Sustainability and Success Variables in the Project Management Context
PAPE
RS
the project success construct, the variables PS-Team01, PS-Team02, and PS-
Team03 were also indicated by dashed
arrows in the framework with less
weight in the framework due to the fact
that the PS-Team construct was pointed
out in the analysis of the constructs (see
Table 5 and Appendix 2) as having less
weight than the other project success
dimensions.
More in-depth discussion of the
qualitative evaluation of the protocol
validation system given by academic
and practical experts, as recommended
by Creswell and Clark (2006), was fundamental to refining the content and
understanding of the research instrument of the theoretical framework.
Consequently, additional attention was
given to answering questions asked by
the five experts and addressing their
comments regarding the theoretical
framework derived from our literature
review and expert panel.
The analysis in the scenario in
Figure 2 is based on the current importance and shows a succinct and relevant list for project managers, reflecting
the achieved expert consensus in this
panel. We believe this is an important
output of our research because this
framework can be explored in survey-based research geared toward confirmatory studies.
This framework can be also used
as an assessment tool for practitioners,
applying the level of application of sus-
tainability in project management and
project success variables in a current
project. Moreover, for different sectors
or types of projects, the priority of the
variables can be reevaluated to consider
contingencies. This condition of search-
ing for the importance and/or use of the
application of sustainability in project
management and project success vari-
ables could indicate a probability of
future use in new projects. In addition,
we believe in the potential of the pro-
posed framework—when used for sur-
veying the use and importance or when
applied in the practice—for improving
the incorporation of sustainability into
projects and project management. As
shown in the literature review, project
management is an area that urgently
needs increased attention and inclusion
in the organizational and professional
standards for project management.
This implication increases the impact
of these outputs because they can dem-
onstrate to project managers, team
members, and employees some of the
practical ways in which sustainability
objectives and values can be integrated
into projects and project management.
In the quantitative phase, it is paramount to clarify that the AHP method
was the main approach we used to
identify experts’ preferences when comparing constructs and variables. The
assignment of quantitative ratings of
Figure 2: Suggested empirical framework for sustainability in project management and project success.
EnvironD
EconD
SPM PS
PS-Effic
PS-Effic01
PS-Effic02
PS-Effic03
PS-Cust01
PS-Cust02
PS-Cust03
PS-Team01
PS-Team02
PS-Team03
PS-BusSuc03
PS-BusSuc02
PS-BusSuc01
PS-PrepFut03
PS-PrepFut02
PS-PrepFut01
PS-Sustain03
PS-Sustain02
PS-Sustain01
PS-Cust
PS-Sustain
PS-PrepFut
PS-BusSuc
PS-Team
Econ01
Econ02
Econ03
Econ04
Econ05
Econ06
Econ07
Econ08
Environ01
Environ03
Environ02
Environ04
Environ06
Environ08
Environ05
Environ07
Social01
Social03
Social05
Social07
Social06
Social04
Social02
SocialD
Note: The intensity and shape of the arrows show the CR (bold arrow 5 CR,0.1; non-bold arrow 5 CR,0.2; dashed arrow 5 CR.0.2). Explanations of
all constructs, dimensions, and variables can be found in Tables 2 and 3.
