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 349 nominated both methods as important for the future development in the implementation of construction projects, and 48 respondents (out of 191) nominated them together. The second group, drawn with light gray diamonds in Figure 6, consists of four vertices: motivation of the project members, policy project support, project description, and team-oriented project management. The largest proportion of the respondents (68 respondents or 35.6%) selected motivation of the project members. Quite high values also occurred between project management methods and measures from the first and second groups. The third cluster (black boxes in Figure 6) consists of five items: clear accordance with the strategic objectives of the department/City of Vienna, defining the project scope, project order, risk analysis, and objectives plan. The vertices in the fourth cluster (dark gray circles in Figure 6) have weak ties among themselves and also with other vertices; the fewest proportion of respondents compared to the other three clusters nominated them. Therefore, the project management measures and methods not indicated as crucial for future success of the projects are work package specification, function chart (work package leaders), communication plan, organization and role description, periodic project controlling, planning of project controlling, project rules, work breakdown structure (WBS), scheme of administration and documentation, education and training, and environments and environment-depth analysis. 4 Findings and Conclusions 4.1 Valued Formal and Systematic Use of PM Methods and Measures with Still Prevailing Basic Ones in the Public Sector The respondents recognized project management as a highly important factor for the effective execution of construction projects among Vienna’s city infrastructure project managers. With mean value of 4.82 on a 6-point scale for perceived importance of project management in the effective execution of construction projects and with the lowest average value of 4.28 for a particular project management method, we can confirm the 1 st hypothesis stating that project managers in the competitive public sector highly value the formal and systematic use of project management tools and techniques for increasing a project’s efficiency and effectiveness. Furthermore, the results revealed that respondents still perceive traditional project management methods and measures as the most relevant factors during the project life cycle. Among the seven most highly rated project management methods and