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

346 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 3.3 Research Results Calculating respondents’ estimation of the relevance of project management for the effective execution of construction projects the mean value on the 6-point scale was 4.82 (SD = 0.975), indicating that project management is very important for the effective execution of construction projects. The mean value of average values of all 22 items of project management methods and measures was 4.81 (drawn with a dashed vertical line in Figure 3), indicating that respondents recognized the relatively great value added of listed items. Figure 3 divides the items into three groups: the most relevant items are in light gray, the second group represents items considered average for all values, and the third group consists of six items with the lowest average values, but are still quite relevant on the 6-point scale. The most relevant items are project description (5.44), motivation of project members (5.36), defining the project scope (5.35), project order (5.35), objectives plan (5.26), periodic project controlling (5.18), and team-oriented project management (5.18). The second group of items consists of project management methods and measures ranked in the middle according to their average relevance: coordination of the project with other projects (4.99), clear accordance with the strategic objectives of the department (City of Vienna) (4.92), policy project support (4.82), planning of project controlling (4.74), work breakdown structure (4.70), scheme of administration and documentation (4.69), risk analysis (4.69), work package specification (4.58), and education and training (4.57). The third group consists of six items with the highest average values still considered somewhat relevant: function chart (4.48), organization and role description (4.46), project rules (4.37), environments and environment-depth analysis (4.35), analysis of stakeholders (4.35), and communication plan (4.28). The next step calculated the correlations between the relevance of project management for the effective execution of construction projects and personal relevance of 22 project management methods and measures (Table 1). All correlation coefficients were significant at the 0.01 significance level. Four main factors had the strongest positive linear relationships: planning of project controlling (R = 0.574), work breakdown structure (R = 0.555), periodic project controlling (R = 0.537), and function chart (R = 0.505). The next step included a multiple regression analysis with four main factors (revealed above) as independent variables and dependent variable of relevance of project management for the effective execution of construction projects. Before running the analysis, we examined multicollinearity with correlation coefficients between predictors variance inflation factors (VIF) and tolerance (1/VIF). The highest correlation coefficient was between planning of project controlling and periodic project controlling (R = 0.599), which is below 0.8. The general