Thesis Publisher Paper MUHAMMAD AWAIS (CMS: 18250) MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad

1. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
1
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
ABSTRACT
In this paper project planning relation between two variables of Risk and Project Success. There are
planning consider with best practices of PM along with two other variables of Risk and Project Success. This
study based on more than thirty five topic based in project success and impact the most important variables of
Planning, Risk and others mediator of Best Practice of PM. In the past history we know that if Project Manager
not interested with project and they don’t meet the goals of project success with the help of two important
variable of Planning and Risk. In this time increasing the competition of organization, project success is the most
important factors of good business performance. Our analysis showing the using the different PM practices and
different methods to be used for project success with the help of good planning and reduce the risk of failure.
1 INTRODUCTION
In this papers focused on use the good planning and reduce the risk for project failure with the help of risk
management practices and focus the all others factors impact on project success. Our past history Papke-Shields.
Beise and Quan (2009). In this research best practices of the project managers is the first priority for factor of
PM. Project manager follow the critical successes factors and implementing on project practices, planning and
performance. Atkinson, R (1999). Few years ago define for a project management included the success criteria
for PM, namely the Iron Triangle, cost, time, and quality, These criteria, its suggested, are no more than two best
guesses and a phenomenon. Baccarini, D (1999). LFM assist in the understanding of the tow component of
project success both of Project Management success and product success. These two concepts must be
articulated and differentiate in the project plan in order the project team clearly known its objectives. The
benefits of LFM (Logical Frame Work) articulated project success are provided two common clear
understanding for project objective and project success. Belassi and Tukel (1996). One of the explanations we
offer is the way the success factors are introduced to the respondents. The new scheme we developed in this
paper presents the factors in a more systematic way. Factor groups are formed which helped respondents under-
stand the overlooked dimensions of project success such as project attributes and project environment. Cicmil
and Hodgson (2006). We would like to make two final notes regarding sponsor behaviors. First, two of the
behavior factors were associated with all of the success factors. Defining project performance and success, and
mentoring the project manager, might be especially important since each is correlated with all of the success
factors.Cooke-Davies (2002). Firstly, the research on which this paper is largely based has focused on what
people and teams do, rather than on the quality of their human Interactions or motivation and decision making
practices. Secondly, there are human dimensions to nearly every one of the all factors that have been identified.
Crawford and Pollack (2007). This tension between project uniqueness and the assumption of fundamental
similarity underpinning standards development can be explained through three avenues: what it means to be
unique; changes to the field; and the needs of the field. Dvir. Raz and Shenhar (2003). Although there are some

2. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
that claim that too much planning can curtail the creativity of the project workers and others that propose to do
milestone planning instead of activity planning, In fact, planning is considered a central element of modern
project management. Commonly accepted professional standards. Ibbs and Kwak (2000). Assessment
Methodology can be applied to other industries and companies to further our understanding of PM in the future.
It could also be reapplied to the companies that participated in the first phase of this study at a later time. This
would allow them to determine the impacts of changes that have occurred since their first benchmarking. By
collecting and sharing this information, PM organizations can benefit and continuously improve their PM
practices. Kwak and Ibbs (2000). The PM Maturity Process Benchmarking Model was shown to be successful,
and should be applied to other industries and companies to improve our understanding of PM. Furthermore, an
“Excellence in Project Management Practices Award” should be established and awarded on an annual basis.
2 LITERATURE REVIEW
2.1 PLANNING
Most of researcher agree on the planning task of project is most important for the project success. In the
past history some of project don not meet the requirement of project success in the planning of project so project
goes to the failure and not to be done the goals. Lee and Xia (2005). ISDP team flexibility construct drawing for
scio-techmologyical projects on the conceptualization and Operationalization projects. They need to be used
good standard for project success. Poon, and Wagner (2001). In our study, we were able to confirm the
applicability of all of Rockart and DeLong’s original eight CSFs, as well as two additional factors. Yet based on
our findings, we suggest that organizations may Aget it right simply by managing three factors, championing _at
the executive and operational levels., resources, and linking the system to business objectives. Pinto and Slevin
(1988). In this case study define the process of project implementation through exposing the manager to a set of
empirically derived factors found to be critical to project success. Fortune, White, Jugdev and Walker (2011). In
this papers they are conducted survey on different three countries every countries has different result of planning
project management methodologies and used the tools of practices. Dvir and Lechler (2004). “Changing plans is
everything” planning is impact on project success if some difficulties so changing some planning to meet the
project success goals.
It’s very hard or even impossible to know that what requirements in planning for the completing the
project, some author says that the planning is not enough and impotent for the [project success but in this future
we need to be good planning for controlling the time, scope and quality for the project success.
2.2 RISK MANAGEMENT
In this global history on risk management practices, Pich, Loch and Meyer (2002). In this theory payoff
effect on project we cannot be analyzed because too many parameters interact in the transition or payoff function
(complexity). Freedman and Katz (2007). Best practices risk on project and also include partner selection
practices that weigh legal, political, security, economic, infrastructure, and cultural factors. Doolen, Hacker and

3. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
Aken (2003). Team survey items used to assess the various aspects of organizational context, would provide
additional insight into this complex set of relationships. Müller and Jugdev, (2012). In this publication help us to
to understand the complexities of project success and determine the all project success factors. Maltz, Shenhar,
and Reilly (2003). DMP model reduce the time, reflecting the organizational performance in this research.
Todorović, Bjelica and Mitrović (2013). We need to create accountabilities environment and create culture of
environment consist on leadership and continuity
Project success become to be business good performance, in the past history many of projects still suffer
delay, overruns and even failure.
RELATIONSHIP WITH PROJECT PLANNING → RISK MANAGEMENT
In this paper we relate the project planning with risk management so we are facing many of risk
factors in our planning so project goes to the failure. See fig 1.1
HYPOTHESIS PROJECT PLANNING → RISK MANAGEMENT
Project Planning initiation process of project so we need to assure all risk factors they are impact on
our project. Planning factors positively associated with Risk Management If risk come in our project so our
project is failure or overrun.
Fig 1.1, Link with Project Planning → Risk Management
2.3 PROJECT SUCCESS
Openly, Project success define with the “triple constraint” or “iron triangle” three factors cost, time and
quality/performance impact on project success or failure. Zwikael. Shimizu and Globerson (2005). The project of
Taipei 101, owner decision add more contractor for the exceed the resources capacity of single contractor, so
theory says that project success need to be decision making of owner. Shenhar. Tishler Dvir and LIPOVETSKY
(2002). In this paper we need to find study employ on multivariate analysis and the multidimensional measure
use for the project success. Shrnhur, Levy and Dvir (1997). There are four success factor impact on project
success meeting tile, budget and performance goals. Yang, Huang and Wu (2011). Leadership styles and teams
work of project manager’s effect on project success. Gemunden, Salomo, and Krieger. (2005). autonomy
dimensions are used for the project success. Several significant positive effects which increase with project
innovativeness.
Our research based on planning without risk and the best practices of project manager they are doing good
skills and most important factors are impact on project behavior.

4. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
RELATIONSHIP WITH RISK MANAGEMENT → PROJECT SUCCESS
Project success is not to be fulfill the requirement of projects so we use the best practices on risk
management for gain the goals and our objectives. See fig 1.2
HYPOTHESIS RISK MANAGEMENT → PROJECT SUCCESS
Fig 1.2, Link with Risk Management → Project Success
RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
Project planning is great tools of project success we see the past history and many of researchers
says the project failure, delay and overruns factors impact on failure of projects. Other words we use to be
good planning for our projects performance if we use the strategic planning for our project and reduce the
risk factors in imitation plan make good strategy for risk management in any time impact on our project.
Some of factors like internal and external, we have good planning the solve the all risk factors for
project success and meet the all requirements of our project. See fig 1.3
HYPOTHESIS PROJECT PLANNING → PROJECT SUCCESS
Fig 1.3, Link with Project Planning→ Project Success
MEDIATING ROLE OF RISK MANAGEMENT RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
We already discuss this Project Planning variables are independent and the other words how much
risk impact on Planning of the project? Many of researchers gives some theory and practical examples in
research papers and find some risk management factors effect on project planning and project success.
HYPOTHESIS RISK MANAGEMENT MEDIATE PROJECT PLANNING → PROJECT SUCCESS
Fig 1.4, Link Risk Management Mediating Role of Project Planning → Project Success
Risk Management Project SuccessProject Planning

5. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
2.4 BEST PRACTICES FOR PM
Over the past several decades, organizations have increased their use of team-based projects to achieve
business objectives. Thomas and Mullaly (2007). In this literature on performance measurement, the nature of
value, and competitive advantage. Everyone need to think the value of project. Shenhar, Dvir, Levy and Maltz
(2001). To assess the project success we need to understand the multi-faceted and multi-dimensional concept to
reduce or vary long time frame. Munns and Bjeirmi (1996). In this paper project management team totally
responsible for project success. Objectives of a project achieving target of project and interest of client for
completing the project. Milosevic and Patanakul (2005). SPM factors on the OPM level are impact on project
success there are seven factor of SPM include standardized PM tools, leadership, and process; and standardized
PM organization, information management system, metrics and culture on OPM level. Ling, Low, Wang and
Lim (2005). AEC professionals higher quality performance was found in projects managed by Singaporean firms
in China had achieved success in budget and quality performance, and owner and public satisfaction but not in
schedule performance. Imran and Zaki (2016). In this literature indicates some critical factors of effective
human capital practices for critical success factors identified were technological, project management and
communication factors, necessary for the project success. RAG Khan, FA Khan and MA Khan (2011). Training
is best practices for project success and Training & development positive effect on organizational performance.
Blomquist, Hällgren, Nilsson and Söderholm (2010). In this research project management discussed on best
practices for doing great job and met the requirements of project.
However, along with the increased use of projects, the complexity and cost of projects have also
increased. See fig 1.4
Fig 1.4, Main Model of Best Practices impact on Project Success
MODERATING ROLE OF BEST PRACTICES RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
The definition of project management suggests a shorter term and more specific context for
success. The outcomes of project management success are many. They would include the obvious
indicators of completion to budget, satisfying the project schedule, adequate quality standards, and meeting
the project goal. The factors which may cause the project management to fail to achieve these would
include
• Inadequate basis for project
• Wrong person as project manager
• Top management unsupportive
• Inadequately defined tasks
• Lack of project management techniques
• Management techniques mis-used
Risk Management Project SuccessProject Planning
Best Practices

6. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
• Project closedown not planned
• Lack of commitment to project
These factors we use for the good planning for success project and good practices use for Project Manager. It’s
also define Triple constraint triangle Scope, Cost and Quality to be appointed for these factors to be used for
good practices for project success see fig 1.5
A range of variables and factors will affect the ability to achieve these goals, which have been identified by
various factors (a) objectives; (b) project administration; (c) third parties; (d) relations with client; (e) human
parties; (f) contracting; (g) legal agreements; (h) politics; (i) efficiency; (j) conflicts and (k) profit.
These factors would suggest that successful project management requires planning with a commitment to
complete the project; careful appointment of a skilled project manager; spending time to define the project
adequately; correct planning the activities in the project; ensuring correct and adequate information flows;
changing activities to accommodate frequent changes on dynamic; accommodating employees' personal goals
with performance and rewards; and making a fresh start.
Fig 1.5, Model of Best Practices impact on Risk Management
HYPOTHESIS BEST PRACTICES OF PM MODERATE THE RELATIONSHIP RISK MANAGEMENT→ PROJECT SUCCESS
Fig 1.6, Model of Best Practices Moderate with Risk Management on Project Success
Risk ManagementProject Planning
Best Practices
Project SuccessProject Planning
Best Practices

7. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
3 METHODOLOGY
3.1 DATA COLLECTION:
Our data for this research, all nice and collated in a database – from 50 different members we use the leaker
scale for help of the questionnaire of different author from different site. In this scale 1 to 5 points 1 (Strongly
Disagree), 2 (Disagree), 3 (Neutral), 4 (Agree), 5 (Strongly Agree).We are collecting data from different sources
Facebook Groups of Researchers and different organization workers. We are distributed 100 questionnaire
papers and we get result of and answer from 50 members so we use this data collecting from 50 members for
analysis our research study. We use pilot testing methods for our results.
4 RESULTS
Table 1
Reliability Analysis
Variable Cronbach’s Alpha
1. Project Planning .827
2. Risk Management .413
3. Best Practices of PM .528
4. Project Success .713
Table 2
Correlation Analysis
Variable 1 2 3 4
1. Project Planning 1
2. Risk Management .143 1
3. Best Practices of PM .175 .098 1
4. Project Success .955**
.028 .130 1
**. Correlation is significant at the 0.01 level (2-tailed).
In this table 2 we use the correlation analysis of Project Planning (Independent), Project Success
(Dependendent), Risk Management (Mediator) and Best Practices of PM (Moderator). Analysis says that if
we control the project planning variable then find the risk management as dependent variables then check

8. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
the Impact on Project Planning (Pearson Correlation Value: .143) Second is we are using the next methods
and control the Best Practices of PM and see the Pearson correlation value of Project Planning (.175) and
Risk Management is mediator role value (.098). Third steps is project success impact on others variables
Correlation of Project Planning (Independent), Risk Management (Mediator) and Best Practices of PM
(Moderator) so the Pearson Correlation value is given Table No.2.
4.1 REGRESSION ANALYSIS
Table 3
Regression For Outcome
Predictor Outcome
Risk Management Project Success
B R Square R Square Change B R Square R Square Change
1. Control Variable .143 .020 .020 -.100 .032 .032
2. Project Planning .955 .912 .912 .804 .922 .879
3. Risk Management .098 .010 .010
Table 4
Mediated Regression
Predictor Outcome
Project Success
B R Square R Square Change
1. Control Variable .032
2. Risk Management .042 .010
3. Project Planning .953 .922 .879

9. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
Table 5
Moderated Regression
Predictor Outcome
B R Square R Square Change
1. Control Variable -.035 .014
2. Project Planning & Best Practices of PM .136 .034 .020
3. Project Planning x Best Practices of PM .010 .034 .000
5 DISCUSSION
In this paper we relate the impact of project planning on project success with mediating role of risk management
and moderating role of best practices of PM. Result suggests that both Best Practices of PM and Risk
Management are important variable and significant impacts on project success.
5.1 SUMMARY OF HYPOTHESIS
H1 There is a positive relationship between Project Planning and Risk Management.
The assumption behind this position is that planning reduces uncertainty and increases the likelihood of project success.
Encourages project managers to believe that although planning does not guarantee project success, lack of planning will
probably guarantee failure. Dvir, Raz, Shenhar (2003) As shown in Table 2 impact of project planning has
significant role on risk management project planning is correlated and significant of Risk. The more you share
with followers the more you gain in reward of success.
H2 There is a Negative relationship between Risk Management and Project success.
In this paper summery Its seem that risk management is still at its infancy, we need to use some tools for reduce
the risk for project success.Raz, Shenhar, Dvir (2002) As shown in Table 2 and Table 4 Risk Management has
insignificant role on project success and role is correlated with success factors. If we have good planning and
strategy so we reduce the risk of failure less chances of occurrence of error.
H3 There is a positive relationship between Best Practices of PM and Project success.
In this paper both in terms of practice and research. In practice, a number of standards have been developed that
incorporate critical success factors and capture “best practices” in PM. Papke-Shields, Beise, Quan (2010)
Shown in Table 2 and Table 5 Best practices of PM has significant role on project success and role is correlated
with project related success factors. Best practices of pm more transparent in front of its followers that is built
trust among followers and helps in achieving desire goal.

10. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
5.2 LIMITATIONS
We collected data from 100 project managers due to limited time and I got only 50 project managers result. We
try to consult with managers are expert in their domain and know the importance of variable in project success
that nearly assure our results.
5.3 SUMMARY
The study suggest the importance of Project Planning in different domain to actives the desire success or goal of
organization/Projects. The finding suggest that how followers could be involved through project planning with
qualities of best practices of project managers and reduce the risk of project that help in project. We try to find
the views of project managers from public as well as private sectors to illustrate and the result shows positive
impact on projects success. Managers agree the value of project planning and best practices by marking different
questions that were filled. Finding in this study shows that impact of long term that is reliable in favor of good
project managers, followers and firm.