Lex localis - Journal of Local Self-Government_11(1)_January

L EX LOCALIS - J OURNAL OF L OCAL S ELF -G OVERNMENT H. Wanivenhaus, J. Kovač, A. Žnidaršič & I. Vrečko: Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development 341 2.2 Critical Success Factors in Project Management As projects grow and diversify, it is essential to clarify what a successful project is, not only in terms of efficient achievement of the entrance demands, but also in terms of rational and lasting harmless expenditures of all available and limited resources to carry out the project and influence society and the world’s ecosystems during the project’s exploitation phase. Such an expanded view of the projects and their influence on the environment and society during exploitation phases leads to the need to mingle strategic processes and projects’ formulation and implementation. These processes require many decisions; individuals must not accept them subjectively based on the individual’s personal experiences and intuitions as, in such decision-making processes, individuals cannot foresee possible alternatives when seeking the best solution. It is necessary to shift to objective thinking, the major characteristic of which is a system approach, directed to the independent and non-personal consideration of events, phenomena, and ideas (Mulej, 2007). Projects in which the broader systematic approach is not used can only be partially successful—namely, successful from one subjective standpoint and completely unsuccessful from another subjective standpoint. We refer here to the problem of viewing projects as a whole in assessing and accepting their planned effects. Setting goals precisely is essential for a successful project, particularly when accepting a systematic approach and a corresponding decision-making system. Project teams can increase the efficiency and effectiveness of projects through the systematic use of appropriate methodologies, tools, and organization. The solutions provide for modern project management, which requires appropriate training in the field. Research shows that project competence and the use of modern project management methods, techniques, and concepts have important impacts on increasing both the efficiency and effectiveness of projects (Gareis, 2002). Practicing systemic project management increases project qualification and the competence of project managers and team members (Turner et al., 2007). Consequently, their ability to achieve effective development arises independently of partners involved in the project’s execution. Over the years, researchers have produced many lists of project management success factors. Pinto & Slevin (1987) defined 10 success factors: project mission, top management support, schedule and plans, client consultation, personnel, technical tasks, client acceptance, monitoring and feedback, communication, and troubleshooting. According to Kerzner (2013), critical success factors identify what is necessary to meet the desired deliverables of the customer. He directed the discussion to key performance indicators (KPIs), which measure the quality of the process used to achieve the end results. KPIs are internal measures or metrics