CRITICAL SUCCESS FACTORS FACILITATING THE PROPAGATION OF DEMONSTRATOR PROJECTS
Received: 05th September 2022; Revised: 20th November 2022, 03rd December 2022; Accepted: 28th December 2022
DOI:
https://doi.org/10.20319/socv4.3144Keywords:
Cluster Analysis, Critical Success Factors, Demonstrator Projects, ManagementAbstract
The idea and practice of Demonstrator Projects have been used increasingly over the last 20 years; however, the process of demonstration and the unique characteristics of these projects do not feature prominently in the literature. This paper aims to define Demonstrator Projects, investigate their nature, and explore what factors exist to support or hinder them to demonstrate and propagate their findings. It enhances this knowledge in two main analytical stages, based on the questionnaire survey of Demonstrator Projects. Firstly, a Principal Component Analysis is performed to identify critical factors that impact the success in demonstrating. Secondly, a cluster analysis is undertaken on the factors to classify Demonstrator Projects and to identify specific factors supporting or hindering their performance. The analysis emphasizes the importance of a clear communication plan that is sufficiently resourced and supported by the top management. The clusters developed generalities of behaviors to argue why some Demonstrator Projects are more successful than others. Implications for policymakers to shape opportunities for future Demonstrator Projects are then discussed in terms of managing the performance of Demonstrator Projects through tailored success evaluation strategies.
References
Belassi, W., & Tukel, O. I. (1996). A new framework for determining critical success/failure factors in projects. International Journal of Project Management, 14(3). https://doi.org/10.1016/0263-7863(95)00064-X
Ciric Lalic, D., Lalic, B., Delić, M., Gracanin, D., & Stefanovic, D. (2022). How project management approach impact project success? From traditional to agile. International Journal of Managing Projects in Business, 15(3). https://doi.org/10.1108/IJMPB-04-2021-0108
Collis, B., & Vingerhoets, J. (1996). Evaluating trans-national tele-learning demonstrator projects: Design and methodology. Innovations in Education and Teaching International, 33(3). https://doi.org/10.1080/1355800960330311
Csiszárik-Kocsir, A., & Varga, J., (2019). The Importance and Fulfillment ofthe Success Criteria in Projects Implemented by Small and Medium-Sized Enterprises. PEOPLE: International Journal of Social Sciences, 4(3), 834-844. https://doi.org/10.20319/pijss.2019.43.834844
Durmic, N. (2020). Factors influencing project success: A qualitative research. TEM Journal, 9(3). https://doi.org/10.18421/TEM93-24
Durrant, A. C., Vines, J., Wallace, J., & Yee, J. (2015). Developing a dialogical platform for disseminating research through design. Constructivist Foundations, 11(1).
Fajarwati, I. & Suyanto, A. (2019). Student Mobility: Factors for Choosing Indonesia as a Study Abroad Destination. PEOPLE: International Journal of Social Sciences, 5(3),514-530. https://doi.org/10.20319/pijss.2019.53.514530
Gray, C. and Bowman, N. (2003) A review of the use of demonstration projects to achieve widespread adoption of innovative practices. Innovative Developments in Architecture, Engineering and Construction. Millpress Science Publishers, Rotterdam, pp. 489-501. ISBN 9789059660083
Gupta, R., & Zahiri, S. (2020). Meta-study of smart and local energy system demonstrators in the UK: Technologies, leadership and user engagement. IOP Conference Series: Earth and Environmental Science, 588(2). https://doi.org/10.1088/1755-1315/588/2/022049
Huizinga, K., & de Bree, M. (2021). Exploring the Risk of Goal Displacement in Regulatory Enforcement Agencies: A Goal-Ambiguity Approach. Public Performance and Management Review, 44(4). https://doi.org/10.1080/15309576.2021.1881801
Jinasena, D. N., Spanaki, K., Papadopoulos, T., & Balta, M. E. (2020). Success and Failure Retrospectives of FinTech Projects: A Case Study Approach. Information Systems Frontiers. https://doi.org/10.1007/s10796-020-10079-4
Jonas, D. (2010). Empowering project portfolio managers: How management involvement impacts project portfolio management performance. International Journal of Project Management, 28(8). https://doi.org/10.1016/j.ijproman.2010.07.002
Montequin, V. R., Cousillas, S. M., Alvarez, V., & Villanueva, J. (2016). Success Factors and Failure Causes in Projects: Analysis of Cluster Patterns Using Self-Organizing Maps. Procedia Computer Science, 100. https://doi.org/10.1016/j.procs.2016.09.180
Netto, J., & Raju, V. (2017). Significance of Project Management Skills and Balancing of Managerial Conflicts between Project Stakeholders. PEOPLE: International Journal of Social Sciences, 3(2), 1470-1486. https://doi.org/10.20319/pijss.2017.32.14701486
Pandremmenou, H., Sirakoulis, K., & Blanas, N. (2013). Success Factors in the Management of Investment Projects: A Case Study in the Region of Thessaly. Procedia - Social and Behavioral Sciences, 74. https://doi.org/10.1016/j.sbspro.2013.03.032
Schmidt, R. N., Cleland, D. I., & King, W. R. (1969). Systems Analysis and Project Management. Administrative Science Quarterly, 14(4). https://doi.org/10.2307/2391604
Smith, W. (2004). The misrepresentation of use in technology demonstrations. Lecture Notes in Computer Science, 3101. https://doi.org/10.1007/978-3-540-27795-8_43
Spanos, Y. E., Vonortas, N. S., & Voudouris, I. (2015). Antecedents of innovation impacts in publicly funded collaborative R&D projects. Technovation, 36. https://doi.org/10.1016/j.technovation.2014.07.010