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 345 City of Vienna’s Project Management Office, highly interested in receiving real feedback from the field about most influential (i.e. critical) project management factors for their projects’ success. Almost three quarters of the respondents were men (73.4%) and 16.8% were women, while 9.8% of the respondents refused to answer. More than half of the respondents (53.3%) had more than 16 years of work experience, 16.3% had 11 to 15 years of work experience, 13.6% had 6 to 10 years of work experience, 10.3% had been working for 5 years or less, and 6.5% were non-respondents. Furthermore, 38.0% of respondents had been working in their current positions for 8 years or more, 36.4% had been working 4 to 7 years, and 15.2% had been in the current function for three years or less (Figure 2). Respondents ranked the questions on a 6-point scale of relevance, where 1 meant relevant and 6 meant irrelevant. First, the respondents estimated the relevance of project management for the effective execution of construction projects. Respondents also evaluated the relevance of 22 project management methods and measures on the 6-point scale, ranging from irrelevant (1) to relevant (6). Based on the data collected 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 was calculated. The next step included a multiple regression analysis with four main factors as independent variables and dependent variable of relevance of project management for the effective execution of construction projects. To further investigate which factors require more attention in order to achieve even greater success in the implementation of construction projects, respondents nominated up to five project management methods and measures. From the data on the five nominated project management methods and measures important for achieving even greater success in the implementation of construction projects, we constructed a two-mode network and then transformed it to a valued one-mode network. From the broad spectra of social network analysis methods, we selected blockmodeling. The main goal of blockmodeling is to reveal the essential structure of the network based on patterns of relationships among units (Doreian et al., 2005). More precisely, we selected an indirect approach using the corrected Euclidean distance and Ward criterion function to calculate dissimilarities between units. The result of a blockmodeling procedure is a partition of units and a blockmodel or image matrix representing the ties between clusters.