Success Criteria

The need to determine the critical success factors (CSFs) and success criteria (SC) would serve as keys to an effective and efficient project delivery and performance to achieve project success. This paper analyzed the CSFs and SC through the application of Pareto Analysis and Analytic Hierarchy Process using a validated questionnaire as a basis in developing a framework for structural works of a mixed-use building construction project through the determination of priority CSFs and most recognized SC. Based on the results, the study found twenty-six CSFs associated with structural works of building project delivery using meta-analysis. The top six CSFs were established as the vital few or the 20 percent after performing Pareto Analysis. Utilizing a validated questionnaire, experts evaluated CSFs through the fundamental scale of the Analytic Hierarchy Process which revealed the ranking of most prioritized CSFs such as Teamwork and Communication, Training and Education, Personnel, Project Mission, Top Management Commitment, and Client Focus, respectively. Furthermore, the study determined the five most recognized SC with the highest frequency on existing literature such as Client/Customer Satisfaction, Cost-Budget, Time-Schedule, Quality-Performance, and Other Stakeholder's Satisfaction. With this, a framework has been developed based on priority CSFs and recognized SC that can be used by construction project participants during the structural phase and may serve as a guide to achieve the utmost objective of all construction projects which is success.

Research on projects and their success have pondered on many dimensions related to the management of projects in various sectors and the resultant outcomes. Project success studies concentrated on management systems in place for projects as well as the benefits realized due to projects and programs. Project success in the perspective of various stakeholders differs from each other and this is largely due to the success criteria each consider while evaluating/ judging the success of projects. This study is a pilot that tries to capture the preferences of workforce related to success criteria for projectsin their respective work areas.

The need to determine the critical success factors (CSFs) and success criteria (SC) would serve as keys to an effective and efficient project delivery and performance to achieve project success. This paper analyzed the CSFs and SC through the application of Pareto Analysis and Analytic Hierarchy Process using a validated questionnaire as a basis in developing a framework for structural works of a mixed-use building construction project through the determination of priority CSFs and most recognized SC. Based on the results, the study found twenty-six CSFs associated with structural works of building project delivery using meta-analysis. The top six CSFs were established as the vital few or the 20 percent after performing Pareto Analysis. Utilizing a validated questionnaire, experts evaluated CSFs through the fundamental scale of the Analytic Hierarchy Process which revealed the ranking of most prioritized CSFs such as Teamwork and Communication, Training and Education, Personnel, Project Mission, Top Management Commitment, and Client Focus, respectively. Furthermore, the study determined the five most recognized SC with the highest frequency on existing literature such as Client/Customer Satisfaction, Cost-Budget, Time-Schedule, Quality-Performance, and Other Stakeholder's Satisfaction. With this, a framework has been developed based on priority CSFs and recognized SC that can be used by construction project participants during the structural phase and may serve as a guide to achieve the utmost objective of all construction projects which is success.

In this study, the Agile software development process is analysed by means of success and failure criteria, and their effects are determined using the partial least squares – structural equation modelling methodology. The study identifies criticial success factors in Agile software development methodology and specifically focuses on indicators to conclude their significance of relationship and impact, so that the possible results are determined, predicted and exterminated in advance.The literature search determined the success indicators of agile projects in a mul ti-dimensional view of factors. Each factor was classified into sub-factors and indicators which helped to obtain a multi-dimensional view of the factors that made them more viable. The answers of the participants were mapped to the detailed criteria and a pplied to the model developed. The results which showed the effects of each sub-criteria mapped to one of the main criteria of the Agile software development process were determined and evaluated.

The need to determine the critical success factors (CSFs) and success criteria (SC) would serve as keys to an effective and efficient project delivery and performance to achieve project success. This paper analyzed the CSFs and SC through the application of Pareto Analysis and Analytic Hierarchy Process using a validated questionnaire as a basis in developing a framework for structural works of a mixed-use building construction project through the determination of priority CSFs and most recognized SC. Based on the results, the study found twenty-six CSFs associated with structural works of building project delivery using meta-analysis. The top six CSFs were established as the vital few or the 20 percent after performing Pareto Analysis. Utilizing a validated questionnaire, experts evaluated CSFs through the fundamental scale of the Analytic Hierarchy Process which revealed the ranking of most prioritized CSFs such as Teamwork and Communication, Training and Education, Personnel, Project Mission, Top Management Commitment, and Client Focus, respectively. Furthermore, the study determined the five most recognized SC with the highest frequency on existing literature such as Client/Customer Satisfaction, Cost-Budget, Time-Schedule, Quality-Performance, and Other Stakeholder's Satisfaction. With this, a framework has been developed based on priority CSFs and recognized SC that can be used by construction project participants during the structural phase and may serve as a guide to achieve the utmost objective of all construction projects which is success.

University-Industry Research Collaboration (UIRC) is an essential, effective and dynamic factor not only for development of social community but also for the development of the nation. Despite the enormous importance of this research collaboration, there have been certain issues still remain in this domain. Several articles have been published to deal with the factors affecting this collaboration and to make the collaboration successful. However, the discussion about the concept of evaluation and its potential application to this collaboration has been excluded from the mainstream literature. In this study, we focused on the evaluation scheme to assess the strength or weaknesses of the collaboration. The contributions of this study are in threefold. First, it recognizes the highly influential constraints, evaluation parameters, success criteria and tangible outcomes of UIRC that are the core demand of the evaluation process. Second, it develops an evaluation model that illustrates the comprehensive review of Malaysian UIRC. Third, it provides a robust set of evaluation metrics that is responsible to evaluate the strength not only Malaysian UIRC but also any research collaboration between university and industry. This evaluation metrics can be utilized in term of checklist by simply following the set of generated evaluation metrics to check the strength and weaknesses of the collaboration. As far as, we aware of, this is the first time an extensive contribution is attempted in this area of research.

Corporate activities are polluting the environment, degrading bio-systems, reducing biodiversity, over-exploiting natural capital, contributing to global warming, accelerating climate change and damaging the life prospects of future generations. Areas that directors and boards need to urgently consider include recognising the negative impacts of human activity, widening perspectives to include value chains and networks of relationships, understanding environment and climate change risks and switching focus from responding to events and developments to also taking proactive steps to reduce and/or prevent them. Suggested actions include reviewing corporate purpose, questioning objectives, engaging stakeholders, ensuring responsible and sustainable applications of technology, confronting obstacles to change and securing wider involvement and support. Openness, transparency and fair reporting are required in respect of damaging activities that need to be reduced or discontinued. Measures of performance, business cases and justifications for action should take account of negative impacts and externalities such as costs imposed on others, or the loss of natural capital or biodiversity. Redefining business and economic success and determined action could galvanise concerned stakeholders and give them a new sense of meaning and purpose.