers seek professional training before being employed.
To develop project managers in managing projects many technical (engineering) companies have developed ad-hoc instruction to mitigate project failures; however business centric companies are having difficulties deploying instruction (Kwak, & Anbari, 2009). Other companies, including certain branches of the government, now require project managers to become certified through the Project Management Institute (PMI) by obtaining the Project Management Professional (PMP) credential.
Unknowingly companies have been allowing project managers, who are weak in setting up and managing large projects, lead multimillion-dollar projects (Dimick, 2011). As a result, these projects are deemed failures, to mitigate project failures, companies have strategically begun to request that all of their project managers obtain the PMP credential (Dimick, 2011). The problem is there is a lack of project success; and PMPs are said to be better at achieving project success, yet there are no PMP related factors that can be linked to achieving project success (Cerpa, & Verner, 2009; Starkweather, & Stevenson, 2010). In 2008, the Government Accounting Office reported that over $25B had been wasted because 412 information technology (IT) projects were failing and not achieving the project objectives (cost and schedule) (Rosacker, & Rosacker, 2010). The Standish Group conduced similar research on IT projects, the findings show that over 50% of the projects studied were over cost and schedule objectives; and only 16% of the projects were delivered on schedule and within the original cost objectives (Cerpa, & Verner, 2009).
Although research states that PMPs are better at managing projects than non-PMPs the extant literature revealed there is a need to understand the specific factors that contribute most to having successful projects (Starkweather, & Stevenson, 2010). Understanding the specific PMP related factors that are linked to achieving project success will assist companies / government agencies in selecting qualified project managers. Furthermore, it will help reduce the number of project failures (Rosacker, & Rosacker, 2010).
This qualitative grounded theory study focuses on five questions. These questions were aimed at understanding the how and why PMPs are better at achieving project success.
RQ1. How do PMPs engage to ensure project success?
RQ2. Why are PMPs better...