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Attempts to understand the process of project management, involving the successful implementation of projects in organizations, represent a problem of continual concern and interest to both researchers and project managers. Much has been written to assist project managers in their efforts to more effectively manage and guide a variety of organizational projects. Both empirical and conceptual approaches have been applied to the study of the project implementation process. As a result, a wide range of critical factors or project dynamics have been uncovered which have been found to significantly contribute to project success (eg, sufficient available resources or top management support). While these findings have had an important impact on project managers, helping them to better manage their projects to completion, few researchers have attempted to determine how the “importance” of these critical factors may fluctuate as a result of changes in the life cycle of the project. In other words, it may be likely that some “critical” factors become more or less critical to project success depending upon the phase in its life cycle the project currently occupies.

The purpose of this article is to report on the results of a recent study that was conducted in an effort to test the importance of those factors that have long been believed to be critical to project success. Over 600 questionnaires were mailed to project managers and members of the Project Management Institute (PMI). The response rate and interest level generated from this study have been quite strong; over 400 questionnaires were returned, indicating a response rate in excess of 71%.