Control mechanisms towards project success
This study based on a systematic literature review aims to identify and analyze selected control mechanisms when project success criteria operationalize. The main theoretical contribution of this study involves identifying the dimension of control mechanisms in success criteria operationalization. The most easily identified control mechanisms in the data material were output control mechanisms, including process-oriented and stakeholder-oriented kinds. These control mechanisms also occurred more frequent than other control mechanisms. Another theoretical contribution of this study relates to the suitability of control mechanisms. The data material evidently illustrates that operationalization based on conceptualization increases the prevalence of behavioral and social control mechanisms, giving more space to focus on the important issue of selecting appropriate control mechanisms. A further theoretical contribution is that the measuring and evaluation of project success assumes a mix of different control mechanisms, supporting the view that project control should be multidimensional. This study evidences that it is not enough that this mix should include output, behavior and social control mechanisms but should also relate these control mechanisms to project management success and product success as well as to long-term and short-term success. This mix should include generic elements as tailored control mechanisms.