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

342 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 reviewed on a periodic basis throughout the life cycle of the project. Typical KPIs include:  use of the project management methodology;  establishment of control processes;  use of interim metrics;  quality of resources assigned versus planned for; and  client involvement (Kerzner, 2013:72). We expect traditional project management methods and measures such as planning and controlling to prevail as critical success factors in the public sector. Therefore, we offer the following: Hypothesis 2: Basic project management methods and measures are still recognized as dominant critical success factors in the public sector’s competitive environment. Parallel with the development of the project management field in the last decades, project management critical success factors have also been the subject of many studies and new propositions. Turner & Muller pointed to the communication and cooperation on projects between the project owner as principal and the project manager as agent (2005a) and to the leadership style as a success factor of projects (2005b). Lock (2013) also defined several success or failure factors:  the project scope is not clearly stated and understood;  the technical requirements are vague;  estimates of cost, timescale or benefits are too optimistic;  risk assessment is incomplete or flawed;  the intended project strategy is inappropriate;  insufficient regard is paid to cash flows and provision of funds; and  the interests and concerns of stakeholders are not taken into account. (p. 19) On the other hand, Kerzner (2013) recently highlighted the project customer’s expectations view. Historically, the definition of success has been meeting the customer’s expectations regardless of whether or not the customer is internal or external. Success also includes getting the job done within the constraints of time, cost, and quality. Using this standard definition, success is a point on the time, cost, and quality/performance grid. Kerzner further mentioned that very few teams can accomplish projects, especially those requiring innovation, at this point. Therefore, he proposed a separation of success on primary and secondary factors, where “primary definitions of success are seen through the eyes of the customer and secondary definitions of success are usually internal benefits” (p. 70). Among the most often discussed project management critical success factors in recent history, we can highlight the development of soft skills and cooperation