Operationalizing Project Success Criteria through Control Degree

Abstract

This study explores the control degree in success criteria operationalization. A literature review reveals that control degree relates to two patterns operationalizing success criteria: one directed to measurement and measure selection; the other directed to operationalization through the conceptualization of a relationship between a specific factor and project success. While in both patterns tight control emerges, nevertheless a difference arises which implies that the control degree in these operationalization patterns varies. In the first pattern, control tends to be generic. The second provides opportunities to tailor the control of project success, considering the specific project and its context. Furthermore, this study shows that it is essential to include control suitability for making success criteria operationalization effective, in the sense of supporting project management to achieve project success. The theoretical contribution of this study is to link the field of project success and management control, adding that success criteria operationalization concerns control degree, i.e., tight/loose