Project management practices impact project success by ensuring that the schedule goal is met, the budget goal is met, team morale is promoted, skill development is enhanced, there is growth of team members, there is retention of team members, functional performance is achieved, technical specifications are achieved, customers’ needs are fulfilled, customers’ problems are solved, customers are satisfied, a new market is created, a new product line is created, a new technology is developed, there is commercial success, and a large market share is created.
The following are empirical studies on the impact of project management practices on project success across the globe.
Influence of agile project management practices on project success: a quantitative study on the construction industry in developing countries in the post-Covid-19 era
This study investigated the impact of agile project management (APM) practices on the success of construction projects in developing countries. The study explored the following objectives: to determine the impact of team collaboration on project success, to find out the mediating role of team collaboration on the relationship between agile management practices and project success, and to examine the moderating role of organizational flexibility on the relationship between agile project management practices and project success (Raza, 2025).
The target population included project managers, project team members, and other project management professionals in the construction industry in developing countries (Bangladesh, Pakistan, Nigeria, Sri Lanka, Nepal, and India). 80 respondents were selected from the target population to take part in this study. Questionnaires were used to collect primary data from respondents. Descriptive statistics were used to analyze descriptive variables of the study. Pearson correlation analysis was used to determine the association between study variables. Linear regression was used to explore the effect of independent variables on the dependent variables. The findings were presented in tables as needed (Raza, 2025).
The findings showed that team collaboration had a positive and significant association with organizational flexibility; agile project management practices had a positive and significant association with team collaboration; and agile project management practices, team collaboration, and organizational flexibility had a positive and significant association with project success (Raza, 2025).
The results of regression analysis showed that use of agile project management practices explained 63.6% variance in project success; use of agile project management practices explained 68.8% variance in team collaboration; team collaboration explained 55.8% variance in project success (Raza, 2025).
Evaluating the impact of project management approaches on project success: a comprehensive analysis of traditional, agile, and hybrid models
This study investigated the effect of traditional, agile, and hybrid management approaches on the success of projects in firms operating in the manufacturing, healthcare, finance, and information technology industries. The main objectives of the study were to establish the effect of traditional, agile, and hybrid management approaches on project success in the target firms; to establish the influence of traditional, agile, and hybrid methodologies on team morale, skill development, and retention in the target firms; to find out the effect of agile and hybrid methodologies on customer satisfaction in the target firms; to explore the effect of agile and hybrid approaches on business outcomes in the target firms; and to determine how agile and hybrid approaches prepare the target firms for future challenges (Haddab, 2024).
The target population included firms operating in the manufacturing, healthcare, finance, and information and technology (IT) sectors. 227 respondents were selected to take part in the study. Data collection was done using a questionnaire. Data analysis was done using descriptive statistics, including frequencies, percentages, mean, and standard deviation. Exploratory Factor Analysis (EFA), K-means clustering, correlation analysis, ANOVA, and regression analysis were also used to analyze the collected data (Haddab, 2024).
The findings revealed that agile and hybrid approaches performed better than traditional methodologies in terms of team dynamics and future preparedness. The results also indicated that there were no significant differences between the three methodologies in terms of business outcomes, customer satisfaction, and project efficiency. In addition, the results demonstrated that project complexity, novelty, and pace mediated the relationship between methodologies and success dimensions. In particular, projects that had higher managerial or technical complexity benefited more from hybrid and agile methodologies because they supported iterative decision-making and decentralized problem-solving. Furthermore, projects characterized by innovativeness were aligned to agile methodologies. Also, the results indicated that time-critical projects were more likely to adopt agile or hybrid approaches that can easily and quickly adapt to unforeseen demands (Haddab, 2024).
Influence of project management practices on performance of projects in Rwanda
This study explored the impact of project management practices on the performance of USAID-sponsored projects in Rubavu District, Rwanda. Specifically, the study examined the impact of project planning, project risk management, and project monitoring and evaluation on the performance of USAID-sponsored projects. The target population included 170 respondents working in the CORE project. Data was collected using a questionnaire and interview guide. Data analysis was done using descriptive statistics and inferential analysis and multiple regression analysis (Iribagiza & Kirabo, 2024).
The findings indicated that risk management plays an important role in enhancing the performance of USAID-sponsored projects in the Rubavu district. The results also showed that project planning plays an important role in promoting performance of the USAID-sponsored projects in the study area. The results of regression analysis indicated that project risk management, project planning, and project monitoring and evaluation explained 67.9% of the variance in the performance of USAID-sponsored projects in the study area (Iribagiza & Kirabo, 2024).
The impact of project management practice on public project success in Jimma Town, Ethiopia
This study explored the effect of project management practices on the performance of public projects located in Jimma Town, Ethiopia. In particular, the study aimed at achieving the following objectives: to establish the effect of project planning on the success of public projects in Jimma town; to find out the effect of project implementation on the success of public projects in Jimma town; to explore the effect of project control on the success of public projects in Jimma town; and to determine the effect of project closure on the success of public projects in Jimma town (Mesera et al., 2024).
The target population included 8 public sector projects undertaken in the town of Jimma, Ethiopia. A sample size of 155 staff members from the target projects participated in the study. Data collection was done using questionnaires. The collected data was analyzed using descriptive statistics (frequency, percentage, mean, and standard deviation). ANOVA, Pearson correlation analysis, and multiple regression analysis models were employed during data processing. The results were presented in relevant tables as required (Mesera et al., 2024).
The results of multiple regression analysis indicated that project management practices employed by the target organizations explained 67.2% variance in project success. The results of correlation analysis revealed the following: project initiation & planning practices had a positive and significant association with project success; the project execution process had a positive and significant impact on project success; monitoring & controlling activities showed a positive and significant association with project success; and lastly, project closure had a positive but weaker association with project success in the targeted organizations (Mesera et al., 2024).
Project management practices and success factors of digital literacy programs in Western Kenya
This study explored the impact of project management practices and success factors of digital literacy programs in Western Kenya. The main objectives of the study included the following: to determine the relationship between project communication management practices and success factors of the digital literacy program in Western Kenya; to find out the relationship between project risk management practices and success factors of the digital literacy program in Western Kenya; to examine the relationship between project stakeholder management and success factors of the digital literacy program in Western Kenya; to explore the relationship between project scope management and success factors of the digital literacy program in Western Kenya; and to determine the moderating effect of project complexity on the relationship between project management practices and success factors of the digital literacy program in the study area (Muluka, 2023).
The target population included 4337 public primary schools and 7 county directors of education from the following counties in Western Kenya: Vihiga, Busia, Migori, Kisii, Kisumu, Bungoma, and Kakamega. 354 respondents were selected from the target population to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics. Pearson correlation analysis was done to determine the correlations between variables under study. In addition, multiple regression analysis was used to examine the effect of independent variables on the dependent variables. The results were presented in suitable tables as shown (Muluka, 2023).
The findings revealed that there is a significant association between communication management and success factors of DLP programs in the study area. It was also observed that there is a significant association between project risk management and success factors of DGL in the study area. The results also showed that there is a significant relationship between project stakeholder management and success factors of the DLP program in the study area. The findings also indicated that project scope management has a significant association with success factors of the DLP program in the study area. Lastly, the findings revealed that project complexity has a moderating effect on the relationship between project management practices and success factors of DLP in the study area (Muluka, 2023).
Impact of project management strategies and project complexity on project success
This study investigated the impact of project management on project success. Specifically, the study explored the following objectives: to determine the effect of project complexity on project success; to find out the effect of project management skills on project success; and to establish the impact of project complexity on the relationship between project management skills and project success. The target population included 345 individuals with project management training and experience. Descriptive statistics (mean, median, mode, standard deviation, range, among others) were used to analyze descriptive variables of the study. Inferential analysis was used to analyze the relationship between the independent variable and the dependent variables. The results were presented using tables (Majeed et al., 2023).
The findings showed that project management competence had a significant impact on project success. Project complexity was also found to have a negative and significant effect on project success. The results also showed that project complexity had no impact on the relationship between project management skills and project success (Majeed et al., 2023).
Influence of project management practices on the performance of projects at Unilever Kenya Limited
This study explored the impact of project management practices on project performance in Unilever Kenya Ltd.. In particular, the study explored the following objectives: to establish the impact of risk management practices on project performance in Unilever Kenya, to find out the effect of project communication practices on project performance in Unilever Kenya, to determine the effect of project stakeholder management practices on project performance in Unilever Kenya, and to evaluate the effect of project leadership styles on project performance in Unilever Kenya (Magagan & Ngugi, 2021).
The target population included all the employees of Unilever Kenya Limited. 60 employees were thus selected to take part in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics and inferential analysis. The findings were presented using tables as required (Magagan & Ngugi, 2021).
The results of the correlation analysis indicated that the study variables were positively correlated with one another. Project risk management, project communication, project leadership, and project stakeholder management were all shown to have a positive and significant association with project performance in Unilever Kenya. The findings of multiple regression analysis showed that 84.9% of the variance in project performance at Unilever Kenya Limited was caused by project risk management, project communication, project leadership, and project stakeholder management (Magagan & Ngugi, 2021).
Exploring the link between project management approach and project success dimensions: a structural model approach
This study explored the impact of agile and traditional project management approaches on project success dimensions in diverse global industries. The study explored the impact of project initiation practices, personnel management practices, client involvement practices, modularity of work, and troubleshooting on project team members, project efficiency, customers/clients, business success, and preparation for the future (Ciric et al., 2020).
The target population included organizations that belonged to the Project Management Institute (PMI) worldwide network. 300 certified project management professionals (specifically, project managers) were selected to participate in the study. These professionals were drawn from Europe, North America, Asia, South America, Australia, and Africa. Data collection was done electronically using a questionnaire. The collected data was analyzed using descriptive statistics and inferential analysis (PLS-SEM method). The findings were presented in tables as deemed fit (Ciric et al., 2020).
The results showed that project initiation and planning had a positive and significant impact on the project team, project efficiency, customer/client satisfaction, and preparation for the future. In addition, personnel management practices were shown to have a positive and significant impact on the project team, customer/client satisfaction, and preparation for the future. Furthermore, client involvement was shown to have a positive and significant impact on the project team and customer/client satisfaction. Modularity of work was found to have a positive and significant impact on the project team and customer/client satisfaction. Lastly, troubleshooting was shown to have a positive and significant impact on customer/client satisfaction and business success (Ciric et al., 2020).
On the other hand, project initiation and planning were found to have an insignificant impact on business success. Personnel management practices were found to have an insignificant impact on project efficiency and business success. Client involvement practices were shown to have an insignificant impact on project efficiency, business success, and preparation for the future. Modularity of work was shown to have an insignificant impact on project efficiency, business success, and preparation for the future. Lastly, troubleshooting was found to have an insignificant impact on the project team, project efficiency, and preparation for the future (Ciric et al., 2020).
A correlational study on project methodology and project success
This study explored the impact of project management methodology on project success in North American industries. In particular, the study pursued the following objectives: to determine the effect of project management methodology on project success in non-technology industries, to find out the effect of project management methodology on project success in technology industries, and to determine the effect of years of experience on project outcomes. The target population included 367 firms operating in the technology and non-technology sectors in North America. Data collection was done using a questionnaire. Data analysis was done using descriptive statistics (frequency, percentage, mean, standard deviation). Pearson correlation analysis was done to find out the association between the variables under study. Multiple linear regression analysis was done to establish the effect of independent variables on the dependent variable. The findings were presented in tables as required (Pace, 2019).
The findings of correlation analysis showed that project management methodology had a positive and significant association with project success for the technology industries. On the other hand, project management methodology was shown to have a weak but significant association with project success in the non-technology industries. The results of the regression analysis model indicated that project management experience does not moderate the association between project management methodology and project success. The results indicated that a 7.9% variance in reported project success was caused by project management methodology (Pace, 2019).
Effect of project management on the performance of selected construction firms in Nigeria
This study explored the impact of project management on project performance in selected construction companies in Nigeria. In particular, the objectives of the study included determining the effect of project management practices on performance in the target firms and establishing the relationship between project quality management and technical success in the target firms. The target population included construction firms located in Abuja. A sample size of 272 respondents was selected from a population of 850 workers to participate in the study. The collected data was analyzed using descriptive statistics (frequency, percentage, mean, and standard deviation) and inferential analysis models (that is, Pearson correlation and regression analysis). The findings were presented in suitable tables as required (Daniel, 2019).
The findings revealed that project management practices adopted by the target firms had a positive and significant association with the performance of the organization. In particular, the regression model showed that project management practices were responsible for 77.3% variance in the performance of the target firms. The results also indicated that project quality management had a positive and significant association with technical success in the target firms. Specifically, the regression model indicated that 74.7% of the variance in technical success of the firm was caused by the project management practices employed by the target firms (Daniel, 2019).
The effect of project management practice on the project success of Bahrain Airport Service Company (BAS)
This study explored the effect of project management practices on project success at Bahrain Airport Services Company. Specifically, the study examined the effect of communication, project risk management, stakeholder management, HR management, lifecycle management process, and leadership & culture on project efficiency, business success, impact on the customer, and impact on the project team. The target population included all the 1700 employees of BAS. A sample size of 314 staff members were selected to participate in the study. Data collection was done using a questionnaire. The collected data was analyzed using descriptive statistics and inferential analysis models. The results of the study were presented in tables as required (Khadija, 2019).
The findings revealed that leadership & culture had a positive and significant impact on project success at BAS. It was also shown that the lifecycle management process had a positive and significant impact on project success in the target company. The results also established that HR management had a positive and significant impact on project success. In addition, it was reported that stakeholder management had a positive and significant impact on project success. Also, the results indicated that project risk management had no significant impact on project success in the target company. Lastly, the results showed that communication had no significant impact on project success in the target company (Khadija, 2019).
The implication of project management practices on project success in Saudi Arabia
The study explored the impact of project management practices on project success in large-scale contracting companies in Saudi Arabia. The specific objectives included determining the current project management practices being used by the target companies and their impact on project success. The target population included large-scale contracting companies in Saudi Arabia. A sample size of 276 grade 1, 2, and 3 large-scale contractors in the study area was selected to participate in the study. Data collection was done using interviews and questionnaires. The collected data was analyzed using descriptive statistics and inferential analysis models such as multivariate analysis of variance, the chi-square test, and the correlation coefficient. The findings were presented in suitable tables as required (Alotaibi, 2019).
The results of multivariate ANOVA showed that project size has a significant effect on project management practices adopted by large-scale contracting firms in Saudi Arabia. The findings of the Chi-square test revealed that project managers’ experience had a positive and significant effect on project management practices. The results of the Pearson correlation coefficient model indicated that project dimensions had a positive and significant effect on project management tools in the target firms. The results of the multivariate analysis of variance showed that all the project management practices had a positive and significant impact on project success in the target firms. Specifically, the study showed that project management practices adopted by a firm explained 36.9% variance in project success (Alotaibi, 2019).
A study of project management applications and influence on successfully completing construction projects
This study explored the impact of project management tools and techniques on project success in ten different nations. The target population included construction projects from ten different countries. The sample size included 142 project managers selected from the identified countries. A questionnaire was used to collect data from the target population. Descriptive statistics were used to analyze the collected data. The findings were presented in suitable tables as needed (Al-Hajj & Zraunig, 2018).
The findings revealed that most project practitioners did not totally utilize available project management tools and techniques. However, the results showed that most project managers implement the available project management methodologies at their disposal. It was also shown that project management tools and techniques adopted directly affected the success of the project. Furthermore, project managers’ competency in utilizing project management tools and techniques was shown to directly affect project deliverables in the target companies (Al-Hajj & Zraunig, 2018).
Effect of project management practices on performance of construction projects in Laikipia County, Kenya
This study explored the impact of project management practices on construction projects in Laikipia County. Specifically, the study sought to determine the effect of project risk, project team, project budget, and project technology on the performance of construction projects in Laikipia. The target population included construction companies in Laikipia County, Kenya. 350 respondents were selected from the target firms to constitute the sample for the study. Data collection was done using questionnaires. Data analysis was done using descriptive statistics (frequencies, percentage, means, and standard deviation). Multiple regression analysis was used to examine the effect of independent variables on the dependent variable. The findings were presented using tables as needed (Kamau & Nyang’au, 2018).
The results indicated that project risk management had a positive significant association with the performance of construction projects in the study area. It was also shown that the project team had a positive and significant correlation with the performance of construction projects in the target firms. Also, the availability of a project budget was shown to have a positive and significant association with the performance of construction projects in the study area. Lastly, project technology and innovation was also shown to have a positive and significant association with project performance in the target construction firms (Kamau & Nyang’au, 2018).
The impact of project management in achieving project success: an empirical study
This study explored the impact of project management on project success in organizations working in the Warangal region, India. Specifically, the study sought to determine the impact of feasibility studies on project success in firms operating in the study area. It also sought to establish the effect of planning activities on project success in the target firms. The study also examined the effect of HR management on project success in the target organizations. The target population included employees from the Warangal region of India. Data was collected using questionnaires. The collected data was analyzed using questionnaires. Descriptive statistics were used to evaluate descriptive variables of the study. Correlation analysis was done to establish the association between the variables under investigation. Regression analysis was used to determine the effect of independent variables on the dependent variable. The results showed that the independent variables, feasibility study, project planning, and HR management all had a positive and significant influence on project success in the target firms (Ramesh, 2018).
The role of project management in achieving project success: an empirical study from local NGOs in Mogadishu, Somalia
This study explored the impact of project management practices on the success of projects undertaken by local NGOs in Mogadishu, Somalia. The study objectives include determining the effect of feasibility studies on the success of local NGOs’ projects in the study area, finding out the effect of project planning activities on the success of local NGOs’ projects in the study area, and examining the effect of HR management on the success of local NGOs’ projects in the study area. The target population included local NGOs operating in Mogadishu, Somalia. A sample size of 100 employees from the target organizations was obtained using the convenient sampling technique. Data collection was done using questionnaires. Data analysis was done using descriptive statistics and inferential analysis models. Correlation analysis was used to establish the association between study variables. Regression analysis was done to determine the effect of project management practices on project success. The findings were presented using appropriate tables (Dahie et al., 2017).
The findings indicated that feasibility studies, planning activities, and HR management all had a positive and significant impact on the performance of projects run by local NGOs in Mogadishu, Somalia (Dahie et al., 2017).
Effect of project management practices on project success in make-to-order manufacturing organizations
This study explored the effect of project management practices on project success in private and public engineering organizations in Pakistan. In particular, the main objectives of the study included determining the effect of project scope management, project communication management, project HR management, project planning, and project stakeholder management on the performance of make-to-order projects in the target engineering firms. The target population included public and private engineering organizations in industrial regions of Rawalpindi and Lahore in Pakistan. Questionnaires were used to collect data from the 125 respondents. The respondents included project management professionals from the top and middle levels of the target firms. Data analysis was done using descriptive statistics and inferential analysis. The findings were presented using tables as required (Fraz et al., 2016).
The findings of the study showed that project scope management had a positive and significant correlation with project success in the target firms. Project human resources management also had a positive and significant impact on project success. The results showed that communications management had a positive and significant association with project success in the target firms. It was also demonstrated that stakeholder management had a positive and significant correlation with project success. Project planning was also shown to have a positive and significant influence on project success in the target firms. The findings also showed that project management practices in the target firms have a positive impact on project success (Fraz et al., 2016).
Project management and its effects on project success: cross-country and cross-industry comparisons
This study investigated the impact of project management on project success in firms operating in diverse industries from three countries, including Chile, Brazil, and Argentina. The study explored the following objectives: the effect of project management training on project success, the effect of national business environment on project success, and the effect of industrial sector on project success in the target industries. The target population included multinationals operating in Argentina, Brazil, and Chile within a period of 3 years. The said multinationals operate in different industries, including transportation, IT, telecommunications, healthcare, energy, oil, gas, safety, maintenance, components, and manufacturing (Carvalho et al., 2015).
This study utilized secondary data about the target firms. Relevant company reports were assessed in order to get information that would help address the research questions raised in this study. The collected data was analyzed using descriptive statistics and bivariate analyses to establish the associations among the variables under study. PLS-PM was used to establish the relationships between study variables. The findings were presented in suitable tables as deemed fit (Carvalho et al., 2015).
The results revealed that national business environments, project complexity, and industry sector had a positive and significant impact on performance measures as operationalized in the study. The findings showed that the country in which a firm operates determines its success. The project management variables of country, sector, and complexity were shown to have no effect on the cost and margin models covered in the study. However, the schedule module was positively impacted by the project management measures of business environment, industry type, and project complexity (Carvalho et al., 2015).
Impact of project management practices on organizational performance of small and medium-sized enterprises: a case of Letan Limited
This study explored the effect of project management practices on the organizational performance of SMEs in Kenya. Specifically, the study explored the effect of project scope management, project cost management, project communication management, and project risk management on the performance of the target SMEs. The target population included 37 staff of Letan Limited (including project leaders, project consultants, and project members). Data collection was done using questionnaires. Data analysis was done using descriptive statistics such as frequency, percentage, mean, and standard deviation. Correlation analysis was used to establish the association among the variables under study. The findings were presented in tables as required (Ollows, 2012).
Correlation analysis results indicated that project scope management had a moderate and positive association with time performance. The findings also revealed that project scope management had a positive and significant association with cost performance. Lastly, project scope management was also shown to have a weak correlation with quality performance (Ollows, 2012).
The results also demonstrated that project cost management had a positive and significant association with time, cost, and quality performances. It was also established that a very weak association exists between project communication and cost, time, and quality dimensions of performance. Furthermore, the findings established that a positive and significant association existed between project risk management and cost, time, and quality dimensions of performance (Ollows, 2012).
Effect of project management on project success
This study explored the impact of project management on the success of projects at Blackstone Construction Company. Specifically, the study addressed the following objectives: to establish the effect of project quality management on project commercial success; to find out the effect of project quality management on projects’ technical success; to determine the effect of project management on client acceptability; to explore the effect of project cost management on project commercial success; to investigate the effect of project cost management on project technical success; and to find out the effect of project cost management on client acceptability (Akewushola et al., 2012).
This was a case study research project that targeted the Blackstone International Civil Works Limited Company located in Lagos, Nigeria. 40 respondents were thus drawn from the middle- and top-level managers of the company due to their experience as market leaders in the construction industry. They included operations managers, engineers, human resource managers, accounts managers, and IT experts. A questionnaire was used to collect data from the respondents. Data analysis was accomplished using descriptive statistics and a Chi-Square distribution model. The findings were presented using suitable tables as needed (Akewushola et al., 2012).
The results showed that project quality management in the target company had a positive and significant association with project business success. It was also demonstrated that project quality in the target company had a positive and significant association with project technical success. Lastly, it was also established that project cost management had a positive and significant association with client acceptability in the target firm (Akewushola et al., 2012).
Citation
Akewushola, R.O., Olateju, O.I., Hammed, O.G. (2012). Effect of project management on project success. Australian Journal of Business and Management Research, 2(3), 1-11.
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Alotaibi, A.B.A. (2019). Project management: the implication of management practices on project success in Saudi Arabia. A Doctorate Thesis submitted to the University of Portsmouth, Saudi Arabia.
Carvalho, M.M., Patah, L.A., and Bido, D.S. (2015). Project management and its effects on project success: cross-country and cross-industry comparisons. International Journal of Project Management.
Ciric, D., Delic, M., Lalic, B., Gracanin, D., and Lolic, T. (2020). Exploring the link between project management approach and project success dimensions: a structural model approach. Advances in Production Engineering and Management, 16(1), 99-111.
Dahie, A.M., Osman, A.A., and Omar, A.A. (2017). The role of project management in achieving project success: an empirical study from local NGOs in Mogadishu, Somalia. Australian Journal of Science and Technology, 1(2).
Daniel, C.O. (2019). Effect of project management on the performance of selected construction firms in Nigeria. Journal of Research in Business and Management, 7(2), 8-13.
Fraz, A., Waris, A., Afzal, S., Jamil, M., Shah, S.T.H., and Sultana, S. (2016). Effect of project management practices on project success in make-to-order manufacturing organizations. Indian Journal of Science and Technology, 9(21).
Haddab, D.M. (2024). Evaluating the impact of project management approaches on project success: a comprehensive analysis of traditional, agile, and hybrid models. Journal of Business and IT.
Iribagiza, A. and Kirabo, J. (2024). Influence of project management practices on performance of projects in Rwanda. International Journal of Entrepreneurship and Project Management, 9(4), 36-54.
Kamau, F.W. and Nyang’au, P.S. (2018). Effect of project management practices on performance of construction projects in Laikipia County, Kenya. International Journal of Recent Research in Social Sciences and Humanities, 5(2), 7-13.
Khadija, J.M. (2019). The effect of project management practices on the project success of Bahrain Airport Services Company (BAS). International Journal of Business and Management Invention, 8(6), 35-40.
Magagan, K.C. and Ngugi, L. (2021). Influence of project management practices on the performance of projects at Unilever Kenya Limited. International Academic Journal of Information Sciences and Project Management, 3(6), 392-418.
Majeed, M.I., Mahmood, R., Som, H.M., and Munir, S. (2023). Impact of project management strategies and project complexity on project success. The 2022 International Conference on Financial Technology and Business Analysis.
Mesera, E., Fikadu, Y., and Ginbare, T. (2024). The impact of project management practice on public project success in Jimma Town, Ethiopia. Journal of Multiperspectives on Accounting Literature, 2(1), 1-17.
Muluka, K.O. (2023). Project management practices and success factors of digital literacy programs in Western Kenya. Unpublished Master’s Thesis submitted to Jomo Kenyatta University of Agriculture and Technology.
Ollows, M. (2012). Impact of project management practices on organizational performance of small and medium-sized enterprises: a case of Letan Limited. Unpublished Master’s Thesis submitted to the University of Nairobi, Kenya.
Pace, M. (2019). A correlation study on project management methodology and project success. Journal of Engineering, Project, and Production Management, 9(2), 56-65.
Ramesh, E., Babu, R., and Rao, P.R. (2019). The impact of project management in achieving project success: an empirical study. International Journal of Mechanical Engineering and Technology, 9(13), 237-247.
Raza, J. (2025). Influence of agile project management practices on project success: a quantitative study on the construction industry in developing countries in the post-COVID-19 era. Unpublished Master’s Thesis in Project Management submitted to VAASA University of Applied Sciences.
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