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

350 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 measures, four related to a particular project initiation and preparation phase (project description, defining the project scope, project order and objectives plan) and one with project control. The remaining two (motivation of project members and team-oriented project management) speak to public sector project managers’ awareness of the importance of the human factor for project success. The second group of project management methods and measures, with slightly lower perceived relevance among project managers, included four methods and measures still related to traditional project management methods and measures oriented with a particular project: work breakdown structure and specification, planning of project control, and risk analysis. This group includes some of the basic project office tasks for dealing with multi-project issues, such as coordination of the project with other projects, clear accordance with the organization’s strategic objectives, policy project support, scheme of administration and documentation, and education and training. Only in the third group of project management methods and measures includes those connected with the broader environment of project implementation— namely, function chart, organization and role description, established project rules, environments and environment-depth analysis, stakeholders’ analysis, and broader communication plan. Thus, we can confirm the 2nd hypothesis stating that the competitive public sector still recognizes basic project management methods and measures as dominant critical success factors. We further proved the second hypothesis by using a slightly more complex statistical analysis—that is, the Pearson correlation coefficients and multiple regression analysis. Those results revealed that, among 22 project management methods and measures, the four with the strongest positive linear relationships were actually traditional project management methods and measures: work breakdown structure, planning of project control, periodic project control, and function chart, together explaining 46% of the variability of relevance of project management for the effective execution of construction projects. 4.2 Building Relationships with Stakeholders Vienna’s project managers perceive the valued network of project management methods and measures as another very important new trend concerning the project management aspects to emphasize in the future. They most often and together nominated two methods, analysis of stakeholders and coordination of the project with other projects, as important in the future. This result favors the cognition that project stakeholders’ management and mastery of the multi-project environment are a topical subject in the public sector with its relatively high organizational project management maturity.